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AGENDA - General Committee - 20210601Town of Aurora General Committee Meeting Agenda Date:June 1, 2021 Time:7 p.m. Location:Video Conference Pages 1.Procedural Notes This meeting will be held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. Mayor Mrakas in the Chair. 2.Approval of the Agenda 3.Declarations of Pecuniary Interest and General Nature Thereof 4.Community Presentations 5.Delegations Note: At this time, the municipal offices are closed. This meeting will be live streamed at https://www.youtube.com/c/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.Consent Agenda 6.1.Memorandum from Councillor Gaertner; Re: Lake Simcoe Region Conservation Authority Board Meeting Highlights of March 26 and April 23, 2021 1 That the memorandum regarding Lake Simcoe Region Conservation Authority Board Meeting Highlights of March 26 and April 23, 2021, be received for information. 1. 7.Advisory Committee Meeting Minutes 7.1.Finance Advisory Committee Meeting Minutes of May 11, 2021 8 That the Finance Advisory Committee meeting minutes of May1. 11, 2021, be received for information. 7.2.Accessibility Advisory Committee Meeting Minutes of May 12, 2021 12 That the Accessibility Advisory Committee meeting minutes of May 12, 2021, be received for information. 1. 8.Consideration of Items Requiring Discussion (Regular Agenda) 8.1.FIN21-027 - Draft Fiscal Strategy 17 (Presentation to be provided by Rachel Wainwright-van Kessel, Director of Finance) That Report No. FIN21-027 to be received; and1. That the presented draft fiscal strategy for the Town be approved. 2. 8.2.CMS21-018 - Library Square Renaming 95 That Report No. CMS21-018 be received; and1. That the renaming of Library Square to Town Square, effective immediately, be approved. 2. 8.3.PDS21-059 - Cash-in-Lieu of Parkland Deferral Agreement – Board of Trustees of the Aurora United Church, 15186 Yonge Street 102 That Report No. PDS21-059 be received; and1. That the Cash-in-Lieu payment of $68,500 apportioned to the property owned by the Board of Trustees of the Aurora United Church be deferred until such time that the uses or other circumstances change on the property located at 15186 Yonge Street. 2. 8.4.PDS21-061 - Request for Increased Capital Budget Authority for the Aurora Snow Storage Facility - Lambert Willson Park 109 That Report No. PDS21-061 be received; and1. That the total approved budget authority for Capital Project No. 34006 be increased to $1,190,000.00, representing an increase of $290,000 to be funded from the Services Related to a Highway DC and Storm Water Reserves; and 2. That $175,200 and $114,800 in previously approved capital budget authority for Project No. 34707 and 31108, respectively 3. be transferred to Project No. 34006. 8.5.PDS21-064 - Application for Site Plan Approval, Silhouette Aurora Inc. (Formerly Bara Group), 15086-15106 Yonge Street 116 Part of Lots 1 and 2, Registered Plan 9, and Lots 51 and 52, Registered Plan 246, File Number: SP-2018-03 That Report No. PDS21-064 be received; and1. That the revised development concept for Site Plan Application File SP-2018-03 to permit the development of 53 stacked townhouse units, continue to be approved in principle, subject to the following conditions: 2. That all outstanding comments, conditions, and requirements from Town and external agencies be addressed to the satisfaction of the Director of Planning and Development Services, prior to execution of a Site Plan agreement; and i. That the Owner obtain Minor Variance approval for the required exceptions to Zoning By-law No. 6000-17, as amended, as identified in Table 1 of this report, from the Committee of Adjustment. The Committee’s decision for the Minor Variance shall be final and binding, and the applicant shall satisfy any conditions of approval imposed by the Committee; and ii. That the Owner enter into a Site Plan Agreement with the Town to address requirements of the Town and external agencies, including but not limited to, the provision for payment by the Owner of all applicable fees, securities, and any other financial obligations; and iii. That Council revoke servicing allocation for six (6) townhouse dwelling units. 3. 8.6.OPS21-012 - Alternative Locations for the Aurora Family Leisure Complex (AFLC) Skateboard Park 141 That Report No. OPS21-012 be received; and1. That the condition on the approval of Capital Project No. 72281 – AFLC Skate Park Reconstruction in the amount of $1,195,000 be lifted and the project proceed. 2. 8.7.OPS21-013 - Future Off Leash Dog Park Locations 150 That Report No. OPS21-013 be received; and1. That staff include the Engelhard Nursery property in the 10 Year Capital Plan for construction of a future Off Leash Dog Park with trail connection to Sheppard’s Bush/Tim Jones Trail System. 2. 8.8.OPS21-014 - Parkland Naming 157 That Report No. OPS21-014 be received; and1. That the selection of names for three (3) Town of Aurora parks be approved as presented. 2. 9.Notices of Motion 10.Regional Report 11.New Business 12.Public Service Announcements 13.Closed Session There are no Closed Session items for this meeting. 14.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Memorandum Councillor’s Office Re: Lake Simcoe Region Conservation Authority Board Meeting Highlights of March 26 and April 23, 2021 To: Mayor and Members of Council From: Councillor Wendy Gaertner Date: June 1, 2021 Recommendation 1. That the memorandum regarding Lake Simcoe Region Conservation Authority Board Meeting Highlights of March 26 and April 23, 2021, be received for information. Page 1 of 161 Board Meeting Highlights March 26, 2021 Special Board of Directors’ Hearing Meeting The Board conducted a hearing under Section 28.0.1, Subsection 7 of the Conservation Authorities Act, which deals with applications for which a Minister’s Zoning Order has been granted. The application by 2639025 Ontario Inc. was for permission to build the Oro Station Automotive Innovation Park at the property municipally known as 255 and 401 Line 7 N, Township of Oro-Medonte. Chair Emmerson noted that staff prepared and distributed Staff Report No. 12-21-BOD in response to this application. Ms. Ashlea Brown, Director, Regulations, presented on behalf of the Authority, providing an overview of Section 28.0.1 of the Conservation Authorities Act. She also provided an overview of the proposed Oro Station Automotive Innovation Park project and outlined the recommended conditions of approval with the rationale behind the specific permit conditions, 26 in total, as outlined in Staff Report No. 12-21-BOD included in the agenda package. She advised the Hearing Board that upon approval of any or all of the conditions, staff would be obligated to issue the permit as required under Section 28.0.1. Mr. Geoffrey Campbell, Managing Partner, Oro Station , presented on behalf of the applicant, 2639025 Ontario Inc., providing an overview of the concept for the proposed project, a multi- use facility that will join an automotive business park with testing facilities , and outlined the many features of the project. Chair Emmerson advised the applicant of the Hearing Board’s decision to approve Staff Report No. 12-21-BOD without any changes to the conditions. Regular Board of Directors’ Meeting Announcements: a)Chair Emmerson welcomed new Board member, Councillor Cria Pettingill, who has been appointed by the Regional Municipality of Durham to represent the Township of Brock. Board members introduced themselves and welcomed Councillor Pettingill to the Board. b)Director, Corporate Communications & Engagement, Kristen Yemm, provided an update on the Annual Conservation Awards, noting that similar to 2020, it is believed there will not be a physical event in 2021 due to the pandemic. Staff are working on developing a virtual awards celebration, and more details will be provided as they become available. Page 2 of 161 LSRCA Board of Directors Meeting Highlights – March 26, 2021 Page 2 of 3 Chief Administrative Office, Rob Baldwin, referenced the wave uprush event from a few years back that caused a lot of damage on the east side of the lake and was pleased to advise that a new webpage, the Lake Simcoe Shoreline Status has been added to the Authority’s website, where a variety of information can be found on current weather-related conditions. Presentations: a)4th Quarter Financial Report and 2021 Proposed Capital and Operating Budget General Manager, Corporate Financial Services/CFO, Mark Critch, provided an overview of the Authority’s 4th Quarter financial results and the 2021 Proposed Capital and Operating Budget, noting much more information can be found in the two staff reports that accompany this presentation. Highlights and results of 2020 included an operational deficit of $203K, which was much lower than anticipated at the end of the third quarter; an additional reserve dr aw of $134K for work at Scanlon Creek Operations Centre; some surplus from the offsetting operational programming that enabled the return of $212K to reserves; some capital budget variances, the majority of which were due to timing issues; and a decrease in return on investments due to lower interest rates. A procurement summary shows $1.2M for 87 purchase orders; and an offsetting summary shows $155K spent on offsetting projects in 2020, and a deferred balance anticipated to be spent on offsetting projects in 2021 and beyond. He reviewed the status of major project work in 2020 and provided an update on reserves. Moving on to 2021, GM Critch noted the audited financial statements will be coming to the Board in April, annual operating priorities for 2021 have been developed, and the 2021 Budget is ready to be approved by the Board of Directors. The 2021 Budget is within the guidelines approved by the Board in July 2020 and is in line with targets set by the funding municipalities. Budget presentations were provided to partner municipalities who requested a presentation, and our Budget-at-a-Glance document was provided to all partners. He noted that at this time, approval of the 2021 Budget has been received from eight of the nine funders, and approval from the ninth funder remains outstanding. To view this presentation, please click this link: 2020 Results and 2021 Budget Presentation Correspondence and Staff Reports: Correspondence The Board received a copy of the Authority’s Comments on the Lake Simcoe Protection Plan 10- Year Review (ERO-019-2833), as submitted to the Ministry of Environment, Conservation and Parks on March 3, 2021. Page 3 of 161 LSRCA Board of Directors Meeting Highlights – March 26, 2021 Page 3 of 3 4th Quarter Financial Report and 2021 Proposed Capital and Operating Budget The Board received Staff Report No. 13-21-BOD regarding the Authority’s Fourth Quarter Unaudited Financial Report for the period ending December 31, 2020. The Board received Staff Report No. 14-21-BOD regarding the Authority’s 2021 Proposed Capital and Operating Budget, adopted all projects therein, and authorized staff to enter into all agreements and execute all documents for the undertaking of said projects. The 2021 Capital and Operating Budget was approved by weighted vote as required by Ontario Regulation 139/96 (formerly O.S. 231/97). BDO Canada LLP – Audit Planning Report for the 2020 Annual Audit The Board received Staff Report No. 15-21-BOD regarding the 2020 Audit Plan from BDO Canada LLP. Housekeeping Update to Planning and Development Fees Policy The Board received Staff Report No. 16-21-BOD regarding the Planning and Development Fees Policy and approved the recommended updates effective April 1, 2021. Smoke-Free Conservation Areas Policy The Board received Staff Report No. 17-21-BOD regarding smoke-free policy within Authority properties and conservation areas and directed staff to implement a pilot project at Sheppard’s Bush Conservation Area and to pursue the possibility of implementing a smoke-free policy across all Authority properties. Confidential Land Matter The Board approved Confidential Staff Report No. 18-21-BOD regarding a confidential land matter. For more information or to see the full agenda package, visit LSRCA’s Board of Directors’ webpage. Page 4 of 161 Board Meeting Highlights April 23, 2021 Announcements: a) Chair Emmerson advised that at Conservation Ontario’s Annual General Meeting held on April 14th, Andy Mitchell, the Mayor of Selwyn Township and Chair of Otonabee Conservation, was elected as Conservation Ontario Chair. Presentations: a) 2020 Draft Audited Financial Statements Mr. Adam DelleCese, the Authority’s Auditor from BDO Canada LLP, provided an overview of the Authority’s 2020 Audited Financial Statements, as well as the audit process and findings. He advised that BDO Canada LLP, an independent auditor audited the Author ity’s financial statements as at December 31, 2020 and found that they present fairly in all material respect the financial position of the Authority, in accordance with auditing standards. He advised it was a clean audit with no internal control issues identified and he reviewed the financial statements. He advised that the Auditor’s report was essentially complete, no internal control deficiencies found, and no adjusted differences. During the audit, he was not made aware of any fraud and asked the Board if they were aware of any fraud. Findings included two significant risk areas: management override of controls but no issues were found; and grant revenue recognition and pressure to maintain funding. These are standard risk areas for most organization, and the audit focused on these areas, and no significant items noted in testing these areas of control. b) The Chief Administrative Officer’s Vision – 2021 and Beyond Chief Administrative Officer, Rob Baldwin, provided an overview of his vision for the Authority for the remainder of 2021 and beyond. Some highlights included: - Continued response to Covid-19 and keeping staff safe, planned office renovations for the return to physical office space, as well as taking what we’ve learned and creating an emergency preparedness plan; - Details of Bill 229 and its changes to the Conservation Authorities Act are rolling out and defining core and non-core programs. This will continue to evolve for the next 18 months and will also have impacts on budgeting and Administrative Bylaws. Non-core programs will require memorandums of understanding with our municipal partners; Page 5 of 161 Board Meeting Highlights April 23, 2021 Page 2 of 3 -The Lake Simcoe Protection Plan – 10-year review is underway and separates the Authority from the other conservation authorities when determining core and non-core activities; -Timing of the Authority’s new Strategic Plan is lining up nicely with new Bill 229 requirements, and he was pleased to report that the strategic plan develo pment is being led internally by Communications department and will be a plan built by staff for staff. He noted it’s also the right time for rebranding, time for change and an updated, shorter name with new logo; -Another initiative is better watershed awareness, which includes: implementing metrics and indicators to report the full value of watershed restoration projects; modernizing subwatershed planning; developing focused subwatershed targets and key performance indicators; exploring innovative approaches for engagement and information exchange; as we well focused issues management; -Significant flood relief opportunities exist with an increase in climate change considerations, as well as lots of opportunities for public-private partnerships on infrastructure improvements and stormwater optimization; -Another area for expanding partnerships is having dedicated sediment and erosion control inspectors for all development covering the entire watershed, with an opportunity for cost sharing across the municipalities. This initiative will help to reduce the burden on bylaw inspectors and enforcement officers. Stormwater inspection and maintenance, using our expertise to assist in environmental compliance approvals, again reducing costs to municipalities, maximizing stormwater facility performance, and reducing liability and flood risk; -Accelerating restoration and among other things looking to increase the focus on private lands in urban areas and evaluating opportunities ahead of municipal infrastructu re projects; -Bill 229 clarifies land management, focusing on managing the right lands and efficient disposition of lands not meeting core responsibilities, addressing municipal needs and reducing the Authority’s corporate liability; -An area that continues to evolve and something that the Authority looks at in all activities is climate change adaptation and mitigation. A lot has already been done in reducing the Authority’s carbon footprint, and we will continue to walk the talk to mitigate the effects o f climate change and exploring opportunities for carbon offsetting; -Development and regulations excellence and increasing reporting and transparency, as well as additional transitions to digital e-transmissions and e-commerce is also something being worked on and improving; Page 6 of 161 Board Meeting Highlights April 23, 2021 Page 3 of 3 -Outdoor education programs have continuously evolved throughout the pandemic and they remain critical to this and every watershed, and teaching the next generation must continue; -Fiscal stability and growth, and building strong reserves, an asset management plan, more detailed short- and long-term financial plans, comprehensive fee review focusing on cost recovery are all initiatives and improvements the Authority continues to work on; -Great governance and some changes as a result of Bill 229 will en sure full transparency, refined hearing procedures, increased opportunities for Board education sessions and mandatory watershed advisory board. To view this presentation, please click this link: A Look into the Future Correspondence and Staff Reports: Correspondence The Board received a copy of the Authority’s letter dated April 1, 2021 to the Honourable Jeff Yurek, Minister of the Environment, Conservation and Parks in response to his request regarding the Authority’s Board composition. 2020 Draft Audited Financial Statements The Board received Staff Report No. 19-21-BOD regarding Authority’s 2020 Draft Audited Financial Statements and approved the 2020 Audited Financial Statements, as well as the Appropriations to and from Reserves as outlined in Schedule 8 – Statement of Continuity of Reserves, of the 2020 Draft Audited Financial Statements. The 2020 Audited Financial Statements will be distributed to the Minister of the Environment, Conservation and Parks and the Authority’s banker, and will be made available on the Authority’s website. Summary of 2021 Provincial Funding Agreements – Lake Simcoe Protection Plan The Board received Staff Report No. 20-21-BOD regarding recently secured Provincial funding in support of the Lake Simcoe Protection Plan. Purchasing Policy – Stormwater Management Optimization Blueprint Preparation The Board received Staff Report No. 21-21-BOD regarding the Stormwater Management Optimization project and directed staff to establish an agreement with Freeman Associates Ltd. for delivery of services in accordance with a recently approved Lake Simcoe Protection Plan funding agreement with the Authority. For more information or to see the full agenda package, visit LSRCA’s Board of Directors’ webpage. Page 7 of 161 1 Town of Aurora Finance Advisory Committee Meeting Minutes Date: Time: Location: Tuesday, May 11, 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, Director of Finance Jason Gaertner, Manager, Financial Management Tracy Evans, Advisor, Financial Management Eliza Bennett, Interim Manager, Corporate Communications Lianne Jalali, Project Manager Cindy Shaver, Communications Specialist and Community Engagement Linda Bottos, Council/Committee Coordinator _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 5:47 p.m. 2. Approval of the Agenda Moved by Councillor Thompson Seconded by Mayor Mrakas That the agenda as circulated by Legislative Services be approved. Carried Page 8 of 161 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 April 13, 2021 Moved by Councillor Thompson Seconded by Mayor Mrakas That the Finance Advisory Committee meeting minutes of April 13, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Manager, Financial Management; Re: 2022 Budget Engagement Strategy Staff provided a brief overview of the memorandum. The Committee inquired about the metric values for the objectives of the proposed strategy, and staff provided clarification regarding the tools, measures, and benchmarks being applied to encourage and gauge public awareness and participation in the budget process. The Committee inquired about the role of media, and staff noted the intent to provide the opportunity for education on the municipal budget toward building the trust and confidence of media members and, by extension, the community. The Committee further inquired about the possibility of educating residents on municipal debt financing and the challenges of downloaded costs from higher levels of government over the past decades. Staff noted that debt financing and other tools would be highlighted in an upcoming report on the Town's fiscal strategy. Staff also indicated that funding gaps would be identified through review of the budget, asset management plan, reserve Page 9 of 161 3 plan and forecasting, and any available grant funding would be sought from the federal and provincial governments. Moved by Councillor Thompson Seconded by Mayor Mrakas 1. That the memorandum regarding 2022 Budget Engagement Strategy be received; and 2. That the Finance Advisory Committee comments regarding the proposed 2022 Budget Engagement Strategy be received and referred to staff for consideration and further action as appropriate. Carried 6.2 Memorandum from Project Management Office; Re: Town's Major Capital Projects Update Staff provided an overview of the memorandum highlighting aspects of the five major capital projects currently underway. The Committee inquired about the process to determine which projects are included in the update report and suggested that a framework be established on how to classify major capital projects. The Committee further suggested that the overall status update, including key milestones, for the Financial System and IT Strategic Plan Implementation projects also be included in the attachment to the report. The Committee inquired about the Library Square project with reference to the number of change notices/orders and project schedule. Staff provided clarification noting that a mitigation plan was in place to ensure the project remains on budget and confirmed that the project is expected to be completed on time. The Committee inquired about the Fire Hall 4-5 project with reference to the approved change orders and staff provided clarification. The Committee inquired about the Financial System project with reference to the system requirements and whether there would be capability for future add-ons. Staff provided clarification regarding the consultant's scope and subscription/cloud-based systems that allow for more timely upgrades. Page 10 of 161 4 Moved by Councillor Thompson Seconded by Mayor Mrakas 1. That the memorandum regarding Town's Major Capital Projects Update be received for information. Carried 6.3 Memorandum from Director, Finance; Re: Financial System Project Update Staff provided a brief overview of the memorandum and progress to date. The Committee inquired about the estimated cost of staff time dedicated to the project and staff provided clarification on the project management and staffing resource requirements. The Committee inquired about the tax billing system developed by the City of Mississauga and it was confirmed that staff have received a demonstration of the system and the City of Mississauga would provide full servicing and support for the system. Moved by Councillor Thompson Seconded by Mayor Mrakas 1. That the memorandum regarding Financial System Project Update be received; and 2. That the Finance Advisory Committee comments regarding the Financial System Project Update be received and referred to staff for consideration and further action as appropriate. Carried 7. New Business None. 8. Adjournment Moved by Councillor Thompson Seconded by Mayor Mrakas That the meeting be adjourned at 6:35 p.m. Carried Page 11 of 161 1 Town of Aurora Accessibility Advisory Committee Meeting Minutes Date: Time: Location: Wednesday, May 12, 2021 7 p.m. Video Conference Committee Members: Rachelle Stinson (Chair) Matthew Abas (Vice Chair) John Lenchak Hailey Reiss Jo-anne Spitzer Members Absent: Councillor John Gallo Other Attendees: Mat Zawada, Accessibility Advisor Max Le Moine, Accessibility Co-op Student Linda Bottos, Council/Committee Coordinator _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 7 p.m. 2. Approval of the Agenda Moved by John Lenchak Seconded by Matthew Abas That the agenda as circulated by Legislative Services be approved. Carried Page 12 of 161 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 Accessibility Advisory Committee Meeting Minutes of April 14, 2021 Moved by Matthew Abas Seconded by Jo-anne Spitzer That the Accessibility Advisory Committee meeting minutes of April 14, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Accessibility Advisor; Re: Site Plan Application SP- 2020-06 (Submission #2), 15286 and 15306 Leslie Street Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee, noting the developer's responses to the previous submission. The Committee and staff discussed various aspects of the site plan application and a further suggestion was made regarding consideration for: assurance regarding provision of an adequate turning radius in the main universal washrooms. Moved by Jo-anne Spitzer Seconded by Matthew Abas 1. That the memorandum regarding Site Plan Application SP-2020-06 (Submission #2), 15286 and 15306 Leslie Street, be received; and 2. That the Accessibility Advisory Committee comments regarding Site Plan Application SP-2020-06 (Submission #2) be received and referred to staff for consideration and further action as appropriate. Carried Page 13 of 161 3 6.2 Memorandum from Accessibility Advisor; Re: Site Plan Application SP- 2021-05 (Submission #1), 130 Industrial Parkway North Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee. The Committee had no further input. Moved by Matthew Abas Seconded by Jo-anne Spitzer 1. That the memorandum regarding Site Plan Application SP-2021-05 (Submission #1), 130 Industrial Parkway North, be received; and 2. That the Accessibility Advisory Committee comments regarding Site Plan Application SP-2021-05 (Submission #1) be received and referred to staff for consideration and further action as appropriate. Carried 6.3 Memorandum from Accessibility Advisor; Re: Site Plan Application SPM- 2021-01 (Submission #1), 15520 Yonge Street Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee. The Committee and staff discussed various aspects of the site plan application and a further suggestion was made regarding consideration for: the provision of two additional barrier-free parking spaces. Moved by Matthew Abas Seconded by John Lenchak 1. That the memorandum regarding Site Plan Application SPM-2021-01 (Submission #1), 15520 Yonge Street, be received; and 2. That the Accessibility Advisory Committee comments regarding Site Plan Application SPM-2021-01 (Submission #1) be received and referred to staff for consideration and further action as appropriate. Carried 6.4 Round Table Discussion; Re: Town of Aurora Accessibility Plan 2018 to 2024 (Link to Accessibility Plan) Page 14 of 161 4 Staff presented a detailed budget sheet for the Committee's operating budget and provided a status update on the accessibility projects including: behaviour management training for staff and camp counsellors; automatic door operators at the Stronach Aurora Recreation Complex and Aurora Seniors Centre; two-year subscription renewal for the BrowseAloud assistive technology software; staff member laptop software; Aurora Seniors Centre emergency exit platform, ramp and rails; and two portable folding ramps for special events. The Committee and staff discussed possible options for acquiring or building portable folding ramps. Staff provided a status update on capital budget projects including: staff feedback on the Facility Accessibility Design Standards (FADS) including curb depression options, which were discussed by the Committee and staff; the Information and Communications Standard and RFP for website documentation remediation services; and RFP for software to ensure Town documents meet the PDF/UA standard and Web Content Accessibility Guidelines (WCAG) compliance. Staff provided an update on National AccessAbility Week, being held May 30 to June 5, 2021, and the associated resources and activities that are planned. Committee members were invited to provide input and feedback. Staff advised that an update on the current Accessibility Plan was recently presented to Council who expressed appreciation for the work done by the Committee. Staff noted the Accessibility Plan requires updating and a draft version for 2022-2026 will be available for Committee input in September 2021. Staff referred to the Stronach Aurora Recreation Complex facility review video and the Committee and staff discussed various matters and options including: noise dampening devices and quiet rooms; accessibility improvements to changerooms, washrooms, doorways and arena board systems; flickering lights; and devices to save electrical energy. Staff noted that the Aurora Community Centre facility review video would soon be available for review and discussion at the next meeting. The Committee inquired about the accessibility features of a new eating area planned for a parkette on Yonge Street and staff agreed to investigate further. Page 15 of 161 5 Moved by Matthew Abas Seconded by Jo-anne Spitzer 1. That the Accessibility Advisory Committee comments regarding the Town of Aurora Accessibility Plan 2018 to 2024 be received and referred to staff for consideration and further action as appropriate. Carried 7. Informational Items None. 8. Adjournment Moved by Matthew Abas Seconded by John Lenchak That the meeting be adjourned at 8:36 p.m. Carried Page 16 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. FIN 21-0 27 _______________________________________________________________________________________ Subject: Draft Fiscal Strategy Prepared by: Sandeep Dhillon, Senior Financial Management Advisor Department: Finance Date: June 1, 2021 _______________________________________________________________________________________ Recommendation 1. That Report No. FIN21-027 to be received; and 2. That the presented draft fiscal strategy for the Town be approved. Executive Summary This report highlights the significance of a fiscal strategy for the town’s long-term financial sustainability and financial management. A fiscal strategy ensures that the town maintains desired service levels and adapts to growth while maintaining moderate fiscal impacts from year to year. It will enable the town to adapt to changing economic circumstances and ensure its ability to effectively maintain and replace assets.  The proposed fiscal strategy framework includes four distinct pieces  The fiscal strategy is built upon the four strategic pillars of capital planning, reserve management, debt management and revenue management  Reporting and monitoring progress will be important to long-term financial sustainability  An action plan will be developed to put the fiscal strategy into action Background As part of the 2021 budget process, the fiscal strategy was identified as an important initiative. This report provides an overview of the fiscal strategy and outlines the importance for the town to begin taking a longer-term view on financial health. This includes defining the fiscal strategy pillars, strategic objectives, and the actions to be taken to maintain financial health in the long run. Page 17 of 161 June 1, 2021 2 of 5 Report No. FIN21-027 The fiscal strategy defines the path to ensure long-term financial sustainability through clearly defined strategic objectives. The strategic objectives identify the need to “invest in sustainable infrastructure” and the importance of the fiscal strategy being able to be flexible and adaptable to demographic shifts, economic changes, and service level requirements. The fiscal strategy also serves as a backbone to develop and re-evaluate policies to support growth related infrastructure needs and affordability for longer-term planning. Analysis The proposed fiscal strategy framework includes four distinct pieces The draft fiscal strategy includes four main pieces: fiscal strategy pillars, strategic elements, strategic objectives, and strategic actions. They are defined as:  Fiscal strategy pillars: The four fiscal areas are capital planning, reserve management, debt management and revenue management and they must work together over the long-term to achieve financial sustainability  Strategic elements: The five primary lenses through which each strategic pillar is viewed are: asset management, growth management, master/strategic plans and studies, multi-year budget and intergenerational equity  Strategic objectives: High-level strategic goals and objectives that are defined for each strategic element and fiscal strategy pillar  Strategic actions: The recommended actions (or initiatives) that support the strategic objectives These four pieces work together to define a financially sustainable path for the town to follow The fiscal strategy is built upon the four strategic pillars of capital planning, reserve management debt management and revenue management The fiscal strategy includes four pillars that must work together to achieve financial sustainability. The four strategic pillars are defined as:  Capital planning: A long-term capital plan ensures the town’s current and future capital asset goals and objectives are met  Reserve Management: Maintains reserves to meet the needs of the long-term capital plan and manage the risk for unexpected economic impacts  Debt Management: Ensures debt financing is used to manage the long-term financial flexibility of the town Page 18 of 161 June 1, 2021 3 of 5 Report No. FIN21-027  Revenue Management: Optimizes revenues from all available sources to ensure reserves are adequately funded A successful fiscal strategy balances the four pillars over the long-term as an adjustment to one pillar can affect one or more of the other pillars. Each of the four fiscal strategy pillars are viewed under five different lenses which are called strategic elements. These fiscal elements ensure that the fiscal strategy manages the larger financial obligations in its long-term capital plan and balances the responsibility for funding them fairly over time. The draft fiscal strategy defines 20 strategic objectives, one for each combination of the four pillars and the five strategic elements. These strategic objectives will need to be considered together as the fiscal strategy is put into practice. All future strategic actions for each strategic pillars will be influenced by the strategic elements and objectives as discussed in the draft fiscal strategy framework. The fiscal strategy framework is expanded upon in more detail in attachment# 1 Reporting and monitoring progress will be important to long-term financial sustainability Another important component for the fiscal strategy is reporting and monitoring the progress of the plan. The fiscal strategy needs to be responsive to changes within the community and remain flexible with a long-term. The progress on the effectiveness of the strategic objectives needs to be reviewed at least annually as part of the multi-year budget process. This will ensure that the planning and decision making included in the budget process support long-term fiscal goals. An action plan will be developed to put the fiscal strategy into action A strategic action plan will be developed upon approval of the proposed fiscal strategy. This action plan will be a “living document” which will define the actions required to ensure the town sets and stays on a financially sustainable path. Staff will report back to Council on its progress in the delivery of this strategic action plan as an indicator of its successful implementation of the town’s fiscal strategy. Staff will also ensure that this plan continues to be adapted to the needs of the town over time. Page 19 of 161 June 1, 2021 4 of 5 Report No. FIN21-027 Advisory Committee Review Finance Advisory Committee reviewed the draft fiscal strategy at its April 13th, 2021 meeting. Legal Considerations None Financial Implications There are no direct financial implications from this report. Communications Considerations The Town of Aurora will use ‘Inform’ as the level of engagement for this project. A media release will be issued at the June Council meeting should Council approve the plan. As well, the plan will be placed on the Town’s website and promoted. Link to Strategic Plan A fiscal strategy supports all aspects of the strategic plan. Specifically, this report supports the Plan principles of Leadership in Corporate Management, Leveraging Partnerships, and Progressive Corporate Excellence and Continuous Improvement. Alternative(s) to the Recommendation 1. Council may propose amendments to the policy. Conclusions The fiscal strategy will be responsive to changes within the community while remaining flexible and keeping a long-term focus. The fiscal strategy provides the financial policy framework to ensure Aurora can set and stay on a financially sustainable path. This is done through the balancing of all four pillars: capital planning, reserve management, debt management and revenue management and following the strategic objectives outlined in the draft fiscal strategy. Page 20 of 161 June 1, 2021 5 of 5 Report No. FIN21-027 Attachments Attachment #1: Draft Fiscal Strategy Attachment #2: Draft Fiscal Strategy Presentation Previous Reports FAC Memorandum, Draft Fiscal Strategy, April 13, 2021 Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance Approved by Doug Nadorozny, Chief Administrative Officer Page 21 of 161 Draft report to Council June 1, 2021 2021 Prepared by Town of Aurora Finance Department Attachment #1 Page 22 of 161 Fiscal Strategy Page 2 Table of Contents Fiscal strategy overview ......................................................................................................... 3 The fiscal strategy framework ............................................................................................... 4 Fiscal strategy pillars .......................................................................................................... 4 Strategic elements............................................................................................................... 6 Strategic objectives ............................................................................................................. 9 Strategic actions ................................................................................................................ 12 Bringing together the pillars, elements, objectives and actions .................................... 12 The capital planning pillar ..................................................................................................... 13 Capital planning overview ................................................................................................. 13 Capital planning strategic objectives ............................................................................... 17 Capital planning strategic actions ................................................................................... 19 The reserve management pillar ............................................................................................ 22 Reserve management overview ....................................................................................... 22 Reserve management strategic objectives ..................................................................... 26 Reserve management strategic actions .......................................................................... 27 The debt management pillar ................................................................................................ 31 Debt management overview ............................................................................................. 31 Debt management strategic objectives ........................................................................... 33 Debt management strategic actions ............................................................................... 35 The revenue management pillar ........................................................................................... 37 Revenue management overview ...................................................................................... 37 Revenue management strategic objectives .................................................................... 39 Revenue management strategic actions ......................................................................... 42 Conclusion and next steps ................................................................................................... 45 Develop a strategic action plan ........................................................................................ 45 Reporting and monitoring the progress ........................................................................... 45 Page 23 of 161 Fiscal Strategy Page 3 Fiscal strategy overview During the 2021 budget process, the fiscal strategy was introduced as an important initiative for setting the financial policy framework the town can use to ensure it stays on a financially sustainable path. This report provides an overview of the fiscal strategy and outlines its importance for the Town of Aurora to begin taking a longer-term view on financial health. This includes defining the fiscal strategy pillars, strategic objectives and the actions to be taken to maintain financial health in the long run. The main objective of the fiscal strategy is to achieve long-term financial sustainability. Financial sustainability for a municipality can be defined as: “...a government’s ability to manage its finances so it can meet its spending commitments, both now and in the future. It ensures future generations of taxpayers do not face an unmanageable bill for government services provided to the current generation.” Source: Local Government Association of Australia Following the fiscal strategy and the policy objectives included within will set the path to financial sustainability. In practice the fiscal strategy will: • Provide a long-term view to financial stewardship and financial management • Ensure the town maintains desired service levels and adapts to growth • Manage and moderate the fiscal impacts from year-to-year • Enable the town to effectively maintain and replace assets • Prepare the town to adapt to changing economic circumstances • Assess financial impacts between current and future tax and rate payers to reduce fiscal shocks and share financial burden fairly across multiple generations How the town will get there is by following the strategic objectives and implementing the strategic actions included in this report. Page 24 of 161 Fiscal Strategy Page 4 The fiscal strategy framework The fiscal strategy framework includes four main pieces: fiscal strategy pillars, strategic elements, strategic objectives and strategic actions. They are defined as: • Fiscal strategy pillars: The four fiscal areas are capital planning, reserve management, debt management and revenue management and they must work together over the long-term to achieve financial sustainability • Strategic elements: The five primary lenses through which each strategic pillar is viewed are: asset management, growth management, master/strategic plans and studies, multi-year budget and intergenerational equity • Strategic objectives: High-level strategic goals and objectives that are defined for each strategic element and fiscal strategy pillar • Strategic actions: The recommended actions (or initiatives) that support the strategic objectives These four pieces work together to define the financially sustainable path for the town to follow. Fiscal strategy pillars The fiscal strategy includes four pillars that must work together over the long- term to achieve financial sustainability. The four pillars are: capital planning, reserve management, debt management and revenue management. The fiscal strategy balances the objectives of all four pillars and lays in the centre where the four pillars meet. Each of these four pillars are critical to having an effective fiscal strategy. In developing a long-term plan if one pillar is not considered then it could mean the plan is not financially sustainable. Page 25 of 161 Fiscal Strategy Page 5 The four fiscal strategy pillars are defined as: • Capital planning: A long-term capital plan ensures the town’s current and future capital asset goals and objectives are met • Reserve management: Maintains reserves to meet the needs of the long-term capital plan and manage the risk for unexpected economic impacts • Debt management: Ensures debt financing is used to manage the long-term financial flexibility of the town • Revenue management: Optimizes revenues from all available sources to ensure reserves are adequately funded A change to one pillar can affect the other three A successful fiscal strategy balances the four pillars over the long-term as an adjustment to one pillar can affect one or more of the other pillars. The next few examples explain the impact each pillar can have on the others. Capital planning: Increasing the capital plan to include more growth capital projects will mean that additional reserve funding, debt financing and development charge revenues could be needed. If the additional growth represents an increase to the service levels currently provided, there could also be an impact on tax and/or ratepayers. Reserve management: In the situation where contributions to tax funded reserves are reduced for a few years, the capital plan would also almost certainly need to be reduced. To be able to allow original capital plans to proceed, further unplanned debt financing or increasing revenue through grants could be considered. However, any additional debt financing would need to be repaid. This action would just defer the reduction to capital planning, or the increase to capital contributions, into the future effectively shifting the burden to future tax or ratepayers. Debt management: If the town decided to proceed with issuing significant debt to build one or more large capital projects over a short period of time it could impact the town’s ability to issue debt in the future. Reserves must be used to pay back debt first which reduces the funding available for the capital plan until it is Page 26 of 161 Fiscal Strategy Page 6 repaid. If other projects come along, further revenues must be raised to fund them including grants, taxes and user rates. Revenue management: The town improves its investment income returns on its portfolio. This would result in the reserves that are invested earning more investment income providing the opportunity to either increase the capital plan or reduce the town’s reliance on tax and user rate funding. These examples demonstrate why it is important that the fiscal strategy balances these pillars over the long-term. These fiscal pillars are discussed in detail in the sections that follow. Strategic elements Each of the four fiscal strategy pillars are viewed under five different lenses which are called strategic elements. These fiscal elements ensure that the fiscal strategy manages the larger financial obligations in its long-term capital plan and balances the responsibility for funding them fairly over time. The strategic elements are defined as: • Asset Management is based on a long-term financial and operational plan that ensures all capital asset management life-cycle requirements are met. • Managing Growth through planning for the long-term impact of growth and its impact on current and future service-levels. • Master/Strategic Plans & Studies inform long-term capital and reserve planning subject to the affordability of the plan. • Multi-Year Budget and 10-year capital plan that is informed and guided by the fiscal strategy objectives and can adapt to short-term economic impacts. • Intergenerational Equity fairly shares the financial impact between current and future tax and rate payers. Asset management requires a long-term view The town currently owns $709 million with a replacement value of $1,311 million. These assets have a life cycle spanning anywhere from two to 80 years. When viewing each pillar for asset management, we need to consider a time period long enough to include all major repairs to assets and their future replacement, otherwise the fiscal strategy may miss significant future obligations. Page 27 of 161 Fiscal Strategy Page 7 Improvements to the town’s asset management plan, that are required under provincial legislation, will operationalize the plan meaning it will become a living plan driven by the asset service-level needs defined by the town. Managing growth effectively maintains the town’s service levels By managing growth effectively, the town will strive to ensure that service-levels remain consistent over time. The challenge is that growth can be impacted by external factors, such as the economy and provincial legislation, resulting in growth being slower or faster than anticipated. The graph that follows shows the varying levels of assessment growth that Aurora has experienced from 2005 through 2021. The percentage growth in assessment includes the new residential and commercial developments added to the tax roll, along with other adjustments to existing property values. The graph shows assessment growth as high as 5.6 percent in 2005 and as low as 1.7 percent in 2014. To adapt to these changing levels of growth, the fiscal strategy needs to remain flexible. Aurora’s assessment growth from 2005 to 2021 For municipalities, growth is intended to pay for growth. The additional taxes collected through assessment growth and the development charge revenues collected on new developments are to be used to maintain Aurora’s existing service levels today for a Page 28 of 161 Fiscal Strategy Page 8 growing community and are not intended to be used to enhance an existing service level. Master, strategic plans and studies provide insight into the future Master plans, strategic plans and other studies guide long-term capital planning. These documents look ahead to plan for future growth, shape the community, define service levels and plan for how the town can provide these services in the future. The challenge is that these plans may not be affordable or may only be affordable if the financial impact is planned for in advance. Aurora has a number of master, strategic plans and studies including: • Accessibility Plan • Active Transportation Plan • Asset Management Plan • Aurora Promenade Plan • Community Energy Plan • Community Improvement Plan • Corporate Environmental Action Plan • Cultural Master Plan • Customer Service Strategy and Implementation Plan • Development Charge Study • Economic Development Strategic Plan • Energy Conservation and Demand Management Plan • Fleet Study • Green Fleet Action Plan • Information Technology Strategic Plan • Museum Plan • Official Plan • Parkland Dedication Bylaw • Parks & Recreation Master Plan • Sports Field Development Strategy • Sport Plan • Storm Water Management Master Plan • Strategic Plan (Vision 2031) • Stream Management Master Plan & Tannery Creek Flood Relief Study • Trail Master Plan • Transportation Master Plan • Urban Forest Management Policy Multi-year budget manages the short-term impact The fiscal strategy must be flexible to adapt to Council priorities, economic impacts and unexpected events. The multi-year operating budget and 10-year capital plan represent the first few years of the long-term planning resulting from the fiscal strategy. The fiscal strategy framework ensures the budget fits within the long-term plan too. Page 29 of 161 Fiscal Strategy Page 9 The annual budget process is also the ideal opportunity to review the progress of the fiscal strategy to determine if any course corrections are needed to ensure the town remains on a financially sustainable path. Intergenerational equity ensures fairness over time Intergenerational equity in the fiscal strategy is about ensuring each generation, today and in the future, are treated fairly and equally. Looking at recent history, the graph below shows 6,982 property ownership changes over a five-year period from 2016 to 2020. So, the question becomes: to ensure fairness between residents today and in the future, under what circumstances does the town contribute to reserve to pay for future capital needs and when does the town use debt financing to pay later? The fiscal strategy follows this principle: for existing infrastructure the town should plan to use reserves to pay for the asset management needs, except under special circumstances, and the use of reserves and debt financing for growth should be aligned with the development charge study, defined services levels, and the pace of growth. Following this practice will ensure that asset management financial commitments are balanced over time especially in years where the financial obligations could be significantly higher. Strategic objectives The fiscal strategy defines 20 strategic objectives, one for each combination of the four pillars and the five strategic elements. These strategic objectives will need to be considered together as the fiscal strategy is put into practice. An overview of the 20 strategic objectives by pillar and strategic element is shown on the two pages that follow. They are then discussed in more detail in the capital planning, reserve management, debt management and revenue management sections of this report. Property ownership changes Page 30 of 161 Fiscal Strategy Page 10 Fiscal strategy strategic objectives Capital Planning Reserve Management Debt Management Revenue Management Asset management Asset Replacement based on the Town's Asset Management Plan with the defined levels of service over a long-term planning horizon Planning asset management reserve requirements over the long-term to ensure full life-cycle asset funding requirements can be met Debt should not be used, except when there is an incremental revenue source, or savings, resulting from the capital investment which will fully fund the debt repayment Actively seek out and maximize grant, investment, user fees and other alternative funding opportunities to minimize the burden on tax and rate payers Growth management Growth management will maintain the Town's existing service levels for a growing and urbanizing community aligned with the Development Charge study and informed by master plans and other studies Growth capital tax and rate funded reserves are adequately funded to meet the timing of growth in the community over the long-term Debt could be considered when the asset is built in advance of growth Optimize the Development Charge Study to ensure that growth pays for all planned eligible growth projects Page 31 of 161 Fiscal Strategy Page 11 Capital Planning Reserve Management Debt Management Revenue Management Master/strategic plans and studies Studies and master plans support and provide background for future affordable operating and capital service levels Studies and master plans include the impact on future reserve and operating budgets Debt financing should not be used for studies or plans Studies and master plans consider opportunities to optimize non-tax revenue sources where applicable and identify future tax levy and user rate impacts Multi-year budget The budget is informed by studies and plans to manage year-to- year fiscal impacts with the goal of achieving long-term financial sustainability Maintain healthy reserves by ensuring reserve definitions and contributions align with long-term capital planning needs The capital plan may consider debt financing for growth projects where funding sources are known and the operating budget will include the repayment of the debt obligations Ensure operating budget revenues are predictable, stable and sustainable Intergenerational equity Match the timing of the capital investment with the timing of when the growth will occur Funding reserves for long-term plans should not overly burden one generation over another and should avoid fiscal shocks Manage the timing difference between when the capital projects are being built and the future growth that they will benefit Leverage investment income, user fees and other revenue sources to ensure reserves grow over time to offset the cost of inflation Page 32 of 161 Fiscal Strategy Page 12 Strategic actions Strategic actions are the high-level actions that support the strategic objectives for each pillar. The actions recommend: • Guiding philosophies to follow for the development of future budgets and financial plans • The development of new long-term analytical plans and forecasts • The development of new, or changes to, existing policies, guidelines and process flows • Broader actions that may need to be broken down into smaller projects • A combination of one-time or on-going actions Upon approval of the fiscal strategy an action plan will be developed. This action plan will identify and plan out the strategic actions to support the fiscal strategy, including more detail on the specific actions and the timing of the work to support them. The action plan will be a living document that will change over time as these actions represent only the ones identified today to initiate the fiscal strategy. The action plan can then be used as a method to report back on the progress of the fiscal strategy and ensure it adapts to the needs of the town over time. Bringing together the pillars, elements, objectives and actions The next four sections of this report each focus on one pillar of the fiscal strategy. The pillars are explored in more detail and graphs are provided to show context including comparative analysis to other GTA municipalities from the BMA Consulting Inc. 2020 Municipal Study which includes 2019 results from participating municipalities. These sections also explore the strategic lenses as they apply to each pillar and provide context for the strategic objective recommended. They are then followed by the overview of each strategic action. Page 33 of 161 Fiscal Strategy Page 13 The capital planning pillar A long-term capital plan ensures the Town's current and future capital asset goals and objectives are met Capital planning overview Capital planning strategic objectives •Asset Replacement based on the Town's Asset Management Plan with the defined levels of service over a long-term planning horizon Asset Management •Growth will maintain the Town's existing service levels for a growing and urbanizing community aligned with the Development Charge study and informed by master plans and other studies Managing Growth •Studies and master plans support and provide background for future affordable operating and capital service levels Master/Strategic Plans & Studies •The budget is informed by studies and plans to manage year-to-year fiscal impacts with the goal of achieving long-term financial sustainability Multi-Year Budget •Match the timing of the capital investment with the timing of when growth revenues will be received Intergenerational Equity Page 34 of 161 Fiscal Strategy Page 14 Recent improvements to the capital budget provide a strong foundation for long-term capital planning The 2021 to 2022 Budget and 10-Year Capital Plan included a number of improvements to capital planning that will set a strong foundation to build upon including better forecasting of planned capital spending, prioritization of projects based on resources available and the introduction of capital programs for repair and replacement projects. The recent budget also tied capital planning closer to reserve and debt management by ensuring the plan was affordable for the first five years. Capital planning expands upon this work to ensure the capital plan is affordable over the long-term. Capital planning has a long-term view The first 10-years of the long-term capital plan will be aligned with the budget. In the outer years of the plan it will be informed by the master plans, strategic plans and studies to develop a long-term forecast of capital requirements. To ensure larger growth projects and all asset management requirements are captured, the length of the planning horizon needs to be at least 80 years. The main reason the plan needs to be at least 80 years is because that represents the longest asset life span for any of the town’s assets, specifically water, wastewater and storm water underground infrastructure which is very costly to replace. Using this longer-term view, the town can take action today to ensure the plan is affordable in the future. Aurora’s assets are relatively young, providing time to plan for the future Asset consumption is a financial measure that shows the percentage of assets amortized (used up) to date. Based on this measure Aurora’s assets are relatively young. This provides time to plan for future asset management needs, including replacement or rehabilitation. At the end of 2019, Aurora’s asset consumption for all assets was 33.2 percent, as shown in the graph that follows comparing Aurora to other municipalities in the GTA that participated in the BMA Consulting Inc. 2020 Municipal Study. Overall the graph shows that many of York Region’s municipalities have relatively young assets, which stems from a recent period of significant growth resulting in the addition of new assets to their total asset base. Page 35 of 161 Fiscal Strategy Page 15 2019 asset consumption ratio Aurora’s asset consumption ratio did not vary significantly for assets funded from tax, water and wastewater based on the study. It was 33.7 percent for tax-funded assets, 34.7 percent for water-funded assets and wastewater funded assets a little lower at 27.6 percent. This means on average Aurora has roughly two-thirds of the assets useful life remaining to plan for major replacements and rehabilitation. However, this is a financial measure and other factors can extend or shorten the actual useful life, including the amount of wear on an asset, the minimum service-level and the maintenance over the life of the asset. The following graph looks at the long-term asset management needs for the town’s current assets, excluding any new assets and those currently under construction. The asset replacement cost includes planned major repairs and replacements by decade and indexed for inflation. These amounts are an estimate based solely on each asset’s estimated useful life and do not consider any established asset and will change over time as service levels and do not consider new asset additions. However, these Page 36 of 161 Fiscal Strategy Page 16 estimates provide good insight into the significant replacement costs that are on Aurora’s medium to long term horizon. Asset replacement costs by decade The asset management needs for tax funded assets increase significantly in the 2030’s which covers the next 10-year period after the latest capital plan presented in the budget. In the 2030’s the asset management needs reach a more steady state but they do not include asset management requirements for any growth capital planned in the future. The asset management needs for water and wastewater funded assets reach their peak in the 2050’s providing more time to plan and save. However, the storm water asset management needs increase significantly over the next couple of decades peaking in the 2050’s. The second-generation asset management plan, currently under development, will include significant enhancements that will help to refine Aurora’s asset management needs now and into the future. These enhancements will include the development and implementation of clearly defined level of service measures for each key asset category. Page 37 of 161 Fiscal Strategy Page 17 Plans and studies help inform growth planning The long-term plan also needs to consider growth in addition to asset management requirements for current assets. Master plans, strategic plans and studies provide insight into how Aurora’s community will develop in the future. In developing the long- term capital plan, assumptions must be made on the future growth trends included in these studies and plans and the future asset management needs that follow. Capital planning strategic objectives The strategic objectives for capital planning outline how to balance the fiscal strategy through this strategic pillar and discuss in more detail the actions and philosophies to follow to achieve the strategic objective for each element. Asset management Strategic objective: Asset Replacement based on the town’s Asset Management Plan with the defined level of service over a long-term planning horizon Asset management capital planning is based on the town’s asset management plan. The town is developing a second-generation plan which will also include defined service levels for linear assets (i.e. roads, sidewalks, streetlights, water, wastewater, storm water infrastructure) which will guide all plans for repairs and replacement capital work for years to come. Level of service measures will be added to the asset management plan for all remaining asset categories by 2023. This will enable Aurora to develop a long-term, 80+ years, forecast that supports the replacement of all assets at least once, including underground infrastructure has a life span of up to 80 years. The plan will need to be updated regularly and adapt for new assets and updates to service levels. This long-term asset management plan will be key to developing the long-term reserve requirements. Growth Management Strategic objective: Growth management will maintain the Town’s existing service levels for a growing and urbanizing community aligned with the Development Charge study and informed by master plans and other studies Aurora is a growing community but growth will change over time as the amount of greenspace available for development decreases. Capital planning for growth should Page 38 of 161 Fiscal Strategy Page 18 ensure that the service levels the town provides today continue and are maintained in the future. The development charge study, and possible community benefit charge study, should reflect the growth planned in the community over the near term and are updated at least every five years. These studies need to be aligned with capital planning and the long- term capital forecast to ensure planning growth capital is complete and service levels are maintained. Master, strategic plans and studies Strategic objective: Studies and master plans support and provide background for future affordable operating and capital service levels Master, strategic plans and studies are used to inform capital planning. These plans and studies can identify capital needs over a short or long term. However, how they are implemented is subject to budget constraints. Multi-year budget Strategic objective: The budget is informed by studies and plans to manage year- to-year fiscal impacts with the goal of achieving long-term financial sustainability The multi-year budget includes a 10-year capital plan. It is important to ensure the 10- year plan aligns with longer-term plans and studies, but is also affordable and complete. The recent changes to the 10-year capital plan, including the introduction of capital programs and capital budget authority, provide for better planning and more certainty around the timing of capital projects. To ensure the plan is affordable, the town is now prioritizing repair and rehabilitation projects based on the asset management plan and all other capital projects as per the Integrated Business Planning Process presented to Council on February 22, 2021. Intergenerational Equity Strategic objective: Match the timing of the capital investment with the timing of when the growth will occur In capital planning intergenerational equity is achieved when growth projects are planned based on the timing of when the growth is expected to occur and asset management follows the asset management plan. This ensures that service levels for the use of town assets are maintained at a consistent level for the community over Page 39 of 161 Fiscal Strategy Page 19 time. This timing is particularly important for growth capital because if growth capital is built too early then the community will become accustomed to a higher level of service and increasing service levels will impact the ability to fund the project from development charges. Capital planning strategic actions The following strategic actions for capital planning support the strategic objectives above. Draft capital budget principles that reflect the recent changes to the budget framework The 2021 to 2022 Budget included a number of changes to the framework of the 10- year capital plan. The capital budget principles should be developed to reflect these changes that include: • Budget Spending Authority for capital projects which reflects the project budget cost to-date and future commitment along with the planned cash flow • Capital planning to have a long-term focus • The capital plan be affordable and complete in all 10-years • The impact of the 10-year plan on reserves • The 10-year plan aligns with the asset management plan, development charge study, master plans and other studies • The method for prioritization of growth projects, studies and other non-asset management capital projects through the Integrated Business Planning Process • The capital budget to identify the impact on the operating budget including the ongoing operating cost of the asset along with the repair and replacement asset management costs • Guidelines for the management of capital programs Further develop asset management planning The asset management plan developed by the town should be further developed to meet the legislative requirements by the province and also provide a planning tool for the town to support reserve requirements analysis. The town should further develop asset management planning by: Page 40 of 161 Fiscal Strategy Page 20 • Developing a second generation asset management plan, including definitions of levels of service for linear assets (e.g. roads and sewers) and meeting legislative requirements (currently underway) • Develop levels of service for the remaining asset categories ahead of the provincially prescribed timelines • Operationalize the asset management plan to align it with the 10-year capital plan and develop longer-term capital funding requirements to ensure capital reserves are sustainable • Review and update the asset management plan regularly in accordance with legislation and operational needs of the assets Ensure the development charge study and the capital plan are aligned To ensure the projects required for growth are properly planned and recovered from development charges the capital plan and the development charge study should be aligned. This would include: • Matching the growth projects in the capital plan to the development charge study • Fund capital projects based on what is planned in the development charge study Improve longer-term growth forecasts to maintain existing levels of service The 10-year capital plan and longer-term forecasts should include capital projects that support maintaining existing service levels for growth. While the 10-year capital plan may identify specific projects, a longer-term forecast may include placeholders based on the growth forecast and informed by master, strategic plans and studies. Also, in developing the longer-term growth forecast, the impact of service level changes will need to be managed carefully to ensure funding sources are available. This will aid in identifying future reserve requirements. These longer-term forecasts will: • Clearly identify whether growth projects maintain or enhance service levels as this will impact funding sources • Consider the timing of growth and affordability • Prioritize growth that ensures the town's existing level of service is maintained Review the affordability of strategic plans and studies to support long- term capital planning Existing master, strategic plans and studies need to be reviewed from an impact on existing levels of service and affordability perspective as they are used to inform the Page 41 of 161 Fiscal Strategy Page 21 long-term capital plan, while new studies and plans should consider long-term affordability while they are being developed. This will enable Council to understand the proposed impacts to existing levels of service and the affordability of the plan or study at the time they are being presented for consideration by Council. To do this master, strategic plans and studies must be complete including: • Estimated capital costs and annual operating costs • Identifying any proposed impacts to existing levels of service • Future asset management requirements • Identifying land acquisition needs for growth projects • The understanding that master, strategic plans and studies with a future budget impact should be "endorsed" by Council and are subject to future budget constraints • Include a method for reporting back on the progress of the plan Develop a longer-term capital forecast A longer-term capital forecast will bring together the asset management and future growth needs. The first 10-years of the forecast would reflect the capital plan and then the remaining years would reflect the asset management plan and growth forecast. The development of the second-generation asset management plan and the update to the town’s Official Plan will form the foundation for this long-term plan. The plan will: • Use master, strategic plans and studies to inform growth needs • Include the requirements identified in the second-generation asset management plan • Align with the 10-year capital plan and development charge study in the early part of the forecast • Span at least 80 years to ensure all asset replacements are forecasted at least once to aid in long-term planning for reserves • Be able to adapt to changes to economic conditions, service levels and the addition of new assets Page 42 of 161 Fiscal Strategy Page 22 The reserve management pillar Reserve management maintains reserves to meet the needs of the long- term capital plan and manage the risk for unexpected economic impacts Reserve management overview Reserve management strategic objectives Reserve management is about planning for the contributions to and draws from reserve Reserve management plays an important role in long-term fiscal planning and financial sustainability to support the town’s financial health. Through the management of reserves, the town can plan the future reserve draws and contributions needed to support the long-term capital plan. By taking a long-term view of reserves, the town can plan for future increases in asset management capital plan needs and more effectively •Planning asset management reserve requirements over the long-term to ensure full life-cycle asset funding requirements can be met Asset Management •Growth capital tax and rate funded reserves are adequately funded to meet the timing of growth in the community over the long-term Managing Growth •Studies and master plans include the impact on future reserve and operating budgets Master/Strategic Plans & Studies •Maintain healthy reserves by ensuring reserve definitions and contributions align with long-term capital planning needs Multi-Year Budget •Funding reserves for long-term plans should not overly burden one generation over another and should avoid fiscal shocks Intergenerational Equity Page 43 of 161 Fiscal Strategy Page 23 fund them over time while minimizing the annual impact to tax and ratepayers, to ensure the funds are available when needed to support the plan. The one percent fiscal strategy levy supports tax-funded reserves Tax-funded reserves are used to pay for studies, growth projects (the part not funded through development charges) and asset management costs relating to the town’s assets including recreation facilities, roads, parks, playgrounds, fleet vehicles and other town facilities. In 2011, Council began allocating an annual increase equal to one percent of the tax levy to support contributions to tax-funded capital reserves and weaning the town off non-sustainable revenues (supplementary taxes) in recognition of a growing infrastructure renewal funding gap. The tax-funded capital reserve contributions are distributed to the various tax-funded reserves based on historical trend information. These reserves are then drawn from as required to support the 10- year capital plan. 2019 tax-funded reserves per capita Page 44 of 161 Fiscal Strategy Page 24 The recent 2020 Municipal Study by BMA Management Consulting Inc. shows how Aurora compares to other municipalities for tax-funded reserves on a per capita basis. The study showed a quite favourable $1,087 per capita for Aurora but this number includes the town’s hydro sale proceeds reserve, without the hydro sale proceeds reserve this amount becomes $570 per capita. Reserves for water, wastewater and storm water are funded through user rates Water, wastewater and storm water budgets are funded through the rates charged to customers through water billings. Since developers build most of the growth capital for water, wastewater and storm water services during the construction of a new development, Aurora does not need to plan for the capital cost to build the majority of these initial investments. However, Aurora must plan for the eventual replacement and rehabilitation of these assets. These asset management costs are funded through contributions to reserves included in the water, wastewater and storm water rates. These reserves are also used to balance the operating budget at yearend. Therefore, any deficit or surplus will impact the planned balances for these reserves making overall reserve management more difficult. 2019 water and wastewater reserves per capita Page 45 of 161 Fiscal Strategy Page 25 In comparing Aurora’s water and wastewater reserves per capita to others in the GTA, Aurora lags behind. The graph shows that at the end of 2019 Aurora had only $136 in water and wastewater reserves per capita. Understanding the reserve needs for long- term capital planning will help determine where this number needs to be. Reserves manage future and current needs Building reserves over time helps manage large increases for capital replacement needs in the future, essentially smoothing the peaks created by large asset replacements or the impact of many asset replacements arising from a time of significant rapid growth in the past. These situations can create a short-term pressure in the future that needs to be planned for. Some assets are repaired or replaced on a more regular basis allowing for reserve contributions to be managed on a pay-as-you-go basis. For example, if the town resurfaces about the same amount of roads on an annual basis then this could be funded pay-as-you-go because the cost is predictable and doesn’t vary much from year to year. However, periods of high or rapid growth in the past can create peaks in the asset management reserve needs in the future. Taking action early to build reserves can help manage and plan for these peaks. A long-term reserve forecast will guide future reserve contributions A long-term reserve requirements forecast needs to be developed to define the reserve funding needs to ensure they can be met. The sooner this forecast is developed, the more time the town will have to fund the reserves to ensure all asset management needs are planned for. The forecast will also consider the various options for funding asset management and growth capital needs that will affect the tax levy and user rates. Since the forecast will identify future needs by each reserve type, it can then be used to inform decisions on how to distribute funding between similarly funded reserves. Reserve balances are a clear indicator of financial health Reserve balances are an indicator of financial health. Maintaining positive balances ensures long-term affordability if large reserve draws are needed in the future. Once these reserve balances are compared to a long-term forecast, more insight can be gained to understand if the town is on a long-term financially sustainable path. Page 46 of 161 Fiscal Strategy Page 26 Reserve management strategic objectives The strategic objectives for reserve management outline how to balance the fiscal strategy through this strategic pillar and discuss in more detail the actions and philosophies to follow to achieve the strategic objective for each element. Asset management Strategic objective: Planning asset management reserve requirements over the long-term to ensure full life-cycle asset funding requirements can be met Asset management has a significant impact on reserve management. The goal is to have reserves sufficiently funded to be able to meet asset management needs over the long-term. The development of a long-term reserve forecast will help ensure these obligations can be met and identify how funds should be distributed between similarly funded reserves. Growth Management Strategic objective: Growth capital tax and rate funded reserves are adequately funded to meet the timing of growth in the community over the long-term Not all growth capital is funded wholly from development charges or other development driven revenues. For example, most growth capital projects that result in a service enhancement are ineligible for development driven revenues. In past budgets, having sufficient tax funded growth reserves was a challenge resulting in some planned projects needing to be delayed or internal borrowing from other reserves being necessary. A long-term reserve forecast will project future reserve requirements for tax and user rate-funded growth too. Master, strategic plans and studies Strategic objective: Studies and master plans include the impact of future reserve and operating budgets Reserve management will allow the town to determine the affordability of existing and new master, strategic plans and studies. The longer-term capital and reserve forecast will identify the funding needed to enact the recommendations of a master, strategic plan or study to determine if and when they are affordable. Page 47 of 161 Fiscal Strategy Page 27 Multi-year budget Strategic objective: Maintain healthy reserves by ensuring reserve definitions and contributions align with long-term capital planning needs The budget’s 10-year capital plan is updated annually to reflect any changes to priorities, economic impacts or other changes to reserves. The long-term reserve forecast will be a key part of informing the 10-year plan. The multi-year budget provides the best opportunity to report on the progress of reserve management. Intergenerational Equity Strategic objective: Funding reserves for long-term plans should not overly burden one generation over another and should avoid fiscal shocks Reserve requirements over a long period can change dramatically. Intergenerational equity provides an opportunity to smooth reserve funding requirements from tax and user ratepayers over the long-term. It supports the idea that those using the town’s assets should contribute to paying for their replacement over time, thus sharing the burden between residents and businesses today and in the future. Reserve management strategic a ctions The strategic actions for reserve management that follow support the strategic objectives above. Develop a reserve management policy A reserve management policy will provide the framework around how reserves should be managed while maintaining overall long-term reserve health. The policy will: • Establish minimum balances and target polices for reserves to keep them in a healthy position • Outline the rules for access to reserves to fund capital projects and give funding priority to other revenue sources first such as grants • Draw a clear link between reserve management and long-term capital planning requirements for asset management needs • Define how contributions for tax and user rate funded reserves should be allocated Page 48 of 161 Fiscal Strategy Page 28 • Link the funding of growth projects to the development charge study and clearly outline how the benefit to existing (non-development charge eligible costs) should be funded • Address how debt financing costs should be managed in the reserve • Require a long-term approach to reserve management which balance intergenerational equity to ensure the capital plan does not overly burden one generation over another • Identify when new reserves should be created or existing ones should be reviewed Review reserve definitions and update capital reserve bylaws Each reserve has a Council approved bylaw which outlines the definition and intended use of the reserve. These bylaws should be reviewed periodically to: • Keep up to date with any legislation that governs the reserve and reference the legislation definition for its intended use (if applicable) • Review all reserves to see which ones should be closed, combined or separated based future capital needs • Ensure the reserve funding sources are consistent and their use aligns with the financial reporting requirements in the Public Sector Accounting Standards Develop a long-term reserve forecast A long-term reserve forecast should be developed to accompany the long-term capital plan. This reserve forecast will ensure that reserves remain healthy based on the requirements from the reserve management policy. This reserve forecast will: • Show the reserve draws needed to support the capital plan and operating budget • Identify the required contributions to reserve to maintain all reserve health targets • Manage the impact of capital project debt financing through the reserves • Identify the target reserve balances by year to ensure future needs are met Develop options for tax and user rate reserves to reach full-cost recovery for asset management needs This analysis leverages the long-term reserve forecast to smooth the impact of reserve contributions for tax and user rate funded reserves, particularly for years where reserve contributions peak in response to large planned capital requirements. It is intended to support intergenerational equity by providing options to smooth contributions to Page 49 of 161 Fiscal Strategy Page 29 reserves and leverage investment income on reserves to ensure the impact to tax and rate payers is carefully managed and balanced over time. This analysis will: • Redefine the annual reserve contribution requirements in the operating budget, including revisiting the current one percent fiscal strategy on the tax levy • Provide the analysis which will determine the allocation of tax levy contributions to tax-funded reserves • Recommend contributions to reserve which are smoothed over time, while still ensuring reserve health is maintained • Identify the “steady-state” reserve contributions after reserves are able to meet long-term obligations • Consider the addition of future assets and how to manage the replacement cost contributions to reserve when they are built Regularly update internal guidelines for the use and funding of reserves to support the budget process The 2021 to 2022 Budget included a number of significant improvements to the 10-year capital plan. Internal guidelines need to be updated regularly and posted internally to support capital project managers as they plan their project budgets. These guidelines will: • Outline the framework for allocating contributions to reserves based on the long- term reserve forecast • Include a process map on how to fund capital projects for the annual 10-year capital plan • Align the funding of growth projects to the development charge study • Align funding with accounting revenue recognition requirements by funding as the project work is completed (cash flow timing) • Indicate how to manage available annual reserve funding in the 10-year capital plan for prioritizing capital projects Monitor and manage reserve health through the annual budget process The annual budget process is the best time to review and update reserve health analysis as the longer-term plans and forecasts are established. The budget should continue to include an analysis on reserves, which will include: • New key performance indicators for long-term reserve health based on long- term future requirements Page 50 of 161 Fiscal Strategy Page 30 • The impact of recent changes to the capital plan and the reserve contributions needed to support it • Analysis of the progress towards meeting full-cost recovery for capital asset management needs • A 10-year schedule of reserve balances including the assumptions for future reserve contributions Page 51 of 161 Fiscal Strategy Page 31 The debt management pillar Debt management ensures debt financing is used to manage the long-term financial flexibility of the Town Debt management overview Debt management strategic objectives Debt can be a useful financing tool when well managed Debt is a financing tool that municipalities use to manage the timing difference between when a capital project is built and when the funding for the project is received. This funding can come from a variety of sources including development charges, tax levy, user rates for water, wastewater and storm water and user fees. The town must plan for the repayment of all debt in the operating budget and future reserve forecasts at the time that it is issued. When debt financing is considered a clear funding source for the repayment must be known and planned for. •Debt should not be used, except when there is an incremental revenue source, or savings, resulting from the capital investment which will fully fund the debt repayment Asset Management •Debt could be considered when the asset is built in advance of growth Managing Growth •Debt financing should not be used to fund studies or plans Master/Strategic Plans & Studies •The capital plan may consider debt financing for growth projects where funding sources are known and the operating budget will include the repayment of the debt obligations Multi-Year Budget •Manage the timing difference between when the capital projects are being built and the future growth that will benefit Intergenerational Equity Page 52 of 161 Fiscal Strategy Page 32 Issuing debt provides the flexibility to proceed with planned capital projects sooner than waiting to collect the funding source for the project in a reserve. Also many growth projects depend on development charge revenues which are often collected over multiple years. When considering issuing debt the impact should be viewed as part of the long-term capital planning and reserve management. This will ensure the town can continue to manage debt well and stay within the provincial regulations for how much debt a municipality can issue now and in the future. 2019 total debt repayment costs as a percentage of own-source revenue The province regulates the use of debt by municipalities The province regulates how much debt municipalities can issue through the Annual Repayment Limit (ARL) prescribed by Ontario Regulation 403/02 under the Municipal Act. The ARL limits the total annual repayment cost of the debt, principal and interest, to 25 percent of the municipality’s own-source revenues. Own-source revenues include most of the town’s revenues such as tax levy, user rates and user fees but not Page 53 of 161 Fiscal Strategy Page 33 development charge revenues. The town’s ARL is re-calculated at the end of each year to reflect its most recent year’s own-source revenues. To exceed this limit, permission from the Ontario Municipal Board is required. To be fiscally sustainable the town should not seek authority to exceed this limit or plan to use the full 25 percent as doing so would limit the town’s ability to issue debt in the future. In the 2020 Municipal Study by BMA Consulting Inc. Aurora’s annual debt repayment costs were 1.5 percent of own-source revenues. When adding in the recent approvals for debt, this increases to 3.2 percent. In comparison to other municipalities in the GTA Aurora’s debt is on the lower end of the scale and still well within the 25 percent limit. This means that the town has the flexibility to use further debt to finance projects within the ARL limit and is well positioned to establish a comprehensive debt policy to ensure debt continues to be used wisely over the long-term. The town should continue to use debt wisely While debt financing is a useful tool, careful consideration should be given to when debt could be used and when it should not. For example, debt could be used for the building of a new recreation facility. New facilities are large capital investments for the town and the development charges that often fund this type of project are collected over time and often after the facility is built. In this case issuing development charge funded debt would be reasonable. However, the town regularly resurfaces and reconstructs roads on an annual basis with a fairly stable amount being spent year-over-year. Issuing debt is not recommended in this case because the work continues at a regular pace on an annual basis with a different set of roads. In this situation, the ideal strategy is to balance the work from year-to-year in the capital plan and fund the road resurfacing or replacement from reserves. Debt management strategic objectives The strategic objectives for debt management outline how to balance the fiscal strategy through this strategic pillar and discuss in more detail the actions and philosophies to follow to achieve the strategic objective for each element. Asset management Strategic objective: Debt should not be used, except when there is an incremental revenue source, or savings, resulting from the capital investment which will fully fund the debt repayment Page 54 of 161 Fiscal Strategy Page 34 Based on this objective, in most cases asset management should only be funded through reserves and grants. Only in situations where there is a clearly defined revenue stream, or savings to fully repay the debt over time, debt could be considered. An example was when the town converted the street lighting to LED bulbs. The electricity savings is being used to payback the capital investment through a 10-year debenture that will be paid off in 2026. Growth Management Strategic objective: Debt could be considered when the asset is built in advance of growth When making investments in municipal infrastructure there are often times when a significant investment is made in advance of the growth it is planned to serve. In the Development Charge Study this is referred to as a post period benefit. Development charges are used to pay for many growth projects in the town including recreation facilities (indoor and outdoor), fire, library, water, wastewater and roads. However, the development charge revenues are collected over an extended period as the new developments are built. Issuing debt can be helpful in managing the timing difference between when the project is built and when the revenues are received. Master, strategic plans and studies Strategic objective: Debt financing should not be used to fund studies and plans Generally, plans and studies identify future capital and operating projects to support the community. While some of the projects that are recommended in the study or plan may need to consider debt financing, the plan or study itself should not be funded from debt. Multi-year budget Strategic objective: The capital plan may consider debt financing for growth projects where funding sources are known and the operating budget will include the repayment of the debt obligations The annual budget process is the opportunity to review and re-evaluate the debt recommendations for capital projects. Year-to-year changes, such as change in the pace of growth or emerging priority projects, can be managed through the budget process to adapt the capital plan for debt management and the operating budget will manage the impact of the debt repayment. Page 55 of 161 Fiscal Strategy Page 35 Intergenerational Equity Strategic objective: Manage the timing difference between when the capital projects are being built and the future growth that they will benefit The issuing of debt can support intergenerational equity by aligning the debt repayment with the timing of new growth coming into the community that will benefit from it. When building large growth capital projects the development charge revenues could be collected over many years and possibly from future development charge studies as a post period benefit. Debt financing for growth projects enables the Town to collect those revenues over time and use them to pay back the debt. Debt management strategic a c tions The following strategic actions for debt management support the strategic objectives above. Develop a comprehensive debt management policy A comprehensive debt management policy will set the framework for how debt is used and managed at the Town. The policy will address the following: • Seeking approval for capital budget and debt authority at the same time • Identify the types of capital projects for which debt financing could be considered and when it should not be considered such as for asset management capital projects except where exceptional or emergency circumstances exist • Set policy for the use of debt for development charges to align with the post period benefit (benefiting future growth) identified in the Development Charge Study • Outline how debt financing can be used to support capital planning and reserve management objectives • Identify when the different types of debt could be considered including a construction line of credit, capital loan and/or long-term debenture Develop process flows and guidelines for debt management The process flows will outline the process from the approval of debt authority through to the retirement of debt, including: • The process on issuing debt and managing debt transactions Page 56 of 161 Fiscal Strategy Page 36 • How to manage draws and repayment of the various types of debt including construction lines of credit, capital loans and long-term debentures • Outline how the debt is managed in the budget Develop a longer-term debt forecast Currently, the debt forecast is aligns with the 10-year plan in the budget. As the town begins to do longer-term capital and reserve planning, a longer-term debt forecast will help in identifying when eligible projects could move forward and will ensure that overall debt obligations remain well managed within the annual repayment limit. The long-term debt forecast will also consider other long-term plans such as the Official Plan, master plans and other studies. The forecast will: • Include only debt that is in alignment with the town’s new debt management policy and where a clear funding source for the debt has been identified • Align debt repayment for growth projects with the forecasted period of time over which its intended funding sources will be collected • Consider the potential debt needs arising from existing and proposed strategic plans and studies to ensure they align with the longer-term debt planning and are financially feasible Page 57 of 161 Fiscal Strategy Page 37 The revenue management pillar Revenue management optimizes revenues from all sources to ensure reserves are adequately funded Revenue management overview Revenue management strategic objectives Capital reserves are funded mostly from tax and user rates Most of the funding for capital reserves comes from the tax levy or the user rates for water, wastewater and storm water services as contributions to reserve in the operating budget. Generating the revenue for these reserve contributions can result in increases to the tax levy and user rates. The annual tax levy increase currently includes an annual one percent increase for fiscal strategy. Historically, these funds have been used to reduce the budget reliance on an unsustainable level of supplementary taxes and investment income and increase •Actively seek out and maximize grant, investment, user fees and other alternative funding opportunities to minimize the burden on tax and payers Asset Management •Optimize the Development Charge Study to ensure that growth pays for all planned eligible growth projects Managing Growth •Studies and master plans consider opportunities to optimize non-tax revenue sources where applicable and identify future tax levy and user rate impacts Master/Strategic Plans & Studies •Ensure operating budget revenues are predictable, stable and sustainable Budget •Leverage investment income, user fees and other revenue sources to ensure reserves grow over time to offset the cost of inflation Intergenerational Equity Page 58 of 161 Fiscal Strategy Page 38 contributions to capital reserves. This strategy is providing the town with the vital revenues that are needed to fund the capital plan. Similar actions are being taken on the user rate funded budgets too. The water, wastewater and storm water rates include contributions to capital reserves. The actual amounts contributed for water and wastewater can vary compared to what was budgeted. The budget includes an estimate for the volume of water to be billed during the year and any yearend surplus or deficit impacts the reserve balance for these services. Storm water revenues are not subject to the same variability as they are charged based on a flat fee per property. Increasing revenues will reduce the reliance on tax and ratepayers Over the next 10 years taxes and user rates account for 60 percent of the contributions to capital reserves. Then revenues, including development charges, grants and investment income make up the remaining 40 percent. Development charges make up the largest share of revenues representing 25 percent of the contributions to capital over the next 10 years with a significant proportion of these revenues are being debt financed. Development charges are regulated by the province and are to be used for growth projects identified in the Aurora’s development charge study. It is important that the study is as complete as possible to ensure all future growth projects are included. This will ensure that growth continues to pay for growth and reduces the pressure on the tax and ratepayers. 2021 to 2030 total contributions to capital reserves Page 59 of 161 Fiscal Strategy Page 39 Aurora needs to focus on increasing revenues from grants and investment income to further reduce the reliance on taxes and user rates Improve the ability to seek out more grant opportunities Aurora regularly applies for and seeks out grant opportunities to pay for both operating programs and capital projects. However, there are many grant opportunities that the town may not be aware of or have the administrative capacity to seek out. Therefore the town should invest in the tools and/or services necessary to assist it in its grant management to greater leverage this valuable revenue source. Improve investment income earning potential Aurora currently invests its cash using the legal list of permitted investments as regulated by the province. These types of investments included under the legal list are low risk and provide modest returns. The intent of the legal list is to safeguard municipal reserves as most small to medium size municipalities are not large enough to have the appropriate level of investment expertise in-house. The province has provided an opportunity to expand the investment opportunities available to municipalities for longer-term cash holdings through the prudent investor regime. The prudent investor regime allows for the potential for higher investment income, but it does come along with some higher risk. That is why it focuses on the longer-term investments because time mitigates the risk. Revenue management strategic objectives The strategic objectives for revenue management outline how to balance the fiscal strategy through this strategic pillar and discuss in more detail the actions and philosophies to follow to achieve the strategic objective for each element. Asset management Strategic objective: Develop revenue strategies that encompass all asset types and identify opportunities to relieve pressures to tax and rate payers Asset management is mostly funded through contributions to reserve from the tax levy and user rates for water, wastewater and storm water. Contributions to these reserves should be planned over the long term to minimize the annual impacts on tax and user ratepayers. Long term planning can identify how to fund these reserves over time Page 60 of 161 Fiscal Strategy Page 40 reducing the risk of significant one-time increases. Earning investment income on longer-term reserve balances can help offset the impact of inflation and reduce the reliance on taxes and user rates. Some asset management projects are also funded through grants with the two most significant being Federal Gas Tax and the Ontario Community Infrastructure Fund. These two grants are expected to contribute $28 million to Aurora’s capital asset management projects over the next 10 years. These grants along with seeking out additional grants will reduce the reliance on the tax and ratepayer for funding asset management projects. Growth Management Strategic objective: Optimize the Development Charge Study to ensure that growth pays for all planned eligible growth projects Development charge revenues are collected on new development growth in Aurora. These revenues are used to pay for capital projects to support growth including new recreation facilities, fleet vehicles, playgrounds and more. These revenues are collected based on the rates defined in the development charge study, sections of the Planning Act and potentially a community benefit charge study. A complete list of fully costed growth projects needs to be included in the studies to ensure the maximum possible is recovered through these revenue sources. The full growth cost may include the cost of the environmental assessment, design, construction and land. Projects not included in the development charge study are not eligible to be funded as the use of development revenues to fund unplanned capital requirements will consume funds that are intended for another planned project. That is why a complete capital plan aligned with the development charge study is important. The development charge study includes an estimate of the revenue that will be collected but is based on assumptions for when growth will occur. However, growth may occur faster or slower than expected which has a direct impact on revenues. The projected development charge study revenues should be monitored closely and a forecast should be developed, as changes to the estimates will affect capital planning, reserve management and debt management. Master, strategic plans and studies Strategic objective: Studies and master plans consider opportunities to optimize non-tax revenue sources where applicable and identify future tax levy and user rate impacts Page 61 of 161 Fiscal Strategy Page 41 Aurora develops master plans, strategic plans and studies as part of its capital budget and longer-term planning processes. Often these plans and studies lead to capital investments or changes to operating programs. These studies should include, where possible, the potential for new revenues and a longer-term revenue forecast along with any incremental operating costs. For example, a new baseball diamond will add additional permit revenues where a new playground would not generate additional revenue. Identifying these potential revenues will help in the development of a comprehensive revenue model. Ensuring revenue projections in all master plans and strategic studies align with long-term revenue forecast planning can help Aurora plan for longer term tax impacts and reduce the reliance on tax payers if planned early. Multi-year budget Strategic objective: Ensure operating budget revenues are predictable, stable and sustainable The multi-year budget sets the annual tax levy and user rates for water, wastewater and storm water. Aurora implemented multi-year budgeting in 2019. The three-year operating budget presented a plan to Council for the balance of their term with a strategic approach to budgeting as the year-over-year impacts were considered. Aurora’s Council approved budget principles for tax increases keeps the increase in line with inflation plus one percent for fiscal strategy, which supports contributions to capital for asset management. However, inflation for a municipality does not always align with the Consumer Price Index. The Town purchases a very different basket of goods, meaning the town spends money on different items to the average consumer. A municipal price index, which looks at the specific basket of goods and services that are relevant to Aurora, would provide better insight into inflationary pressures. In addition, after the longer-term reserve management plans are developed Aurora will have a better understanding of the true long-term reserve needs. At this time, the existing one percent fiscal strategy element in the tax levy should be revisited and be based on forward looking plans. Intergenerational Equity Strategic objective: Leverage investment income, user fees and other revenue sources to ensure reserves grow over time to offset the cost of inflation Page 62 of 161 Fiscal Strategy Page 42 Longer-term planning ensures that Aurora is being fair to todays and future tax and ratepayers. In managing revenue, the town should ensure investment income is used to grow reserves over time especially for asset management reserves that are mostly funded through tax and user rates. Contributions to reserve are set aside for longer-term assets such as water and wastewater assets. These reserve balances need to maximize the investment income that they earn to offset the impact of inflation over time. Moving forward as a prudent investor will enable Aurora to invest these funds with the potential of higher returns to reduce the funding needs from taxes and user rates. Revenue management strategic actions The following strategic actions for revenue management support the strategic objectives above. Develop a strategy to explore opportunities to increase grant revenue Developing a strategy to improve grant revenue will have a direct impact on reducing the reliance on the tax and ratepayer. The strategy should include the following: • Guidelines for developing a prioritized list of projects that are “ready-to-go” as grant timing can be short • Investment in a grant management tool and/or services for the identification of grant opportunities, as well as for the management of grant applications and reporting requirements to maximize grant opportunities and improve process efficiency • A review of Aurora’s existing grant management capacity Improve investment income on reserves by becoming a prudent investor Funds set aside in reserve need to earn investment income to offset inflation. Over time this will reduce the amounts needed to be contributed to reserve from the tax levy and user rates. To move forward as a prudent investor the Town should: • Continue the process to move forward with joining the ONE JIB (joint investment board) • Review and update the investment policy to align investments with the future reserve requirements • Develop a policy for the management of the Aurora’s short-term investments • Review and update the investment income allocation policy Page 63 of 161 Fiscal Strategy Page 43 Align future development charge studies with projected growth and a funding strategy Firstly, Aurora should immediately update the development charge study and bylaw for the recent changes to legislation and evaluate the need for a community benefit charge. Going forward Aurora should ensure that these studies, master plans and the budget are all in alignment. To do this: • The studies should ensure they include a comprehensive list of all eligible growth projects and the project costs are complete including land requirements • Process maps and guidelines should be developed for the collection and use of development charge and community benefit charge revenues, if required Develop revenue forecasts for less controllable revenues Unlike the tax levy, other revenues collected by Aurora can be less predictable and subject to economic conditions and growth. Aurora should develop forecasts for these revenues to help with short-term and long-term planning. In the short-term, these will help with capital planning, reserve management and debt management. Revenue forecasts should be developed for: • Development charges and community benefit charges, if applicable based on actual growth trends and planned development in the short-term • Assessment growth revenue to assist in multi-year budgeting Develop a revenue management policy Aurora needs to develop a clear policy that addresses how revenues are to be managed. This would identify the revenues that support the operating budget and/or the capital reserves. This policy will provide a clear framework for managing the 10-year capital plan and beyond, and the multi-year operating budget. The policy should consider: • Reducing the reliance of operating budget on less reliable revenues such as tax penalties and supplementary taxes by contributing them to asset management reserves • The operating budget to only include investment income earned on working- capital (short term investments) and investment income earned on reserves to be directly dedicated to that reserve • Ensure that the makeup of the fee and charges are clear and supports the activity it is charged for based on the relevant study if applicable Page 64 of 161 Fiscal Strategy Page 44 Develop a longer-term planning approach to user rates for water, wastewater and storm water User rate budgets are based on full-cost recovery for the service they pay for. A long- term approach will ensure that all operating and capital needs are considered and factored into the rates over time. This will ensure that the full cost recovery includes the following: • Long-term asset management requirements • Impact of climate change on infrastructure • Ensuring master, strategic plans and studies are addressed • The impact of growth, water conservation and weather in managing rates Review and update operating budget principles Review and update the operating budget principles at the beginning of each Council term with the Finance Advisory Committee or more frequently if required. The budget principles should be updated to also include: • A municipal price index to capture the true inflationary pressures for the town • A review of the one percent fiscal strategy annual increase to the budget to ensure alignment with fiscal strategy objectives • Ensuring that the budget principles accurately reflect the current multi-year budget process and identify any improvements Page 65 of 161 Fiscal Strategy Page 45 Conclusion and next steps The fiscal strategy will be responsive to changes within the community while remaining flexible and keeping a long-term focus. The fiscal strategy provides the financial policy framework to ensure Aurora can set and stay on a financially sustainable path. This is done through the balancing of all four pillars: capital planning, reserve management, debt management and revenue management and following the 20 strategic objectives. Develop a strategic action plan Putting the fiscal strategy into action will require the development of a detailed strategic action plan. The development of this plan will begin after the approval of the fiscal strategy. The strategic action plan will be a living document that will explore each strategic action in more detail and plan out the work required to implement them. As the action plan evolves, it will support long-term financial sustainability and ensure the milestones and achievements remain aligned with the fiscal strategy. Some of the strategic actions that will be included in this plan are already underway or complete, including: • Recent improvements to the capital budget process • Updating the development charge study and bylaw for recent changes to legislation • Evaluating the feasibility of implementing a community benefit charge • The development of the second generation asset management plan including service levels • The exploration of alternative revenue sources in support of reserve requirements Reporting and monitoring the progress Once developed, the strategic action plan will be monitored and reported on regularly as the policies and analytical work is completed and rolled out. The strategic action plan includes analytical work and policies that will establish financial targets for asset management planning, reserve management and the use of debt. These targets will be Page 66 of 161 Fiscal Strategy Page 46 used to develop key performance indicators to be used for monitoring of the fiscal strategy’s progress and the overall financial health of Aurora. An update on the progress of the fiscal strategy will be included as part of the annual budget process. The fiscal strategy will be integrated within the budget documents, as it is a key element in budget development particularly for the 10-year capital plan and the planned reserve contributions. Reporting on the fiscal strategy will expand as the work to be included in the strategic action plan is completed and new items are added to the plan. Page 67 of 161 Fiscal StrategyJune 1, 2021 General CommitteeAttachment #2Page 68 of 161 Agenda•Financial sustainability & fiscal strategy framework•Fiscal strategy pillars•Capital Planning•Reserve Management•Debt Management•Revenue Management•Next stepsPage 69 of 161 Financial sustainabilityThe overarching objective of the fiscal strategyPage 70 of 161 What is financial sustainability•A long-term view to financial stewardship and financial management•Ensures the Town can maintain desired service levels and adapt to growth •Manages and moderates fiscal impacts from year-to-year•Enables the Town to effectively maintain and replace assets•The ability to adapt to changing economic circumstances•Fairly shares the financial impact between current and future tax and rate payers (intergenerational equity)Page 71 of 161 Fiscal strategy and the four pillarsCapitalPlanningReserveManagementRevenueManagementDebtManagementFiscalStrategyPage 72 of 161 Strategic elements Asset managementManaging growthMaster/Strategic plans & studiesMulti-year budget Intergenerational equityPage 73 of 161 Capital planningA long-term capital plan ensures the Town's current and future capital asset goals and objectives are metPage 74 of 161 Aurora’s assets are relatively youngPage 75 of 161 Asset management over the long-termPage 76 of 161 Capital planning strategic objectives• Asset Replacement based on the Town's Asset Management Plan with the defined levels of service over a long-term planning horizonAsset Management• Growth will maintain the Town's existing service levels for a growing and urbanizing community aligned with the Development Charge study and informed by master plans and other studiesManaging Growth• Studies and master plans support and provide background for future affordable operating and capital service levelsMaster/Strategic Plans & Studies• The budget is informed by studies and plans to manage year-to-year fiscal impacts with the goal of achieving long-term financial sustainabilityMulti-Year Budget• Match the timing of the capital investment with the timing of when growth will occurIntergenerational EquityPage 77 of 161 CCapital pplanningKey strategic actions• Draft capital budget principles that reflect the recent changes to the budget framework• Further develop asset management planning• Ensure the development charge study and the capital plan are aligned• Improve longer-term forecasts to maintain existing levels of service• Review the affordability of strategic plans and studies to support long-term capital planning• Develop a longer-term capital forecastPage 78 of 161 Reserve ManagementReserve management maintains reserves to meet the needs of the long-term capital plan and manage the risk for unexpected economic impactsPage 79 of 161 Current level of tax funded reservesPage 80 of 161 Reserve management strategic objectives• Planning asset management reserve requirements over the long-term to ensure full life-cycle asset funding requirements can be metAsset Management• Growth capital tax and rate funded reserves are adequately funded to meet the timing of growth in the community over the long-termManaging Growth• Studies and master plans include the impact on future reserve and operating budgetsMaster/Strategic Plans & Studies• Maintain healthy reserves by ensuring reserve definitions and contributions align with long-term capital planning needsMulti-Year Budget• Funding reserves for long-term plans should not overly burden one generation over another and should avoid fiscal shocksIntergenerational EquityPage 81 of 161 Reserve managementKey strategic actions• Develop a reserve management policy• Review reserve definitions and update capital reserve bylaws• Develop a long-term reserve forecast• Develop options for tax and user rate reserves to reach full-cost recovery for asset management needs• Regularly update internal guidelines for the use and funding of reserves to support the budget process• Monitor and manage reserve health through the annual budget processPage 82 of 161 Debt ManagementDebt management ensures that debt financing is used to manage the long-term financial flexibility of the TownPage 83 of 161 Debt repayment costs are manageablePage 84 of 161 Debt management strategic objectives• Debt should not be used, except when there is an incremental revenue source, or savings, resulting from the capital investment which will fully fund the debt repaymentAsset Management• Debt could be considered when the asset is built in advance of growthManaging Growth• Debt financing should not be used to fund studies or plansMaster/Strategic Plans & Studies• The capital plan may consider debt financing for growth projects where funding sources are known and the operating budget will include the repayment of the debt obligationsMulti-Year Budget• Manage the timing difference between when the capital projects are being built and the future growth that will benefit Intergenerational EquityPage 85 of 161 Debt managementKey strategic actions• Develop a comprehensive debt management policy• Develop process flows and guidelines for debt management• Develop a longer-term debt forecast Page 86 of 161 Revenue ManagementRevenue management optimizes revenue from all sources to ensure reserves are adequately fundedPage 87 of 161 2021 to 2030 total contributions to capital reservesPage 88 of 161 Revenue management strategic objectives• Actively seek out and maximize grant, investment, user fees and other alternative funding opportunities to minimize the burden on tax and rate payersAsset Management• Optimize the Development Charge Study to ensure that growth pays for all planned eligible growth projectsManaging Growth• Studies and master plans consider opportunities to optimize non-tax revenue sources where applicable and identify future tax levy and user rate impacts Master/Strategic Plans & Studies• Ensure operating budget revenues are predictable, stable and sustainableMulti-Year Budget• Leverage investment income, user fees and other revenue sources to ensure reserves grow over time to offset the cost of inflationIntergenerational EquityPage 89 of 161 Revenue managementKey strategic actions• Develop a strategy to explore opportunities to increase grant revenue• Improve investment income on reserves by becoming a prudent investor• Align future development charge studies with projected growth and a funding strategy• Develop revenue forecasts for less controllable revenues• Develop a revenue management policy• Develop a longer-term planning approach to user rates for water, wastewater and storm water• Review and update operating budget principles Page 90 of 161 Next stepsPage 91 of 161 Develop a strategic action plan•Explore the strategic actions in more detail and plan the work•Maintain it as a living document•Build upon work already underway:•Recent improvements to capital budget•Development charge study update•Second generation asset management planPage 92 of 161 Reporting and monitoring progressRegular reporting as part of the budget processMonitor key performance indicators of financial healthUpdate and adapt the strategic action plan over timePage 93 of 161 QuestionsPage 94 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS21 -018 Subject: Library Square Renaming Prepared by: Phil Rose, Manager of Library Square Department: Community Services Date: June 1, 2021 Recommendation 1. That Report No. CMS21-018 be received; and 2. That the renaming of Library Square to Town Square, effective immediately, be approved. Executive Summary This report details the process undertaken by staff to find an alternate name to Library Square.  Staff developed a shortlist of five names based on engagement, internal discussion, research, and analysis.  Following further consultation with stakeholders, colleagues, and the Community Advisory Committee, staff reduced the list of five names to four.  An online poll was released seeking a vote for the favourite name out of the four, which concluded the latest consultation phase and informed staff’s final name recommendation.  Based on the sum of the feedback received, staff are recommending that Town Square be selected as the final name for the space.  With Council approval, staff will undertake several next steps to raise awareness of the new name and align the renaming process with additional ongoing initiatives. Page 95 of 161 June 1, 2021 2 of 7 Report No. CMS21-018 Background On March 2, 2021, Council received Report CMS210-010 that discussed the importance of choosing a new name to identify the property that encompasses the Library, 22 Church St. (Aurora Museum & Archives and Aurora Cultural Centre), including the new addition, the sky bridge, and outdoor square. Staff committed to consolidating research data and conducting additional consultation before recommending an alternate name to Library Square for Council’s consideration. Analysis Staff developed a shortlist of five names based on engagement, internal discussion, research, and analysis. As stated in the March 2, 2021 report, the name Library Square no longer captures the full extent of the cross-sectoral and collaborative nature of this project. While the Aurora Public Library remains a backbone organization, this project includes many other local and regional stakeholders that will work together to animate the space once open. Since 2018, Town staff have taken numerous steps to find a new name for Library Square, including an online poll using the PlaceSpeak platform, numerous internal staff meetings, consultation with Mayor and Council, and engagement with stakeholders, which led to the development of the following shortlist of fives names and corresponding descriptions: 1. Constellation Square: The Town’s newest facility is a place of opportunity and learning, where people can aspire to be more creative, more artistic, and more connected to their community. Constellation Square is a name that reflects these aspirational qualities. The name also translates well to a dramatic visual identity that is inspired by the night sky and some of the facility’s unique design features, such as the catenary lights and the backlit aluminum mesh around the Church Street School addition. 2. Church Street Square: Loaded with history and home to the Aurora Cultural Centre and Aurora Museum & Archives, Church Street Square honours one of Aurora’s most iconic streets. The name is place-centric and speaks to how this area has grown into the Town’s home for creativity, culture, innovative programming, and community gatherings. Page 96 of 161 June 1, 2021 3 of 7 Report No. CMS21-018 3. Town Square: Town Squares exist across the globe and can be described as an open public space usually located in the heart of a town used for community gatherings. Although not unique, Town Squares have a long history and reflect the age-old desire for communities to share a space of belonging and celebration. 4. Aurora Junction: Junction can be defined as an act of joining as well as a place or point of meeting, making it a fitting name for Aurora’s newest space, where people from all walks of life will come together to enjoy art, theatre, music, shopping, community gatherings, and more. The term junction is also associated with the railway and so this name is a nod to the importance of the railroad to the development of Aurora from a small town to a growing and diversifying municipality. 5. C-Square: Brought to you by the letter C, this name was inspired by all the ways Aurora’s newest space has been described: Collaborative, Cultural, Community- minded, Central, Creative, and more. This name also presents interesting possibilities for a unique visual identity. Following further consultation with stakeholders, colleagues, and the Community Advisory Committee, staff reduced the list of five names to four. After developing the shortlisted names, staff shared them with Council in April and subsequently conducted additional consultation with the following individuals and groups, who are critical stakeholders of the space both now and as we move towards operationalization: 1. Executive Director, Aurora Cultural Centre 2. CEO, Aurora Public Library 3. Community Advisory Committee 4. Various Town staff The following is a summary of the comments received during these conversations:  Constellation Square received the most favourable response at this stage, including the following comments: o Speaks to the aspirational features of what this project should be o No “Constellation Square” in Canada so the name would be unique o Feels special, celebratory, inspirational, fantastical, has a good vibe, which speaks to the positive sentiments that the space is intended to convey Page 97 of 161 June 1, 2021 4 of 7 Report No. CMS21-018 o Interesting concept and tie-in with the Town of Aurora (link with the sky, and Aurora Borealis) o Complements the lights overhead shown in the design drawings and renderings o Provides an opportunity for a creative visual identity and marketing campaign that makes it a destination within the Greater Toronto Area o May not accurately convey what the project is in terms of a gathering space o Constellation may give the impression that this may be a science centre  Town Square also received a mostly favourable response, including the following comments: o Town Squares have a good tradition o There are very few town squares in Canada so it would be defining as a name o Connotes a special gathering space and it is clear what it is and what to expect when you visit o Nice synergies with Town Park close by o Would like to see Aurora at the front to provide the name a sense of place (i.e., Aurora Town Square); ATS is an easy acronym to remember o Might lead to confusion between Town Park, Town Square and Town Hall for those unfamiliar with Aurora o If the Town of Aurora ever grows to become a city, would the name Town Square become outdated? o Town Square is a little bland and has an old connotation  Church Street Square received mostly positive, but mixed, feedback. Some celebrated the association with the Church Street School that houses the Cultural Centre and the Town’s Museum and Archives, which is steeped in history and widely recognized throughout town. Others felt it was dull and that the use of Church Street in the name might lead to confusion with Church Street in Toronto.  Aurora Junction received mostly negative, but mixed, feedback. Many did not like the association with the railway and thought it sounded old fashion and uninteresting. Like Church Street, others stated that the name Junction is already used to describe a neighbourhood in Toronto and therefore should be avoided.  C-Square received overwhelmingly negative feedback and was the least preferred name out of the five. In analyzing the feedback received, staff determined that C-Square should be removed from further consideration based on the consistent negative feedback. Page 98 of 161 June 1, 2021 5 of 7 Report No. CMS21-018 An online poll was released seeking a vote for the favourite name out of the four, which concluded the latest consultation phase and informed staff’s final name recommendation. Between April 20 and April 28, an online poll was released to allow the public to vote for their favourite name from the following list: Aurora Junction, Church Street Square, Constellation Square, and Town Square. The poll was advertised through social media, a media release, an all-staff email, and emails directed to the Cultural Partners, Chamber of Commerce, BIA, and Aurora Economic Development Corporation. It should be noted that to ensure ease of access to the poll, registration was not required and users were able to vote multiple times. Staff are not able to determine the number of unique votes for each of the names. Town Square received nearly half of all votes (49.4%) followed by Church Street Square (23.5%), Aurora Junction (17.7%), and Constellation Square (9.4%). Based on the sum of the feedback received, staff are recommending that Town Square be selected as the final name for the space. Constellation Square was the preferred name for stakeholders; Town Square appears to be the more popular choice based on the online poll. Based on the sum of the feedback received from staff, stakeholders, and the Community Advisory Committee, combined with the results of the online poll, staff believe that Town Square is the most popular choice to replace Library Square. Any of the other three names (Church Street Square, Aurora Junction, Constellation Square) could be considered as alternates to Town Square. With Council approval, staff will undertake several next steps to raise awareness of the new name and align the renaming process with additional ongoing initiatives. With Council approval, staff will begin immediately to raise awareness of the new name by updating the Town’s website and other marketing collateral. Staff will also explore potential visual branding options to complement the new name. Furthermore, staff will align the renaming process with the capital campaign underway, recognizing that the new name may be leveraged for fundraising purposes. Any materials created for the capital campaign, such as the case for support, pledge agreement, stand-alone campaign website, and more, will feature the new name. Finally, staff will work with the design consultants and contractor to ensure all exterior and interior signage for the property includes the new name. Page 99 of 161 June 1, 2021 6 of 7 Report No. CMS21-018 Advisory Committee Review Town staff presented to the Community Advisory Committee on April 15, 2021, and the feedback received was consolidated and summarized in this report. Legal Considerations The renaming of Library Square is being informed by the Town’s Public Facilities Renaming Policy. Financial Implications The costs associated with the name change (e.g., changes to the website, construction banner updates, other marketing collateral, business cards, etc.) are expected to be minimal and will be funded by the town’s existing operating budget and internal staff resources. Exterior site signage for the property has not been created yet but will include the new name and its cost absorbed as part of the existing capital project budget. Communications Considerations The Town of Aurora has used ‘Inform’ and ‘Consult’ as the levels of engagement for this project. There are five different levels of community engagement to consider, with each level providing the community more involvement in the decision-making process. These levels are: Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in the Community Engagement Policy. These options are based on the International Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines for clearly communicating with our public and managing community engagement. Link to Strategic Plan The development of Library Square supports the following Strategic Plan goals and key objectives: Supporting an exceptional quality of life for all in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Invest in sustainable infrastructure  Celebrating and promoting our culture Page 100 of 161 June 1, 2021 7 of 7 Report No. CMS21-018  Encourage an active and healthy lifestyle  Strengthening the fabric of our community Alternative(s) to the Recommendation 1. Council may provide further direction. 2. Council may approve any of the other three names (Church Street Square, Constellation Square, or Aurora Junction) instead of Town Square as the final name. 3. Council may direct staff to include Aurora in the name Town Square, making the final name Aurora Town Square. Conclusions Based on research and inputs from the public, stakeholders and staff going back to 2018, staff are recommending Town Square as the new name for the project currently known as Library Square. Attachments None Previous Reports CMS21-010, Library Square Alternate Names, March 2, 2021 Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by Robin McDougall, Director, Community Services Department Approved by Doug Nadorozny, Chief Administrative Officer Page 101 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -059 Subject: Cash-in-Lieu of Parkland Deferral Agreement – Board of Trustees of the Aurora United Church, 15186 Yonge Street Prepared by: Lisa Hausz, Manager of Policy Planning & Economic Development Department: Planning and Development Services Date: June 1, 2021 Recommendation 1. That Report No. PDS21-059 be received; and, 2. That the Cash in Lieu payment of $68,500 apportioned to the property owned by the Board of Trustees of the Aurora United Church be deferred until such time that the uses or other circumstances change on the property located at 15186 Yonge Street. Executive Summary This report seeks authorization from Council to defer a partial (church-only portion) cash-in-lieu of parkland payment regarding the Aurora United Church development at the northwest corner of Yonge and Tyler Streets (known municipally as 15186 Yonge Street) in Downtown Aurora.  The redevelopment of the Aurora United Church property is approved for 150 unit retirement residence in addition to rebuilding the former place of worship lost to fire in 2014.  The Town’s Parkland Dedication By-Law does not exempt institutional uses from paying Cash-in-Lieu (CIL) and relief from fire only applies to residential properties.  A deferral agreement would be entered into that contains clauses that preserves the right for the Town to collect the CIL fee in the future should uses or other circumstances change for the Aurora United Church portion of the Property. Page 102 of 161 June 1, 2021 2 of 6 Report No. PDS21-059 Background The redevelopment of the Aurora United Church property is approved for 150 unit retirement residence in addition to rebuilding the former place of worship lost to fire in 2014 The subject Site Plan Application was submitted to the Town on March 7, 2018. The proposed application was reviewed by the Heritage Advisory Committee on May 14, 2018. The subject lands are the former site of the Aurora United Church (demolished in 2014 due to extensive fire damage) and associated parking area and the location of four (4) single detached homes, which were demolished in the Spring 2018. The subject lands are designated as “The Aurora Promenade” by the Official Plan and more specifically as “Downtown”. The purpose of the “Downtown” designation is to guide development while protecting and reinforcing a heritage main street character and identity. In July 2017, Council adopted Official Plan Amendment 16 (OPA 16) to permit the development of a retirement residence on a portion of the former site of the Aurora United Church. OPA 16 and the Zoning By-Law Amendment were subsequently appealed to the Ontario Municipal Board (as it then was) who approved a settlement that included both planning amendments in October 2018. The following is a summary of the proposed site plan application that was approved in principle by Council in June 2018:  A 2 storey Place of Worship located at South East corner of the property with a gross floor area of 2,428 sq.m.;  A 150 unit Retirement Residence located on the balance of the lands with a residential floor area of 11,123 sq.m. Six (6) storeys fronting Yonge Street and seven (7) storey facing Temperance Street;  A total of 106 parking spaces, inclusive of 3 barrier-free parking space over two levels of parking. With the site plan agreement close to execution, the Board of Trustees of the Aurora United Church have requested in writing to the Town that their portion of the CIL payment be deferred indefinitely (see Attachment 1). The portion of CIL for the Page 103 of 161 June 1, 2021 3 of 6 Report No. PDS21-059 retirement residence is the responsibility of the developer and is not proposed to be deferred. Analysis The Town’s Parkland Dedication By-Law does not exempt institutional uses from paying Cash-in-Lieu (CIL) and relief from fire only applies to residential properties The Town’s Cash-in-Lieu of Parkland By-Law (By-law) was enacted in 2001. The current CIL By-law provides the clauses to enable the Town to collect land or cash-in-lieu of land to be used for the purposes of acquiring parkland. “As a condition of development, land is required to be conveyed to the Town for park or other public recreational purposes as follows: “In the case of lands proposed for development for Commercial or Industrial purposes, land in the amount of two per cent (2%) of the land to be developed; and, In the case of lands proposed for development for residential or any purpose other than those mentioned in 2(l)(a) above, at the rate of either five per cent (5%) of the land to be developed or, for lands proposed for development for residential purposes, one hectare for each 300 dwelling units proposed, whichever is greater.” Additionally, the provisions of the Town’s Parkland Dedication By-Law offer relief from CIL payments due to fire, however this only applies to residential properties. “This by-law shall not apply to lands being restored to a safe condition for a residential dwelling destroyed by fire, Acts of God, or other causes beyond the control of the owner, and where no increase in the number of residential dwelling units results.” The adjacent buildings that were demolished, if rebuilt with no increase in density or units, CIL would not apply. The Aurora United Church share represents only a portion of CIL being considered for deferral. Estimate of Market Value by Direct Comparison Approach: Church Component: $1,370,000 Retirement Residence Component: $3,330,000 Page 104 of 161 June 1, 2021 4 of 6 Report No. PDS21-059 Final market value estimate: $4,700,000 Total CIL payable: $235,000 ($4,700,000 X 5%) Church portion payable: $68,500 Retirement Residence portion payable: $166,500 This report recommends to Council that only the Church portion of the CIL be deferred in the amount of $68,500 subject to conditions that are discussed in the following section. The portion of the CIL fee for the retirement residence which is calculated to be $166,500 is the responsibility of the developer and is not proposed to be deferred. A deferral agreement would be entered into that contains clauses that preserves the right for the Town to collect the CIL fee in the future should uses or other circumstances change for the Aurora United Church portion of the Property A letter from the owner, the Board of Trustees of the Aurora United Church, requesting the deferral is attached hereto as Attachment 1. The letter states that the rebuilding of the church will not increase the demand for additional parkland in Aurora. Staff generally concur with the statement given that the place of worship existed in some form on the subject lands between 1878 and 2014. If Council approves the deferral, an agreement will be entered into which will formalize the deferral of the CIL payment for the proposed development on the Property. In the future, should a change of use or a change of ownership occur, the planned uses will be reviewed to ensure they continue to be a “place of worship.” Should the portion of the Property that is developed for the place of worship fail to continue to qualify in this manner for the deferral of the CIL fee, then CIL will become payable to the Town based on the appraised value of the Property as of the day upon which the Property no longer qualifies for the deferral. The proposed CIL deferral agreement preserves the right for the Town to collect CIL in the future should uses or other circumstances change on the church portion of the Property. Advisory Committee Review N/A Page 105 of 161 June 1, 2021 5 of 6 Report No. PDS21-059 Legal Considerations The By-law and related policies do not contain provisions that provide for the exemption or deferral from the payment of CIL. The By-law requirements may only be waived or deferred by Council. Financial Implications Should the above proposed CIL parkland deferral agreement be approved, the Town will forego $68,500 in related proceeds until such time they are collected. It is not anticipated that the Town will incur any incremental parkland development costs associated with the re-building of the place of worship; however, should any incremental costs arise of this nature they will need to be funded through an alternative funding source. Communications Considerations No communications considerations at this time. Link to Strategic Plan Strategic Plan goals of: Supporting an exceptional quality of life for all and enabling a diverse, creative and resilient economy. The relevant supporting objectives include: Strengthening the fabric of our community and promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business. Furthermore, the key action item of the Strategic Plan to actively promote and support a plan to revitalize the downtown is realized through the development and redevelopment of key sites within the downtown area. Alternative(s) to the Recommendation 1. That Council receive the report. Conclusions The Town’s CIL By-law (being By-law Number 4291-01.F) and related policies do not contain clauses that provide for the exemption or deferral from the payment of CIL for places of worship. However, Council has the authority to defer the CIL fee. Page 106 of 161 June 1, 2021 6 of 6 Report No. PDS21-059 The proposed CIL deferral agreement preserves the right for the Town to collect the CIL fee in the future should uses or other circumstances change on the United Church portion of the subject property. Therefore, this report recommends that Council defer the church-only portion of cash-in- lieu of parkland payment in the amount of $68,500 for the Aurora United Church development at 15186 Yonge Street in Downtown Aurora. The portion of the CIL fee for the retirement residence that is the responsibility of the developer is not proposed to be deferred. Attachments Attachment 1 – Letter to the Town of Aurora dated May 4, 2021 Previous Reports Public Planning Report PBS17-017 dated March 22, 2017 Public Planning Report PBS17-037 dated May 24, 2017 General Committee Report PBS17-050, dated July 4, 2017 General Committee Report No. No. PDS18-066, dated June 19, 2018 Agenda Management Team review on May 13, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 107 of 161 Town of Aurora April 23, 2020 100 John West Way, Box 1000 Aurora, Ontario L4G 6J1 Attention: Mr. Doug Nadorozny Dear Mr. Nadorozny, I am respectfully writing you this letter on behalf of the Aurora United Church. It’s been seven years this month that our beloved church was destroyed by fire due to an accidental roofing repair incident. After years of unexpected costs and discoveries, we are now at the point where we are ready to build. Recently we were informed that we are required to pay a CIL of Parkland for the sum of $235,000.00 of which $68,500.00 is the portion payable by the church. It is my understanding from past discussions that when another new, not replacement place of worship was built on Leslie Street that this cost was waived for them. It is unfortunate the position we find ourselves in but it is my belief that our rebuilding will have no change in affecting the Parklands within our town, we are the same congregation requiring new bricks and mortar. I am not sure of the process in which I need to plead our case but ask if you could direct this to the right department as I don’t want to hold up our reconstruction any further. Thanks for your consideration and I look forward to hearing back from you. Sincerely Brian North (Chairman of the United Church Rebuild Committee) Attachment 1 Page 108 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -0 61 Subject: Request for Increased Capital Budget Authority for the Aurora Snow Storage Facility – Lambert Willson Park Prepared by: Glen McArthur, Municipal Engineer Department: Planning and Development Services Date: June 1, 2021 Recommendation 1. That Report No. PDS21-061 be received; 2. That the total approved budget authority for Capital Project No. 34006 be increased to $1,190,000.00, representing an increase of $290,000 to be funded from the Services Related to a Highway DC and Storm Water Reserves; and, 3. That $175,200 and $114,800 in previously approved capital budget authority for Project No. 34707 and 31108, respectively be transferred to Project No. 34006. Executive Summary The intent of this report is to seek Council’s approval of an increase to a previously approved capital budget authority for Capital Project 34006, the construction of the Aurora Snow Disposal Facility in Lambert Willson Park.  The Aurora Snow Disposal Facility offers benefits to both the natural environment and park users.  The Pandemic has resulted in significant increases to construction costs and shortages of building materials. Background The construction of the Aurora Snow Disposal Facility in Lambert Willson Park was included in the Town of Aurora 10-Year Capital plan. Council approved a total of Page 109 of 161 June 1, 2021 2 of 6 Report No. PDS21-061 $900,000 in capital budget authority for this project as part of the Town’s 2021 capital budget. The current snow storage site in Town also serves as a parking facility for Lambert Willson Park. The existing parking area is a crushed stone facility which during both the early and late winter season creates challenges for operational staff due to its soft surface which makes it difficult for trucks to access the site. In addition, spring clean up is difficult with street sweepers. There is also airborne dust throughout the summer months due to park’s users’ vehicles traversing the site. The Aurora Snow Disposal Facility offers benefits to both the natural environment and park users The key goal for this project is to upgrade the existing parking area in Willson Lambert Park by paving it and adding stormwater management quantity controls (storm sewers) and quality controls (an oil grit/separator) for removing suspended sediments from the snow meltwater before runoff is released to the nearby Tannery Creek. When completed, the upgraded parking lot will provide benefits to park users such as improved quality of park access, elimination of airborne dust problem and overall facility cleanliness and quality. Benefits to roads operations include major improvement in winter access, snow management, stormwater management, convenient access to snow storage area from JOC, major improvement in the timing and efficiency of spring clean-up and debris removal from melted snow. Analysis The Pandemic has resulted in significant increases to construction costs and shortages of building materials The COVID-19 pandemic has resulted in significant increases to both building materials and labour costs. These increased costs are resulting in the Town’s construction tender bids coming in higher than originally estimated as part of the budget process. This project’s updated estimated requirements which include the lowest contract bid received for the work to be performed are presented in Table 1. Page 110 of 161 June 1, 2021 3 of 6 Report No. PDS21-061 Table 1 Updated Estimated Requirements for Capital Project No. 34006 Description Amount Approved capital budget authority available $900,000.00 Subject Contract Award excluding HST $1,020,949.29 Geotechnical Inspection (Under Separate P.O.) $20,000 Arborist Inspection (Under Separate P.O.) $2,000 Agency & Utility – Permit & Design Fees $17,460.00 Sub - Total $1,060,409.29 Contingency amount (10% of the Contract Award Amount) $106,040.93 Non-refundable taxes (1.76%) $20,529.52 Other items: $3,020.26 Total project requirement $1,190,000.00 Total approved capital budget authority short-fall ($290,000.00) Project Schedule The Contract is expected to commence in July 2021 and be completed within 60 working days (weather permitting) subject to available materials and labour. The parking lot at Lambert Willson will be closed to the public during construction of the snow disposal facility. Users and visitors to Lambert Willson Park will be able to park at the AFLC during construction. Advisory Committee Review Since this is an existing site the paving of the Lambert Willson Snow Disposal Facility parking lot was not reviewed by the Town’s Advisory Committee. However, the Town’s Accessibility Advisor was consulted to ensure an adequate number of accessible Page 111 of 161 June 1, 2021 4 of 6 Report No. PDS21-061 parking stalls will be installed within the parking lot in accordance with the Town’s current Comprehensive Zoning By-law. Legal Considerations Pursuant to the Town’s Procurement By-law, the CAO is authorized to award and execute any related agreement with respect to any procurement over one million dollars, provided that budget for such award has been approved by Council. The procurement process with respect to this project yielded bids that were all above the approved budget. Consequently, Council approval is required to increase the project budget for staff to be able to award the project to a compliant bidder. Financial Implications As a result of the above noted COVID-19 cost pressures on this project, a total increase of $290,000 is required to Capital Project No. 34006 existing approved capital budget authority. Staff recommend that Council approve a total of $1,190,000 in capital budget authority for this project, representing and an increase of $290,000 in budget authority to be funded with $175,200 in Services Related to a Highway Development Charges to be transferred from Capital Project No. 34707 – Lighting Upgrades on Wellington Street and $114,800 in Storm Water Services’ reserve funding to be transferred from capital project No. 31108 – Reconstruction Algonquin Crescent and Haida Drive. Staff have confirmed that the identified funds for transfer from Capital Project No. 34707 and 31108 are not required by these projects and can be transferred to project No. 34006 without having an impact on their delivery. Therefore, staff recommend that the approved capital budget authority be reduced by $175,200 and $114,800 for Capital Project No. 34707 and 31108, respectively. Overall, the Town can accommodate the proposed $290,000 increase in capital budget authority for Project No. 34006 without a negative impact to either the Services Related to a Highway or Storm Water Services reserves through finding sufficient savings from similarly funded existing capital projects. Communications Considerations The parking lot at Lambert Willson will be closed to the public during construction of the snow disposal facility. This will impact numerous third-party events (tournaments), third party summer camps, Town summer camps and other planned Town recreation Page 112 of 161 June 1, 2021 5 of 6 Report No. PDS21-061 programming. Community Services Department has been advised of this parking lot closure and are making the required adjustments to their programs and with impacted third parties. These impacts will be communicated to all users who pay to use the facilities within Lambert Willson Park and to the general public through:  Direct communication to users paying to use the facilities and general public inquiries;  Construction notices in the local paper and Town Notice Board;  Town’s website construction updates page; and,  Construction signage at the Lambert Willson Park Entrances. Engineering Division will coordinate these communications with the Community Services Department as well as Access Aurora Division and Communications. Link to Strategic Plan This project supports the Strategic Plan goal of Supporting and Exceptional Quality of Life for All by Investing in Sustainable Infrastructure. This ensures Town roads and sidewalks can be cleared of snow to meet the needs and expectations of our community while minimizing environmental impacts. Alternative to the Recommendation 1. That Council provide direction. Conclusions The key goal for this project is to upgrade the existing parking area in Lambert Willson Park by paving it and adding stormwater management quantity controls (storm sewers) and quality controls (an oil grit/separator) for removal of suspended sediments from the snow meltwater before runoff is released to the nearby Tannery Creek. The project will also benefit park users such as improved quality of park access, elimination of airborne dust problem and overall facility cleanliness and quality. In order to allow for this important project to proceed, staff recommend that the capital budget authority for Capital Project 34006 be increased by $290,000. Furthermore, it is recommended that this additional required budget authority and its associated funding be transferred from two other existing approved capital projects. Page 113 of 161 June 1, 2021 6 of 6 Report No. PDS21-061 Attachments Attachment 1 – Proposed location of the Aurora Snow Facility (Lambert Willson Park) Previous Reports None Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 114 of 161 Lambert Willson Park Joint Operations Centre Industrial Parkway NorthKEY PLAN Map created by the Town of Aurora Corporate Services Department, IT Division on May 7th, 2021. Map modified on May 10th, 2021. Base data provided by York Region and Aurora - GIS. Air photos taken Spring 2020, © First Base Solutions Inc., 2020 Orthophotography. ¯01020 Metres ATTACHMENT #1 2021-36-PDS-ENG SNOW STORAGE FACILITY - LAMBERT WILLSON PARK Area Subject to Proposed Snow Storage Facility Parcel Line Page 115 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -0 64 Subject: Application for Site Plan Approval Silhouette Aurora Inc. (Formerly Bara Group) 15086-15106 Yonge Street Part of Lots 1 and 2, Registered Plan 9, and Lots 51 and 52, Registered Plan 246 File Number: SP-2018-03 Prepared by: Matthew Peverini, Planner Department: Planning and Development Services Date: June 1, 2021 Recommendation 1. That Report No. PDS21-064 be received; 2. That the revised development concept for Site Plan Application File SP-2018-03 to permit the development of 53 stacked townhouse units, continue to be approved in principle, subject to the following conditions: i. That all outstanding comments, conditions, and requirements from Town and external agencies be addressed to the satisfaction of the Director of Planning and Development Services, prior to execution of a Site Plan agreement; ii. That the Owner obtain Minor Variance approval for the required exceptions to Zoning By-law 6000-17, as amended, as identified in Table 1 of this report, from the Committee of Adjustment. The Committee’s decision for the Minor Variance shall be final and binding, and the applicant shall satisfy any conditions of approval imposed by the Committee; iii. That the Owner enter into a Site Plan Agreement with the Town to address requirements of the Town and external agencies, including but not limited to, the provision for payment by the Owner of all applicable fees, securities, and any other financial obligations; and, Page 116 of 161 June 1, 2021 2 of 12 Report No. PDS21-064 3. That Council revoke servicing allocation for 6 townhouse dwelling units. Executive Summary This report presents to Council an updated site plan for 15086-15106 Yonge Street. The applicant is proposing a revised development concept consisting of a 3-storey U-shaped building with 53 stacked townhouse dwelling units, a private outdoor amenity area, and a privately owned amenity feature with public access;  The proposed development is consistent with Provincial plans, and conforms to the Regional Official Plan and the Lake Simcoe Protection Plan;  The proposed development conforms to the Town of Aurora Official Plan  A Minor Variance is required to facilitate the proposed development;  Planning Staff are satisfied with the revised site design and building elevations; and,  Planning Staff recommend that the Site Plan application continue to be approved in principle, subject to conditions. Final technical matters will be addressed prior to execution of the site plan agreement. Background Application History Council approved, in principle, applications for Zoning By-law Amendment (ZBA-2017- 04) and Site Plan Control (SP-2018-03) in June 2018. Council enacted site-specific Zoning By-law 6109-18 in July 2018. The approved in principle site plan, elevations, and conceptual renderings were included as attachments to Report No. PDS18-070 (see Figures 4 and 5). At the time, the applicant was proposing to develop two 3.5-storey stacked townhouse buildings with a total of 59 units and associated underground parking in addition to a landscaped mews area and a parkette in between the two buildings. Following June 2018, the applicant undertook detailed engineering for the approved site plan in principle that determined the soil conditions on the subject lands were not conducive for the proposed development and would render it unachievable due to excessive structural loads. Therefore, the applicant submitted a revised site plan proposal to the Town in June 2020. Major revisions to the proposed development are listed below: Page 117 of 161 June 1, 2021 3 of 12 Report No. PDS21-064  Introduction of a U-shaped building with a continuous Yonge Street building streetwall;  Reducing the units from 59 to 53;  Eliminating the below grade parking structure and raising it to grade-level behind the street wall. Parking is provided is in accordance with the Council approved Zoning By-law; and,  Removal of the landscaped mews and associated privately owned amenity feature in between the two buildings. Introduction of a raised outdoor amenity area above the parking level situated behind the building streetwall, and a privately owned amenity feature with public access relocated to the northeast portion of the subject lands. Location/Land Use The subject lands are located on the west side of Yonge Street, just north of Reuben Street (south of Church Street). The subject lands are municipally known as 15086, 15094 and 15106 Yonge Street (see Figure 1). The property located at 15086 Yonge Street is currently vacant. The George Browning house previously located there was delisted from the Heritage Registry and demolished in 2012. A recently designated property under Part IV of the Ontario Heritage Act at 15074 Yonge Street know as Poplar Villa abuts the subject property to the south. There is a commercial building located at 15094 Yonge Street and a 2.5 storey multi-unit apartment building located at 15106 Yonge Street. Surrounding Land Uses The surrounding land uses are as follows: North: Commercial buildings; South: Poplar Villa, a designated heritage property; East: A vacant building lot and commercial buildings, Yonge Street; West: Single detached residential. Policy Context Provincial Policies All development applications shall have regard for the Provincial Policy Statement (‘PPS’), which provides policy direction on matters of Provincial interest. These policies Page 118 of 161 June 1, 2021 4 of 12 Report No. PDS21-064 support the development of strong communities through the promotion of efficient land use and development patterns. A Place to Grow: Growth Plan for the Greater Golden Horseshoe (the ‘Growth Plan’), is a guiding document for growth management within the Greater Golden Horseshoe Area. The Growth Plan provides a framework, which guides land-use planning. The Lake Simcoe Protection Plan (‘LSPP’) provides policies, which address aquatic life, water quality and quantity, shorelines and natural heritage, other threats and activities (invasive species, climate change and recreational activities) and implementation. The subject lands are within an area regulated by Ontario Regulation 179/06. York Region Official Plan (‘YROP’) The YROP designates the subject lands as “Urban Area”. The planning vision for the Urban Area is to strategically focus growth while conserving resources; and to create sustainable, lively communities. A primary goal of the YROP is to enhance the Region’s urban structure through city building, intensification and compact, complete vibrant communities. The subject lands are located within Wellhead Protection Areas (WHPA) B and Q. Town of Aurora Official Plan The subject lands are located within the Aurora Promenade Secondary Plan, and are designated “Downtown Shoulder” by the Official Plan (see Figure 2). The purpose of the “Downtown Shoulder” designation is to protect and reinforce the Area’s heritage ‘residential’ character and identity. There is potential for infill development, so long as it is sensitive to heritage resources and adjacent neighbourhoods. Careful regulation of land uses and control over the scale and placement of infill structures is required in order to enhance the pedestrian experience. The “Downtown Shoulder” designation permits a range of uses including single- detached and semi-detached dwellings; multiple-unit buildings, townhouses and apartment buildings; and small-scale retail and service commercial uses and restaurants among others. Section 11.1(a)(iii) “Beautiful Spaces” promotes beautiful civic spaces and parks, great streets and inspiring architecture intended to generate civic pride, create economic value and create a memorable impression for visitors. Page 119 of 161 June 1, 2021 5 of 12 Report No. PDS21-064 Zoning By-law 6000-17, as amended The subject lands are zoned “Promenade Downtown Shoulder-Central Commercial Exception 502 Zone PDS1(502)” and “Environmental Protection EP” by the Town of Aurora Zoning By-law 6000-17, as amended (See Figure 3). Stacked townhouses are a permitted use by this zone. Reports and Studies Reports and Studies submitted as part of a complete application were listed in Planning Report No. PDS18-070. Revised Application The applicant’s revised site plan proposes a 3-storey U-shaped building with 53 stacked townhouse dwelling units, a private outdoor amenity area, and a privately owned amenity space with public access. Revised site plan, elevations, renderings, and a landscape plan are attached hereto as Figures 6, 7, 8 and 9, respectively. The proposed development has its main elevation fronting Yonge Street which provides a continuous building street wall. Secondary elevations are provided on the north and south. Direct unit entrances are located along these three elevations. The development is comprised of five (5) one-bedroom, forty (40) two-bedroom, seven (7) two-bedroom plus den, and one (1) three-bedroom units. A private driveway at the northeast corner of the property provides access to the proposed development, and its associated parking. A total of 54 parking spaces are provided on site at grade, with 49 spaces located behind the street wall, and 5 spaces located at the northwest limits of the property. No visitor parking is required for the development, in accordance with the Council approved Zoning By-Law. Public parking is available in the vicinity of the subject lands along Yonge Street, adjacent residential side streets, and nearby municipal parking lots. Private amenity areas are proposed in the form of rooftop terraces, a central courtyard, floating roof terrace, and a landscaped area along the west property line. Additionally, a 128.6 square metre (1,384 square feet) privately owned amenity feature with public access is proposed at the northeast corner of the subject lands, which has been designed with landscaping and public seating. The proposed stormwater management design collects runoff through area drains and catch basins in landscaped areas and walkways, roof leaders, and catch basins in the Page 120 of 161 June 1, 2021 6 of 12 Report No. PDS21-064 driveway. Stormwater from landscaped areas and rooftops will be directed to a filtration gallery at the northwest limits of the lands, and overflow will be directed to a detention tank under the driveway that conveys flow to a control manhole on site. Stormwater from the driveway will be directed through a jellyfish filtration system to the control manhole on site. The control manhole will discharge to a new outlet pipe in the existing downstream headwall in the northeast corner of the subject lands. Stormwater within the parking area will be captured by floor drains and pumped to the storm system and through the jellyfish system for treatment. This flow will also outlet to the creek via the headwall. Analysis Planning Considerations The proposed development is consistent with Provincial Plans, and conforms to Regional Official Plan and the Lake Simcoe Protection Plan The PPS and Growth Plan encourage the development of strong communities through the promotion of efficient land use and development patterns, and development through intensification and compact urban form. The proposed development is located within the Aurora Promenade, which is an area planned for intensification. This area intends to accommodate housing that is both transit supportive, and whic h promotes an efficient use of infrastructure. The subject lands are situated within the Lake Simcoe Watershed and therefore the applications are subject to the applicable policies of the Lake Simcoe Protection Plan. The Lake Simcoe Conservation Authority (LSRCA) have reviewed the application and in principle have no objection to the revised development concept, subject to conditions and addressing technical comments prior to final approval. The subject lands are within a Regional Corridor which is an area designated to serve as the most intense and greatest mix of development within the Region. Development will be of an urban form that is massed and designed to create pedestrian oriented and active streets. The proposed development conforms to the Town of Aurora Official Plan The proposed stacked townhouse built-form is permitted within the “Downtown Shoulder” designation. Page 121 of 161 June 1, 2021 7 of 12 Report No. PDS21-064 The proposal implements the intent and vision of the Aurora Promenade and Downtown Shoulder designation. Through the revisions, there is a streetscape presence and building relationship to Yonge Street. The development enhances the pedestrian character of the area, and animates the streetscape through appropriately scaled massing, front doors on the street, articulated elevation design, and parking and servicing areas located away from public view. Additionally, the Downtown Shoulder permits “a variety of parks and Urban Squares”. The applicant is proposing common amenity areas for future residents of the development; and a privately owned amenity feature with public access at the northeast corner of the subject lands adjacent to Yonge Street which includes landscaping and public seating. The applicant is prepared to install a heritage plaque to commemorate the George Browning House. This plaque is proposed to be located within the proposed publicly accessible amenity area. A Minor Variance is required to facilitate the proposed development The revised development concept generally complies with applicable zone standards, save and except for the newly proposed porches and steps fronting Yonge Street and steps proposed along the south and west property lines. The following relief to the Zoning By-law is required to permit the development: Zoning By-law Standard Zone Requirement Variance Required 1. Maximum Encroachment for an Open Porch in the Front Yard 2.5 metres. In no case shall be 4.5 metres from the Front Lot Line An open porch shall be permitted to encroach 2.3 metres into the Front Yard 2. Maximum Encroachment for Steps and Landings 2 metres. In no case shall be closer than 4.5 metres from the front lot line, and 0.3 metres from the Interior Side Lot Line Steps and Landings shall be permitted to encroach to the Lot Line The above relief is required as a result of the revised development concept which proposes porches and steps in the front yard are a result of the new Yonge Street street wall. The zoning relief for steps and landings at the south and west property lines is required to facilitate pedestrian movement around the building block. The Owner must obtain minor variance approval from the Committee of the Adjustment for relief to the Zoning By-law. Should the minor variance application be approved, the Page 122 of 161 June 1, 2021 8 of 12 Report No. PDS21-064 Committee’s decision will be final and binding provided there are no appeals and the Owner satisfies any conditions of approval imposed by the Committee. With minor variance approval the Owner may proceed with executing the site plan agreement. Planning Staff are satisfied with the revised site design and building elevations The site plan review has progressed to the stage where staff are satisfied with the overall site design including matters such as building design, site circulation, and landscaping, and are recommending that the revised plans be endorsed in principle, subject to conditions. Building Design Planning Staff and the Town’s Urban Design Peer Reviewer (The Planning Partnership) have reviewed the application with respect to architectural and urban design elements to ensure that the proposal adheres to the Urban Design Guidelines of the Aurora Promenade Urban Design Strategy, and are satisfied with the proposed elevations. During the re-design stage, the applicant maintained a similar architectural style to what was previously approved in principle by Council. The proposed material palette includes two storeys of red brick, alternating brick and siding at the third storey, and the use of stone for horizontal elements. The proposed development supports the objectives of the Aurora Promenade as it enhances the pedestrian character of the area and animates the streetscape through appropriately scaled massing, front doors on the street, articulated elevation design and parking and servicing areas located away from public view. Site Circulation One driveway access from Yonge Street is proposed at the northeast limits of the subject lands. The driveway provides access to the parking area, and services for residents (i.e. Molok waste collection system, community mailbox, etc.). The driveway also functions as a Fire Route, designed to the satisfaction of Central York Fire Services. Pedestrian connections are provided throughout the site. Concrete walkways are located around the perimeter of the building, and delineated walkways are included from the driveway into the parking area. The applicant has included a secured gateway pedestrian connection from the Yonge Street frontage, and an access point through the parking area for residents to access the central amenity area. Landscaping Page 123 of 161 June 1, 2021 9 of 12 Report No. PDS21-064 The applicant is proposing a variety of plantings that include deciduous and coniferous trees and shrubs, perennials, and ornamental grasses. Deciduous trees and perennials are proposed along the Yonge Street building frontage. A deciduous tree, perennials, deciduous shrubs, ornamental grasses, and a bench are proposed for the privately owned amenity feature with public access. Additional plantings are proposed in private amenity areas, and along property lines. Privacy fences are located along the north, west and south property lines to provide for additional buffering and screening. Department/Agency Comments Planning Staff recommend that the Site Plan application continue to be approved in principle, subject to conditions. Final technical matters will be addressed prior to execution of the site plan agreement Development Engineering Town Staff have reviewed the engineering plans and reports submitted in support of the proposed application and nave no objection to approval of the application in principle. Outstanding comments on the latest technical submission will be addressed prior to the execution of a site plan agreement. Accessibility Advisor Staff have reviewed the subject application and recommend that the applicant explore the potential to include ramps instead of stairs for the exterior path of travel around the building and to the amenity area, should grading and elevations permit. Outstanding comments will be addressed prior to execution of a site plan agreement. Building Division The proposed porches and steps fronting onto Yonge Street, and the stairs located along the south and west side of the property lines do not comply with encroachment provisions of the Town’s Zoning By-law. The applicant is to demonstrate compliance for lot area and lot frontage calculations. Outstanding comments will be addressed prior to execution of a site plan agreement. Heritage Planning The applicant is working with Planning Staff to prepare a commemorative plaque for the George Browning House. The plaque is contemplated for installation within the Page 124 of 161 June 1, 2021 10 of 12 Report No. PDS21-064 proposed privately owned amenity feature with public access from Yonge Street, in an effort to further reinforce the heritage character and identity of the community. The design, wording, and final location of the plaque will be addressed prior to the execution of the site plan agreement. Traffic/Transportation Outstanding technical matters related to providing acceptable mitigation measures on site for ingress and egress of heavy vehicles, and the submission of plans including a Pavement Marking and Signage Plan, and a Traffic Management Plan will be addressed to the satisfaction of the Engineering Division prior to the execution of the site plan agreement. There will be no connection to the Town’s adjoining laneway located south of the proposed development. Operational Services – Parks Division The applicant is proposing a variety of plantings throughout the development, along with a parkette. Parks staff have no objection to the proposed site plan. Lake Simcoe Region Conservation Authority (LSRCA) The proposed development is considered ‘major development’ as per the LSPP since it includes the construction of an imperious area and building greater than 500m2. The LSRCA has reviewed the subject application and provided technical comments on hydrogeology, natural heritage, and engineering. The LSRCA has no objection to the approval of the application subject to conditions, which include: finalization of plans and reports to the satisfaction of the LSRCA and the Town, preparation of a phosphorus budget, and granting of easements for stormwater (as necessary) to the Town. The Regional Municipality of York York Region Staff have reviewed the application have no objection to the revised development proposal. The Region has signed off on the proposed application. Public Comments Public comments were outlined and responded to in Planning Report No. PDS18-070. With regards to the comment about impacts of vibration on surrounding homes, the applicant’s construction plan and methods will be reviewed, prior to execution of a site plan agreement. Staff have the authority under the Town’s Building By-Law to request a vibration study prior to issuing a building permit. Page 125 of 161 June 1, 2021 11 of 12 Report No. PDS21-064 Since Report No. PDS18-070 was brought forward in June 2018, one comment was received from a neighbouring property owner regarding the potential views of the driveway, loading, and garbage area from their backyard, and exposed retaining walls. The applicant has included a decorative fence and landscaping along the property lines as a mitigation measure. Staff will continue to work with the applicant to screen exposed retaining walls. Advisory Committee Review No consultation required. Legal Considerations In accordance with section 41 of the Planning Act, the owner may appeal if Council fails to approve the revised plans and drawings within thirty (30) days of the plans and drawings being submitted. The owner may also appeal any of the Town’s conditions, including the terms of a site plan agreement. There is no right of appeal for any other person. Financial Implications All applicable development fees and charges in this regard have been and will continue to be collected by the Town as required Communications Considerations Site plan applications submitted under Section 41 of the Planning Act do not require public notification. The Planning Application Status is available on the Town’s website and is reported to Council and updated quarterly. Link to Strategic Plan The proposed Site Plan Application supports the Strategic Plan goal of supporting an exceptional quality of life for all through its accomplishment in satisfying requirements in the following key objective within this goal statement: Strengthening the fabric of our community: Through the addition of 53 residential units, housing is provided in accordance with the objective to collaborate with the development community to ensure future growth includes housing opportunities for everyone. Page 126 of 161 June 1, 2021 12 of 12 Report No. PDS21-064 Alternative to the Recommendation 1. That Council provide direction. Conclusions The revised Site Plan has been reviewed in accordance with the policies of Provincial Plans, the Regional and Town Official Plans, the Town’s Zoning By-law and municipal development standards. Overall, Town staff are satisfied with the revised Site Plan and recommend that the Council’s 2018 approval in principle be maintained, subject to conditions listed herein. The majority of comments to date have been addressed by the applicant and any outstanding technical matters will be reviewed by the Town prior to final approval and execution of the Site Plan agreement. Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation Figure 3 – Existing Zoning By-Law Figure 4 – Previous Site Plan Figure 5 – Previous Conceptual Renderings Figure 6 – Proposed Site Plan Figure 7A-D – Proposed Building Elevations Figure 8A-B – Proposed Conceptual Renderings Figure 9 – Proposed Landscape Plan Previous Reports General Committee Report No. PDS18-070, dated June 19, 2018 Pre-submission Review Agenda Management Team review on May 13, 2021. Approvals Approved by David Waters, MCIP, RPP, PLE. Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 127 of 161 Metcalfe StreetVictoria StreetConnaught AvenueReuben StreetHa r r isonAvenueChurch StreetGurnettStreetYonge StreetTemperanceStreetMap created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2020, © First Base Solutions Inc., 2020 Orthophotography.¯St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington Rd0255075100MetresLOCATION MAPApplicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE 1SUBJECT LANDSPage 128 of 161 VictoriaStreetReuben StreetGurnettStreetChurch StreetTemperanceStreetYONGE STREET(;,67,1*2)),&,$/3/$1'(6,*1$7,21Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Base data provided by York Region & the Town of Aurora.¯0 1020304050MetresApplicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE 2St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington RdSUBJECT LANDSTHE AURORA PROMENADEExisting CommercialExisting Employment - Brownfield IndustrialEnvironmental ProtectionDowntown ShoulderDowntownSchedule A OPASchedule B1 Secondary Plan AreaPublic ParklandStable NeighbourhoodsExisting Major InstitutionalPrivate ParklandPage 129 of 161 Church StreetYongeStreetTemperanceStreetPD1(118)EP(117)PDS3(124)R7-SN(497)EPRA2PD1PDS1(322)PDS1(502)O1EPPD1(314)PDS1EP(315)RA2Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Base data provided by York Region & the Town of Aurora.¯0 1020304050Metres(;,67,1*=21,1*%</$:'(6,*1$7,21Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE 3SUBJECT LANDSSecond Density Apartment ResidentialRA2Zoning LegendRESIDENTIAL ZONESOPEN SPACES ZONESEnvironmental ProtectionEPPROMENADE ZONESPromenade DowntownPD1Promenade Downtown Shoulder - Central CommercialPDS1Promenade Downtown Shoulder - InstitutinalPDS3Page 130 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Drawing provided by RAW Design.35(9,2866,7(3/$1Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREPage 131 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 28, 2018. Drawing provided by RAW Design35(9,286&21&(378$/5(1'(5,1*6Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREPage 132 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Drawing provided by RAW Design.352326('6,7(3/$1Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREPage 133 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Drawing provided by RAW Design.352326('%8,/',1*(/(9$7,216Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREAEast Block - West ElevationEast Block - East ElevationPage 134 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Drawing provided by RAW Design.North Block - South ElevationNorth Block - North Elevation352326('%8,/',1*(/(9$7,216Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE%Page 135 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Drawing provided by RAW Design.South Block - North ElevationSouth Block - South Elevation352326('%8,/',1*(/(9$7,216Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE&Page 136 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 5, 2021. Drawing provided by RAW Design.North & South Blocks - West Elevation352326('%8,/',1*(/(9$7,216Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE'Page 137 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Drawing provided by RAW Design352326(' &21&(378$/5(1'(5,1*6Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREAPage 138 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Drawing provided by RAW Design352326(' &21&(378$/5(1'(5,1*6Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGURE%Page 139 of 161 Map created by the Town of Aurora Planning and Building Services Department, May 3, 2021. Drawing provided by RAW Design352326('/$1'6&$3(3/$1Applicant: Silhouette Aurora Inc.Application: SP-2018-03FIGUREPage 140 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS21 -012 Subject: Alternative Locations for the Aurora Family Leisure Complex (AFLC) Skateboard Park Prepared by: Sara Tienkamp, Manager, Parks & Fleet Department: Operational Services Date: June 1, 2021 Recommendation 1. That Report No. OPS21-012 be received; and 2. That the condition on the approval of Capital Project No. 72281 – AFLC Skate Park Reconstruction in the amount of $1,195,000 be lifted and the project proceed. Executive Summary This report provides information on potential alternative locations for the replacement AFLC skatepark that may be suitable for construction of a new skateboard park:  Parkland and existing Recreation building locations identified for potential future skate park construction  Building renovations at the AFLC in 2013 focused on providing amenities for youth including a skateboard park  Skatepark to be reconstructed at AFLC and remain in its current location  Staff inspected skatepark in April prior to the 2021 season for deficiencies and safety concerns Background In 2018, the Community Services Department retained the services of an engineering consultant to investigate the deterioration and provide remedial alternatives and associated costs. The research found critical deficiencies related to design and construction. As such, the consultant recommended the Town replace the skate park Page 141 of 161 June 1, 2021 2 of 7 Report No. OPS21-012 and provided a budget cost estimate of $400,000-600,000 for the reconstruction of the structure to ensure safe, long term, recreational use of the facility. In June 2019, Council approved Report No. OPS19-016 to lift the conditional approval of Capital Project No. 72281 AFLC Skate Park Reconstruction for $600,000. Following the approval, staff developed a survey to engage the users regarding the skate park facility to explore the use of amenities and potential improvements to enhance the overall experience. Improvements included lighting for safety in evenings, shade structure and water bottle filling station. Information was included in the RFP to retain a consultant to design and prepare tender documents for construction. Preliminary cost estimates from consultant for the reconstruction exceeded the allotted budget funding significantly. Replacement of concrete surface was estimated at $550,000 not including the removal of original concrete, drainage works, and additional amenities requested by users. As part of the 2021 Capital Budget, staff requested a $520,000 increase to the total approved budget authority for Project #72281 AFLC Skate Park Reconstruction. Council did not approve the requested increase and instead asked staff to report back on alternative locations for the construction of a new replacement skate park and the potential for a parking area to be constructed at the ALFC, where the existing skate park sits, should it be relocated. Analysis Staff investigated three (3) sites for the potential construction of a new skate park:  Aurora Community Centre (ACC)  Stronach Aurora Community Centre (SARC)  Stewart Burnett Park All sites have advantages and disadvantages, as it relates to suitability and is illustrated in Table 1: Page 142 of 161 June 1, 2021 3 of 7 Report No. OPS21-012 Table 1: Alternative Locations Location Advantages Disadvantages ACC -not in immediate proximity to residential homes -user safety increased, Town staff on site in case of emergency -limited noise concerns - easily programmed by Recreation staff as it would be very accessible by staff -Removal of large area of parking lot to accommodate amenity -redesign of parking lot and flow of traffic -limited locations on site accommodate the amenity as majority of lot in flood plain - recently upgraded parking lot which includes extensive features for storm water collection through LID’s and raingardens. -Fleury Park immediately adjacent and parking lot already facilitates numerous park amenities (soccer/ball/tennis) in addition to arena use Stewart Burnett Park -open space available in park north of existing artificial turf field - storm infrastructure available and easily accessible -immediate proximity to residential homes bordering park and across the road. -noise from skate park would impact residents and potentially soccer pitch - additional fencing required to keep soccer balls out of skatepark, as balls are regularly sent out of bounds at endzones. - traffic/parking demands increased in area, 80 car lot adjacent currently facilitates playground/splashpad/ball/soccer - lighting of skatepark would increase light exposure of residents (turf currently light) Page 143 of 161 June 1, 2021 4 of 7 Report No. OPS21-012 - not easily programmed by recreation staff skatepark would be in park and not close to SARC SARC -not in immediate residential home proximity -user safety, Town staff on site in case of emergency -easily programmed by Recreation staff as it would be very accessible by staff. -large area of existing parking lot required to accommodate amenity -redesign of parking lot and flow of traffic - could include significant costs to tie into underground infrastructure depending on location on site -Stewart Burnett Park immediately adjacent and parking lot already facilitates numerous park amenities (soccer/ball/tennis) in addition to arena use and acting as the southern access point to the David Tomlinson Wildlife Park. Building renovations at the AFLC in 2013 focused on providing amenities for youth including a skateboard park. The AFLC redesign included many amenities for youth and was designed to provide a safe place for youth to gather and engage. The complex is home to The Loft, a full-sized gym, climbing wall and the skatepark, in addition to all the other family amenities in the building. With this full complement of opportunities, it provides Recreation staff the ability to interact/engage with this age group and provide meaningful programming. Skatepark to be reconstructed at AFLC and remain in its current location. Removal of the skate park would allow for additional parking, however the current location of the skate park and other activities available that focus on youth, suggests the most logical location for the skatepark is for it to remain at the AFLC in its current location. In addition, the location is central to Town, outside of a residential area where noise is a significant factor and relocating the skateboard park would increase costs for Page 144 of 161 June 1, 2021 5 of 7 Report No. OPS21-012 infrastructure servicing and excavation of materials. The disadvantages of the other locations also outweigh the advantages. The current location is best suited for the reconstruction of the skate park facility. Staff inspected skatepark in April prior to the 2021 season for deficiencies and safety concerns. Parks staff inspected the facility in April and as expected the cracking, delaminating of the concrete surface and pooling of water continues, increasing the risk of injury to users. Mitigation of the deficiencies carry on through patching and grinding of the concrete deficiencies, utilizing various measures and methods to help alleviate the ongoing problems and reduce risk to users. The skate park condition will continue to be inspected and monitored daily, April through November by park staff ensuring the facility is safe for use as per the Park Maintenance Standard Service Levels. Advisory Committee Review Preliminary skate park construction designs will be presented to the committee for comment once capital project is approved by Council. Legal Considerations The Town has a duty to maintain the Skate Park. Failure to do so may result in claims against the Town. To date, the Town has not received any claims regarding the Skate Park. Financial Implications Staff recommend that the replacement skate park be constructed at the AFLC as originally planned. It is estimated that the total cost for the replacement skate park will be equivalent to what was presented to Council as part of the 2021 capital budget. To date total capital budget authority of $675,000 has been approved by Council for Capital Project No. 72281, AFLC Skate Park Reconstruction. It is recommended that Page 145 of 161 June 1, 2021 6 of 7 Report No. OPS21-012 Council approve total budget authority of $1,195,000 for this project, representing an increase of $520,000 to be funded from the Parks Repair & Replacement Reserve. Communications Considerations No communication implications at this time. Should there be any closures in the future, the Town of Aurora will inform the public of by posting to social media, the Town website and having appropriate signage at the site. Link to Strategic Plan Skateboard Park facilities support the Strategic Plan Goal of Supporting an Exceptional Quality of Life for All, by encouraging an active and healthy lifestyle. Develop a long-term needs assessment for recreation programs, services, and operations to match the evolving needs of the growing and changing population. Alternative(s) to the Recommendation 1. Council may choose not to approve Capital Project No 72281 for the replacement of the skate park as part of the 2021 Capital Budget and ask that the project be placed in a future year of the 10 yr. Capital Plan. This will pose ongoing safety concerns and lead to the potential closure of the facility when the deficiencies cannot be effectively managed to mitigate risk. Conclusions Staff recommend that the AFLC Skate Park remain in its current location at the AFLC. This location is best suited for the amenity as this community building has a strong focus on youth activities. It is recommended that AFLC Skate Park reconstruction project proceed, and the requested incremental budget authority of $520,000 be approved. Attachments Attachment #1 Capital Project No.72281 – AFLC Skate Park Reconstruction Page 146 of 161 June 1, 2021 7 of 7 Report No. OPS21-012 Previous Reports OPS-19-016 AFLC Skate Park, June 18, 2019 Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by Allan Downey, Director of Operations Approved by Doug Nadorozny, Chief Administrative Officer Page 147 of 161 Attachment 1 Page 148 of 161 Page 149 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS21 -013 _______________________________________________________________________________________ Subject: Future Off Leash Dog Park Locations Prepared by: Sara Tienkamp, Manager, Parks and Fleet Department: Operational Services Date: June 1, 2021 _______________________________________________________________________________________ Recommendation 1. That Report No. OPS21-013 be received; and 2. That staff include the Engelhard Nursery property in the 10 Year Capital Plan for construction of a future Off Leash Dog Park with trail connection to Sheppard’s Bush/Tim Jones Trail System. Executive Summary This report provides Council with information associated with a potential future Off-Leash Dog Park locations:  Land in non–residential areas identified for potential Off-Leash Dog Park facilities  Engelhard Nursery location will provide a natural park experience for users and their pets with potential for multiple access points  Existing tree nurseries off Edward Street and Industrial Parkway will continue to function as a source of tree planting stock Background Off-Leash Dog Parks are recommended within The Parks and Recreation Master Plan and are in demand by the public. Staff have introduced off leash amenities into park design but continually they are met with opposition from the neighbouring residents. On January 26, 2021 Council approved a motion: Page 150 of 161 June 1, 2021 2 of 4 Report No. OPS21-013 That staff report back on potential locations for off leash parks in non-residential areas at a future General Committee meeting. Analysis Land in non–residential areas identified for potential Off-Leash Dog Park facilities. Potential locations for off-leash parks in Aurora have been presented by staff on numerous occasions and each time they are met with opposition from the public as town parks are bordered by residential homes. As a result, Council directed staff to investigate off-leash park locations in non- residential areas. There are limited areas that do not abut residential homes in Aurora, however staff have identified three (3) properties south of Wellington Street, that may be suitable (Attachment 2): A. Engelhard Town Tree Nursery (close to Hallmark Lands and new ballpark) B. Edward Street Town Tree Nursery (adjacent to old Jack Woods House) C. Industrial Parkway Town Tree Nursery (adjacent to Aurora Community Garden) Currently all three (3) locations have trees growing on them that are utilized for Town tree planting, with staff actively transplanting trees from these nurseries for planting projects. One of these locations could be repurposed to create a dog park. All locations would require capital investment in grading, fencing, and entry point controls for users. Two locations (Edward St. and Industrial Pkwy.) can facilitate parking lots. Engelhard Nursery location will provide a natural park experience for users and their pets with potential for multiple access points. The Engelhard Nursery location is a large parcel of land (10.1ha.) with a tree nursery currently occupying approximately .20 ha. of the available land. The land includes varied terrain, made up of grassland/wood lot/level plateau/slopes, therefore it is not the best use of land for a nursery. This potential off leash park location would be left natural with mowed trails and wood chip footpath through the woodlot. Other municipalities (Barrie) have natural setting off- leash dog parks in trials/open spaces. While it cannot facilitate a parking lot, it can provide for multiple access points from Engelhard Drive, Vandorf Side Road, and potential access through new trail development to Sheppard’s Bush/Tim Jones Trails. The Engelhard access point is very close (150 m) to the Hallmark Lands and the new parking lot for the park, which would allow for parking. Page 151 of 161 June 1, 2021 3 of 4 Report No. OPS21-013 Existing tree nurseries off Edward Street and Industrial Parkway will continue to function as a source of tree planting stock. Staff will continue to utilize both nurseries to grow tree planting stock for transplanting into Parks and on municipal boulevards in the Town. Access to these plots is easily accessible for equipment/maintenance activities and maximizes the footprint of the land for planting, unlike the Engelhard property. Advisory Committee Review The Community Advisory Committee previously provided support off- leash park development through reports, CAC19-003 Future Off Leash Dog Park Locations, October 10, 2019 and OPS20-006 - Non-Programmed Park Design. Legal Considerations None Financial Implications Should Council approve the recommended future off lease dog park to be located on the town’s Engelhard property, staff will insert a new related capital project into the 10- year capital plan for Council’s future consideration. When appropriate, Council will be presented with a detailed business case for this project which will detail its financial implications and funding sources. It is anticipated that this project will have both capital and operating budget financial implications. Communications Considerations There are no communications considerations at this time. Link to Strategic Plan The Off-Leash Dog Park supports the Strategic Plan Goal of Supporting an Exceptional Quality of Life for All, by encouraging an active and healthy lifestyle. Develop a long-term needs assessment for recreation programs, services and operations to match the evolving needs of the growing and changing population. Page 152 of 161 June 1, 2021 4 of 4 Report No. OPS21-013 Alternative(s) to the Recommendation 1. Council may provide further direction. Conclusions Staff recommend the Engelhard property for a future Off Leash Dog be included in the 10-year Capital Plan for future capital development consideration. Attachments Attachment 1 – Off leash Dog Park Locations Previous Reports CAC19-003 Future Off Leash Dog Park Locations, October 10, 2019 OPS20-006 Hartwell Way Non-Programmed Park Design, April 28, 2020 OPS21-001 Hartwell Way Non-Programmed Park – Public Consultation, January 26, 2021 Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by Allan D. Downey, Director of Operations Approved by Doug Nadorozny, Chief Administrative Officer Page 153 of 161 Attachment 1Page 154 of 161 Page 155 of 161 Page 156 of 161 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS21 -014 Subject: Parkland Naming Prepared by: Sara Tienkamp, Manager, Parks & Fleet Department: Operational Services Date: June 1, 2021 Recommendation 1. That Report No. OPS21-014 be received; and 2. That Council approve the selection of names for three (3) Town of Aurora parks as presented. Executive Summary This report is to provide Council with information and recommendations associated with the naming of parkland:  Public Facilities Naming Policy 1997 provides guidelines to naming of parkland  Historical and geographic connections to parkland blocks with no formal name designation Background Three (3) different park blocks in the Town are unnamed, of which, one (1) has been developed and two (2) are anticipated to have construction completed in 2021/22. In accordance with corporate policy on naming of facilities and parks, staff has compiled a list of suggested names to possibly be used in the naming of the parks with no formal designation. All the names presented have been researched by Cultural Services staff for their historical significance as original landowners or who had a prominent connection to the lands. Page 157 of 161 June 1, 2021 2 of 4 Report No. OPS21-014 Analysis Public Facilities Naming Policy 1997 provides guidelines to naming of parkland The Public Facilities Naming Policy 1997 ensures consistency in the recommendations being submitted for consideration. One of the goals outlined in the policy is to remember/retain the memories of past residents, facilities or events which depict our heritage. Specifically, staff are to consider the following guidelines when recommending naming parks, green spaces, and trails:  Geographic or historical significance of the specific location  Historical/prominent individuals/families/groups  Significant donation which was instrumental in making the parkland a reality  Program/Community related name which denotes an appropriate link to its function The eligible criteria when utilizing the geographic significance guideline, pertains to landowners that owned or lived on properties within the present or historic Aurora boundaries. The specific criteria to consider when recommending historical/prominent individuals or families is whether they have a historical connection to the Town’s heritage or in some way made a significant contribution to the Aurora community. Historical and geographic connections to parkland blocks with no formal name designation Provided are name suggestions for the parks and the historical family name connections to those lands: New Park Names Location 1 – Highland Gate Golf Course Lands (Golf Links Drive) Suggested Name Connection to Lands Park Status Highland Park In the early 1930s Alvin and Frances Morton purchased the land and establish a 9-hole golf course named the Aurora Golf and Country Club. In the late 1940s the course was expanded to 18-holes under new ownership - Colin S. "Pop" Nisbet, who changed the name to Highland Golf and Country Club Phase 1 completion 2021 Page 158 of 161 June 1, 2021 3 of 4 Report No. OPS21-014 Location 2 – Non- Programmed Park (Hartwell Way) Suggested Name Connection to Lands Park Status Bales Park Bales family owned the majority of lands Bayview Avenue to Leslie Street, 1854-1948 Completion 2022 Location 3 – Brookfield Parkette (Radial Drive) Suggested Name Connection to Lands Park Status Forsyth Parkette The Graham family and Forsyth family both owned the lands at different times between the years 1798 -1939. The town currently has a park named Graham Parkette. Complete 2017 Advisory Committee Review Not applicable Legal Considerations The suggested names have been selected in accordance with the corporate policy on the naming of parks. Financial Implications Sufficient capital budget authority is available for the construction of the required signage for these parks under Capital Project No. 73134 – Parks/Trail Signage Strategy and Implementation. Communications Considerations The Town will use “inform” as the level of engagement for this initiative. Once finalized, the names will be placed on signage and shared through the Town’s website and social media. Page 159 of 161 June 1, 2021 4 of 4 Report No. OPS21-014 Link to Strategic Plan The naming of parks supports the Strategic Plan goal of Supporting Environmental Stewardship and Sustainability for all through its accomplishment in satisfying requirements in the following key objectives within this goal statement: Encouraging the stewardship of Aurora’s natural resources: Assess the merits of measuring the Town’s natural capital assets. Alternative(s) to the Recommendation 1. Council may provide further direction. Conclusions That Council approve the suggested names proposed for the unnamed parkland. Attachments Attachment 1 – Parkland Name Locations Previous Reports None Pre-submission Review Agenda Management Team review on May 13, 2021 Approvals Approved by Allan Downey, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 160 of 161 1 Highland Gate 2 3 2-Non Programmed Park 3-Radial Dr. Parkette AUR...._ORA PARKLAND NAME LOCATIONS May 2021, Aurora, ON. Attachment 1 Page 161 of 161