AGENDA - General Committee - 20051101GENERAL COMMITTEE
AGENDA
N0.05-22
TUESDAY, NOVEMBER 1, 2005
7:00 P.M.
COUNCIL CNAMBERS
AURORA TOWN NALL
PUBLIC RELEASE
28/10/05
TOWN OF AURORA
GENERAL COMMITTEE MEETING
AGENDA
NO. 05-22
Tuesday, November 1, 2005
7:00 p.m.
Councillor Gaertner in the Chair.
I DECLARATIONS OF PECUNIARY INTEREST
II APPROVAL OF AGENDA
RECOMMENDED:
THAT the content of the Agenda as circulated by the Corporate Services
Department be approved as presented.
Ill DETERMINATION OF ITEMS REQUIRING SEPARATE DISCUSSION
IV ADOPTION OF ITEMS NOT REQUIRING SEPARATE DISCUSSION
V DELEGATIONS
VI CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION
VIl OTHER BUSINESS, COUNCILLORS
Vlll IN -CAMERA
None
IX ADJOURNMENT
General Committee Meeting No. 05-22 Page 2 of 7
Tuesday, November 1, 2005
AGENDA ITEMS
1. PW05-028 — Town of Aurora Roads — Condition Ratings and (pg. 1)
Reconstruction Funding
RECOMMENDED:
THAT Report No. PW05-028 dealing with the condition rating and
reconstruction funding for Town of Aurora roads:
• be received; and
• referred to the 2006 Budget discussions for a determination of the
appropriate Pavement Condition Index (PCI) at which the Town's
road network will be maintained: and
THAT staff be directed to prepare and submit the 10-Year Capital Road
Reconstruction Program (2006 — 2015) once Council has given direction
regarding the target PC] level at which it wishes to maintain the Town's
road network.
2. TR05-028 - Management of Hydro Proceeds (pg. 10)
RECOMMENDED:
THAT the first $920,000.00 of investment earnings from the Aurora Hydro
Sale Investment Fund be applied as current revenue in the 2006 annual
budget; and
THAT a by-law be enacted to approve the utilization of $920,000.00 of
earnings from investments in the 2006 budget.
3. Correspondence from Mr. David Crombie of the (pg. 15)
Canadian Urban Institute
Re: Urban Leadership Awards
RECOMMENDED:
THAT the Committee provide direction on this matter.
General Committee Meeting No. 05-22 Page 3 of 7
Tuesday, November 1, 2005
4. Correspondence from the Greater Toronto Area Clean Air Council (pg. 20)
Re: Proposal to establish the Greater Toronto Atmospheric
Fund (GTAF)
RECOMMENDED:
THAT correspondence be received as information.
5. Correspondence from the Federation of Canadian Municipalities (pg. 33)
Re: Canadian Coalition of Municipalities Against Racism
RECOMMENDED:
THAT correspondence be received as information; and
THAT the Town of Aurora join the Coalition of Municipalities Against
Racism.
6. CS05-032— RFP for Website Re -Design and (pg. 34)
Content Management System
RECOMMENDED:
THAT the Request For Proposal submitted by Protocol IS be approved for
the provision of the re -design and purchase of a content management
system for the Town website at a total cost of $68,130.
7. PL05-102 — Site Plan Application (pg. 47)
Suncor Energy Products Inc.
15612 Yonge Street
File D11-20-05-M
RECOMMENDED:
THAT Report PL05-102 be received as information.
General Committee Meeting No. 05-22
Tuesday, November 1, 2005
Page 4 of 7
8. PL05-103 — Zoning By-law Amendment Application
Removal of (H) Holding Prefix
Preserve Homes Corporation (Metrus)
Part of Lot 21, Concession 2, E.Y.S.
65M-3850, 65M-3851 & 65M-3852
File D14-15-05
RECOMMENDED:
(pg. 55)
THAT Council enact By-law 4715-05.D to remove the Holding (H) prefix
from Preserve Homes Corporation on the lands described as Plans 65M-
3850, 65M-3851 & 65M-3852 to allow the subject lands to be developed
for residential and business park purposes.
9. LS05-058 —Wellington Street East Urban Design Features (pg. 63)
RECOMMENDED:
THAT Council authorize an expenditure of up to $35,000.00 for
Engineering and Landscaping Consulting Services associated with Urban
Design enhancements proposed for Wellington Street East to Stantec
Consulting Ltd.
10. TR05-029 - Ontario Municipal Employees Retirement (pg. 66)
System Act, Bill 206
VXMQAIPilA01191a011
WHEREAS the provincial Standing Committee on General Government is
currently debating Bill 206, An Act to revise the Ontario Municipal
Employees Retirement System Act, and
WHEREAS the OMERS pension fund is currently equal to approximately
8% of Ontario's annual GDP; and
WHEREAS the OMERS pension fund serves approximately 900
employers and 355,000 diverse employee groups including: current and
former employees of municipal governments; school boards; libraries;
police and fire departments; children's aid societies; and, electricity
distribution companies; and
WHEREAS Ontario's municipalities and their employees depend on the
prudent management of the $36 Billion plan and to ensure that employees
and employers are paying for benefits they can afford; and
General Committee Meeting No. 05-22
Tuesday, November 1, 2005
Page 5 of 7
WHEREAS OMERS employer and employee members are facing an
increase in OMERS contributions in 2006 of approximately 9% as a result
of a significant deficit in the OMERS fund; and
WHEREAS the Bill includes significant, potentially costly and unnecessary
changes to the governance structure of OMERS including a Sponsors
Corporation structured to be governed by arbitration; and
WHEREAS the Bill would permit the creation of expensive supplementary
plans to provide optional enhanced benefits that will impose new collective
bargaining obligations on municipalities, the operating costs of which
cannot yet be fully assessed; and
WHEREAS the Province has a responsibility to study the potential impact
of the changes it is proposing and to share the results with employers and
employee groups; and
WHEREAS AMO and others have urged the government to consider the
potential implications of Bill 206 and to ensure the proposed policy
changes protect the interests of employers, employees and taxpayers;
and
WHEREAS the Government is moving in haste with a Bill, which in its
current form raises significant technical, public policy and economic
issues:
THEREFORE BE IT RESOLVED THAT Town of Aurora does not support
Bill 206, and requests the that the Government of Ontario reconsider the
advisability of proceeding with Bill 206 in its current form; and
FURTHER IT BE RESOLVED THAT MPP Greg Sorbara, Vaughn -King -
Aurora, the Honourable John Gerretsen, Minister of Municipal Affairs and
Housing, the Honourable Dalton McGuinty, Premier of Ontario, and the
Association of Municipalities of Ontario be advised that this Council does
not support proposed changes to the OMERS pension fund contained in
Bill 206; and
FURTHER THAT The Town of Newmarket and the Regional Municipality
of York be advised that this Council does not support proposed changes
to the OMERS pension fund contained in Bill 206.
11. Notice of Written Proceeding -York Region Electrical Supply (pg. 72)
RECOMMENDED:
THAT the Committee provide direction on this matter.
General Committee Meeting No. 05-22
Tuesday, November 1, 2005
Page 6 of 7
12. LS05-059 — Recommendation for Installation of Exterior (pg. 75)
Signage at the New Aurora Recreation Complex
RECOMMENDED:
THAT Council grant exemption to Sign By-law 4622-04 Section 12.3 and
12.3 c); and
THAT Council approve the procurement of a new pylon road sign
complete with programmable LED display at the new Aurora Recreation
Complex as per the results of Tender LS2005-91.
13. Memo from the CAO's Office (pg. 81)
Re: In -Camera Assembly to Discuss Naming Rights of the New
Recreation Complex
RECOMMENDED:
THAT the Committee provide direction on this matter.
14. PL05-104 — Prehearing Conference of the Ontario Municipal Board (pg. 82)
Respecting Appeals to OPA #17 & ROPA #3 Regarding the
Delineation of the Town's Urban Settlement Area
OMB Case PL980166, OMB File No. 0980052
RECOMMENDED:
THAT the Director of Planning request clarification from the Region of any
outstanding compliance requirements supporting the incorporation of Area
2C within the urban boundaries of the Town by Regional Official Plan
Amendment and the details of any outstanding requirements and that Staff
be authorized to take such action and proceed as required to achieve
compliance therewith; and
THAT the Chief Administrative Officer and Director of Planning convene a
meeting with representatives of the appellants and parties respecting
outstanding appeals/referrals to Regional Official Plan Amendment No. 3
and Town of Aurora Official Plan Amendment No. 17 with a view to
narrowing or eliminating matters before the Ontario Municipal Board for
disposition; and
THAT the Director of Planning report back to Council on the foregoing,
forthwith following the final report of the Area 2C Natural Features Study
or by the end of March, 2006, whichever is the earlier.
General Committee Meeting No. 05-22 Page 7 of 7
Tuesday, November 1, 2005
15. Memo from the CAO's Office (Pg. 95)
RECOMMENDED:
THAT the Terms of Reference for an Audit Committee attached to this
Report as "Schedule A" be adopted by Council as the operating mandate
and responsibilities of the Town of Aurora's General Committee acting in
its appointed capacity as the Town's Audit Committee.
GENERAL COMMITTEE NOVEMBER 1, 2005 qENRA AT
TOWN OF AURORA
i GENERAL COMMITTEE REPORT No. PWOS-028
SUBJECT: Town of Aurora Roads —Condition Ratings and Reconstruction
Funding
FROM: W. H. Jackson, Director of Public Works
DATE: November 1, 2005
RECOMMENDATIONS
THAT Report No. PW05-028 dealing with the condition rating and reconstruction
funding for Town of Aurora roads;
• be received; and
referred to the 2006 Budget discussions fora determination of the appropriate
Pavement Condition Index (PCI) at which the Town's road network will be
maintained; and
THAT staff be directed to prepare and submit the 10-Year Capital Road
Reconstruction Program (2006 — 2015) once Council has given direction regarding
the target PCI level at which it wishes to maintain the Town's road network.
BACKGROUND
The Town has for several years planned its' road reconstruction projects based on a 10-
year program. The two basic inputs to the program are:
➢ the condition rating of the roads; and
➢ the available funding.
COMMENTS
The purpose of this report is to update Council on the overall condition of our road system
and to present information related to the funding requirements to maintain the Town's road
network.
1.0 Pavement Management System
Pavements, like all infrastructure assets, begin to deteriorate from the moment of
construction throughout their design life. The methodology the Town has used since 2002
to rate the condition of its pavements is called the Pavement Condition Index (PCI). This is
a visual evaluation method that was developed by the US Army Corps of Engineers.
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 2 - Report No. PW05-028
The PCI is a 0 to 100-scale measurement of pavement condition based on the theory that
road deterioration dynamics manifest themselves in the surface of the pavement. This is a
low -tech, non-proprietary objective technique that is widely accepted for evaluating
pavement condition. Nineteen distress factors including, among others, alligator cracking,
bleeding, edge cracking, potholes, rutting, block cracking, patching and utility cut patching
are identified, rated for severity and measured for quantity. Points are then deducted from
100 (new, perfect pavement) depending on the severity and density measured for the
various distress factors.
The PCI methodology is a fast and accurate way to effectively evaluate pavement
conditions for the purpose of planning for capital improvements and maintenance.
Experience with the PCI methodology across North America has resulted in a generally
accepted grouping of projects into five categories as listed below in Table No. 1.
Table No. 1: PCI Value versus Condition Category
PCI VALUE
CONDITION CATEGORY
0 — 40
Poor to Failed
41 — 55
Fair
56 — 70
Good
71 — 85
Very Good
86 — 100
Excellent
Although using only a single average number to describe the overall condition of a road
network is simplistic, it is still an excellent method of obtaining a quick and relatively easily
understood snapshot of the pavement condition of Aurora's road network. Staff are of the
opinion the residents of Aurora would not likely agree to a situation where the aim is to
maintain our road system at a "Fair" or lesser condition. On the other hand, to strive to
maintain our system at an "Excellent" rating would be prohibitively costly. Accordingly, it is
believed the "Good" to "Very Good" categories are the condition rating we should be
aspiring to.
The PCI data is entered into a computerized Pavement Management System, known as
InfraPave, and based on the PCI data, budget inputs, construction costs, and otherfactors
InfraPave generates a recommended road reconstruction program
2.0 Condition Rating of Aurora's Road Network
When the PCl/InfraPave pavement management system was implemented in 2002, every
paved Town road was inspected and rated. The results of the inspections indicated that in
the summer of 2002 the overall average PCI rating forthe Town's road network was 72 or
"Very Good".
To maintain the model, it is necessary to re -inspect the roads periodically to generate new
iGENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 .3- Report No. PW05-028
PCI's. This allows for the refinement of the predictions the model generates and greater
accuracy on the rate of deterioration of the Town's roads. The re -inspections also allow for
things the model could not predict (utility cuts made since the last inspection, amount of
maintenance work, etc.) to be assessed and factored into the model.
The Town's road network was re -inspected during the summer of 2005, and the results of
the new inspections show that the overall PCI rating of the network has decreased to 65 in
the 3 years between the two inspection cycles. Again, based on experience across North
America, a rating between 56 and 70 is considered to be "Good".
3.0 Construction Costs
Over the last two years there has been a rapid increase in construction costs, much of
which is attributed to the excellent economy in the GTA, which is keeping contractors busy,
and the rapid increase in the cost of oil. As an example, the Ministry of Transportation's
Fuel Cost Index for the price of diesel fuel in the Toronto area rose 28% from September
2004 to September 2005 and was up 74% over the past 2 years.
Based on the above factors, staff is assuming an approximate 30% increase in
construction costs for most types of projects for 2006 over the estimates that were used in
the last version of the 10-Year Plan.
4.0 Historic Funding Levels
The Capital Road Reconstruction Budget for the Town over the past 5 years is as shown
below:
• 2001 - $1.14M
i 2002 - $1.16M
2003 - $1.27M
• 2004 - $1.30M
• 2005-$1.45M ($0.99M from current levy plus $0.46M from the Municipal Capital
Reserve).
As can be seen, the Capital Roads budget has been increasing over the past several
years. However, the increases have not been sufficient to fund the road reconstruction
program at the level necessary to keep the overall condition of the road network from
declining as noted under Section 2.0 above.
In 2002, it was estimated that the 10-year cost to maintain the road network at the then
current PC] level of 72 would be $19.2M. The road reconstruction portion of the 10-Year
Plan was based, however, on spending a total of $16.9M, for a shortfall of $2.3M over the
10-year period. The reason for this is that the road reconstruction budget was assumed to
increase from the then -current level of $1.16M to $1.9M by 2009, in order to lessen the
impacts on the tax rate. The funding levels assumed in the 2003-2012 version of the 10-
Year Plan were as shown below in Chart 1.
3
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 4 - Report No. PW05-028
Chart 1: 2003 -2012 Road Reconstruction Funding
Assumed in 2003
$2,200,000
$2,000,000
$1,800,000
87
:a
$1,600,000
lL $1,400,000
$1,200,000
$1,000,000
0
L°& ry°& L°^°
Date
— — •Yearly Funding Assumed
Funding Required to
Maintain Current PCI
Chart 1 shows that the Town acknowledged the need to increase funding for road
reconstruction but that the funding levels from 2003 to 2009 would not be sufficient to
maintain the then current PCI level.
In fact, it was recognized at the time that the funding shortfall over the 10-year period
would result in a decrease in the overall network PCI from 72 in 2003 to a predicted 68 in
2012
5.0 Current Funding Levels
The current inspections place the overall PCI at 65, which is a significant drop from a PCI
of 72, and is attributable to the early years where the largest under funding occurs, as
shown in Chart 1.
To maintain this PCI level over the next 10-year period it is estimated that road
reconstruction spending must be $27.OM, or an increase of 55% over the currently
assumed level. Including the other items that are funded through the Capital
reconstruction budget, such as Development Charges projects to construct sidewalks on
regional roads and a portion of the salaries of the Public Works staff, the 10-year funding
for the Capital program must increase to $28.8M.
Continuing with the funding assumptions that were utilized in creating the last version of
the 10-Year Plan and acknowledging the higher level of funding now required to maintain
the current PCI level of 65 will result in a funding scenario as shown in Chart 2.
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 5 - Report No. PW05-028
Chart 2: 2006 - 2015 Funding using Current
Funding Assumptions
$3,000,000--_......_�
$2,800,000
$2,600,000
$2,400,000 p) $2,200,000 — —Yearly Funding
0— $2,000,000 Assumed
$1,800,000 Funding Required to
t? $1,600,000 / Maintain Current PCI
$1,400,000
$1,200,000
$1,000,000
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Date
As can be seen from Chart 2, the Town will expend approximately $21.OM overthe next 10
years using the current funding model, with $19.2M of that being for capital road
reconstruction projects. Consequently, we are again looking at an under funding situation,
this time in the order of $7.8M over the 10 year period.
Continuing with the current funding model will result in the network's overall PCI decreasing
to a predicted 61 by 2015.
6.0 Solutions
An increase in proactive maintenance activities will help, and staff is taking steps to
increase our maintenance programs. Some crack sealing has already been done this year
and a major crack sealing contract is scheduled to go to Council for approval by the end of
2005.
However, the overall problem is that the Town simply does not rebuild enough roads to
prevent the overall condition of the network from deteriorating. The implications of this
shortfall have become more apparent to staff as they have worked with the prediction
model over the last couple of years and while doing so gained a greater understanding of
how the overall road network functions.
6.1 2006 Capital Road Reconstruction Program
The projects contained in the draft 2006 Capital Budget that Council will shortly be
considering are those planned for 2006 in the last version of the 10-Year plan (Report
No. PW04-019), with the following exceptions:
5
iOENERAL COMMITTEE NOVEMBER 1, 2006
November 1, 2005 - 6 - Report No. PW05-028
1) Council approved as part of the 2005 Capital Budget the reconstruction of a portion
of Fairway Drive, Glenview Drive, Eldon Crescent and a portion of Devlin Place, but
deferred the construction of the project until 2006 pending resolution of the request
for traffic calming on Fairway Drive. Given the increases in construction prices
discussed above, staff must request an increase in the budget for this project.
2) Moorcrest Drive from Batson Drive to Attridge Drive was previously scheduled for
2006 reconstruction. Upon closer review, staff came to the conclusion that only a
short section of Moorcrest Drive adjacent to Batson Drive actually requires
reconstruction. The project was therefore not included in the 2006 Capital Budget,
and the short section of Moorcrest Drive that does require reconstruction will be
included with Batson Drive when Batson is reconstructed in a future year.
The projects that are included in the draft 2006 Capital Budget are the following:
1) Reconstruction of Hill Drive;
2) Reconstruction of Mark Street, Cedar Crescent, Oak Court, and Birch Court;
3) Construction of sidewalks, bikeways, and illumination along Wellington Street from
Bayview Avenue to the new Recreation Centre;
4) Funding for various traffic calming construction projects; and
5) Portions of the salaries of the Public Works staff involved in the Capital Program.
The design of the three main projects (1 to 3 above) is underway and all should be
ready for tender in early 2006 pending Council approval of the Budget.
The current levy cost for the 2006 capital roads program, as contained in the draft 2006
Capital Budget, is $1,971,000.
6.2 Funding for Remainder of 2006 — 2015 Program
As can be seen in Charts 1 and 2, one of the main problems with gradually increasing
funding for the road reconstruction program is gapping. While the budget will
eventually reach the desired target level, there will be a large shortfall built up during
the years it takes to reach the target level.
For this reason, it is proposed to increase the capital road reconstruction budget rapidly
over a 2 year period in order to reach the target level of spending in 2008. For 2009
and future years, funding would increase at the rate of inflation. Based on the above,
the proposed funding for the 2006 — 2015 period is shown below in Chart 3.
ICENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 .7. Report No. PW05-028
Chart 3: Proposed 2006 - 2015 Capital Funding
$3,500,000
$3,000,000 i _
-. � -Yearly Funding
rn Assumed
$2,500,000
c
3 $2,000,000 Funding Required
LL, to Maintain Current
$1,500,000 PCI
$1,000,000
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FINANCIAL IMPLICATIONS
To maintain the Town's road network at the current overall PCI level, spending must
increase to $28.8M over the next 10 years.
In general, these funds are obtained from the current levy portion of the budget. However,
the Town will shortly start receiving some revenues from the Federal government underthe
fuel tax rebate program. These revenues can be applied to certain types of projects,
including the Capital Reconstruction Program, as long as they are not used to lower the tax
rate. Given that it is proposed to significantly increase the road reconstruction budget over
the next 10-year period, application of the gas tax revenue to our road reconstruction
program would, it is believed, fall under the criteria for this rebate which will help to reduce
the additional funding that will be required if the Town's road network is to be maintained at
its current level.
OPTIONS
Council must decide at what condition level it wishes to see the Town's road network. As
noted in this report, the existing pavement condition rating for the Town is 65. This is
considered to be in the "Good" category but staff is of the opinion that residents and
business people of the Town would not like to see this rating deteriorate much further.
Staff have received an increasing number of complaints over the past few years about the
poor condition of the Town's roads, and anticipate this will only increase if the condition of
the network is allowed to deteriorate further.
U
JOENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 8 - Report No. PW05-028
There is a direct relationship between the PCI rating and the cost to maintain that rating.
Options for target PCI levels that Council may wish to adopt, and the associated 10 year
funding required to achieve those levels, are shown in Table 1.
Table 1 — Target PCI Levels and Associated Funding Requirements
* Does not include $1.8M required for DC Droiects and salaries
CONCLUSIONS
Although the actual amount approved for a particular year's road reconstruction program is
subject to approval by Council during deliberations for the budget for the year, it is
necessary to have an overall model of how much funding will be available overthe years to
allow for proper on -going road reconstruction planning.
As has been shown in the body of this report, the overall condition of the Town's road
network is deteriorating because of the shortfall in funding for road reconstruction.
Although Council has, in the past, acknowledged this problem and is working toward an
increased road reconstruction budget, two factors have combined to adversely impact road
reconstruction funding and hence our overall pavement condition rating. The first factor is
the gap that exists, especially in the early years of our 10-year plans, between the funding
required and the funding provided. In an effort to minimize the adverse impact of increases
in road reconstruction funding, Council has "ramped" up this portion of the budget to
achieve the required funding level over a period of up to 8 years. Prior to attaining the
required funding level, however, there is a yearly shortfall and this is reflected in the
reduced pavement condition rating or a deterioration in the condition of our road network.
The second factor is the huge jump in prices experienced for road reconstruction projects
in recent years. A very busy construction sector in the GTA and significant increases in oil
prices particularly over the last year, have driven this price increase. This price increase
makes it much harder to "catch-up" with our road reconstruction funding requirements.
Our present overall pavement condition rating for the Town is 65. This is in the middle of
the range that has generally been considered "Good" over the various North American
users. To maintain this level over the next 10 years, road reconstruction funding will need
to be increased to $28.8M or an average yearly expenditure of $2.88M.
Once Council has given direction on the target PCI level that is to be used in preparation of
the 10-Year Capital Road Reconstruction Plan (2006 — 2015), staff will prepare and submit
the Plan for Council's consideration.
]GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 9 - Report No. PW05-028
LINK TO STRATEGIC PLAN
Goal "C" speaks to continuing the well -planned moderate growth of the Town. This goal is
supported by the "Strategic Action" stating that Council will "incorporate measures into
Town policies and programs which contribute to a safe living and working environment'.
The Strategic Plan includes the action to "address matters affecting public safety, property
and the environment and will formulate specific measures to deal with them."
ATTACHMENTS
None.
PRE -SUBMISSION REVIEW
Management Team Meeting — October 26, 2005
Prepared by: David Atkins, Manager of Engineering Services, ext. 4382
W. A Jackson
Director of Public Works
GENERAL COMMITTEE NOVEMBER 1, 2005
TOWN OF AURORA
GENERAL COMMITTEE REPORT
SUBJECT: Management of Hydro Proceeds
FROM: L. John Gutteridge, Director of Finance/Treasurer
DATE: November 1, 2005
RECOMMENDATIONS
No. TR05-028
THAT the first $920,000.00 of investment earnings from the Aurora Hydro Sale
Investment Fund be applied as current revenue in the 2006 annual budget.
THAT a By-law be enacted to approve the utilization of $920,000.00 of earnings
from investments in the 2006 budget.
BACKGROUND
At your June 28, 2005 Council meeting a report was presented dealing with the disposition
of the funds to be obtained from the sale of the shares of the Aurora Hydro Connections
Limited to PowerStream Inc.
At that meeting Council adopted the following:
THAT a By-law be enacted to establish a special Reserve Fund to be named "Aurora
Hydro Sale Investment Fund", for the sole purpose of receiving and upon amendment,
re -allocating the net proceeds from the sale of the shares of Aurora Hydro Connections
Limited to PowerStream Inc.;
2. THAT before any re -allocation of funds can only be undertaken, Council approved
criteria must be established;
3. THAT the Director of Finance/Treasurer be authorized to invest available balances in
the Fund, from time to time, in accordance with the Town of Aurora's existing
investment policies;
4. THAT upon receipt by the Municipality, all proceeds for the sale of the shares of Aurora
Hydro Connections Limited be deposited in the Aurora Hydro Sale Investment Fund
along with all earned interest and any other revenue generated by the investment of
available balances existing in the Fund;
10
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 2 - Report No. TR05-028
5. THAT all cost associated with the merger/sale of Aurora Hydro Connections Limited,
upon validation by the Director of Finance/Treasurer, be recovered from the Aurora
Hydro Sale Investment Fund including but not limited to Legal Fees, Financing Costs or
Regulatory Charges
THAT existing Reserve Fund balances as at December 31, 2004 contained in Schedule
A attached to this report be left intact until a full examination of such Reserve Funds
has been undertaken in conjunction with the Consolidated Asset Management Review
and a subsequent report on the nature, scope and adequacy of these Funds have been
reviewed by Council in September 2005. It should be noted that Reserve Fund
Balances can only be spent, allocated or re -assigned for the express purpose that the
specific Reserve Fund was created for.
THAT any allocation of monies from the Aurora Hydro Sale Investment Fund to any of
the newly created Special Reserve Funds or any subsequent allocation from the newly
created Special Reserve Funds be done pursuant to a amending By-law enacted by no
less than a two thirds vote of the whole of Council;
8. THAT any allocation of monies from the Aurora Hydro Sale Investment Fund be done:
a) in accordance with criteria established by Council in conjunction with this by-law:
b) by amending the by-law;
c) by enactment of a) & b) by a vote of not less than 2/3 vote of the entire Council,
meaning that all members of Council be present in Council Chambers at the
time of the vote or the vote is to be deferred until the Council is sitting in its
entirety.
The purpose for this report is two fold the first to address Section 6 that specifies that staff
have a report to council and to keep you up to date of the current status.
The second reason for the report is to deal with a current matter that has budget
implications and the need to provide proper lead time so council may deal with the issue
pertaining to the Hydro Reserve Fund if there is a need.
COMMENTS
At the present time staff does not have the report completed the main reason forthis is we
do not have our 2004 audited financial statements, the final balances will be adjusted as a
result of the financial statements.
I would like to take this opportunity to remind council that the sale of the Hydro does have
an impact on our 2006 budget. In the financial section of this report I have outlined this
issue.
With regard to the Hydro proceeds I would like to suggest that there are a few things that
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 3 - Report No. TR05-028
Council should do before making any decision on the use of these funds. In looking at this I
realized that receiving this large sum of money from the proceeds of the sale of Aurora
Hydro can be a blessing or a curse. How these funds are managed from here will
determine how the ratepayers of the Town will judge.
I believe Council must review and revise your Strategic Plan and part of this process would
be to develop a long term operating and capital forecast.
As mentioned earlier in the report and further outlined in the Financial Implications section
you can see that the Sale of the Hydro has an immediate impact on the current budget this
will have to be considered in any long term decision and will have a large role in the final
decision.
Unfortunately it will take sometime for staff and council to complete the Strategic Plan and
the long term financial plan and at best guess depending on the desire of council sometime
into the new year.
We have to look at the impact of a number of areas this municipality will face some being:
1. The impact of the loss of the $920,000. annual interest.
2. Our hard services, buildings and other capital asset deficiencies of today and into
the future and what an influx of cash might do to long term sustainability.
3. What will happen to the tax levy once we have maximized our development
potential.
4. What would be the impact on our municipality in an economic decline.
OPTIONS
The loss of the interest on the promissory note as a result of the resolution passed and the
pending by-law council will be faced with a budget increase of approximately 4.75% in
2006.
Council must now consider ways to make up this loss of revenue and one of the
considerations is the interest that will be earned on the Hydro Proceeds. I bring this up at
this point because of the restrictions on how to free up the funds from the Aurora Hydro
Sale Investment Fund and the need to address this issue before the adoption of the 2006
Budget which we have scheduled for completion in December.
If it is council's desire in the short term to use the first $920,000. of interest as current
revenue for 2006 you should also be aware that this will limit the amount of the proceeds
that will be available for other uses.
12
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 4 - Report No. TR05-028
A second option is to wean the reliance of the revenue fund on the $920,000.00 by
increasing the levy by say 1 % a year which in turn would decrease the demand on the
interest by $193,000. per year. This would then free up eitherthe interest on investments
for other projects or the capital portion for other projects.
Finally you could do nothing and accept the increase in the levy in 2006 and thereafter.
FINANCIAL IMPLICATIONS
With the sale of the Aurora Hydro Connections Limited to PowerStream Inc. the Town will
receive approximately $34. million but we will also lose an annual revenue stream. For as
long as the municipality has owned Aurora Hydro we have received annual interest on a
promissory note with Aurora Hydro, in the sum of $920,000.. The result of this is that in
our 2006 budget we will no longer have this $920,000. interest from the promissory note.
This means we will have to find this money elsewhere in the budget with either an
increase in revenue, a decrease in expenditures, or the taxpayers will be faced with an
approximate 4.75% tax increase.
I bring this to your attention as I do believe it will have a large bearing on your discussions
in determining what to do with the proceeds from the sale and it is an issue that is facing
you in the 2006 budget deliberations.
Based upon current investment returns for shorter term investments itwould be reasonable
to project that the Hydro proceeds could earn $1,100,000.00. annually. An option to
alleviate the loss of interest on the promissory note is to have council pass an amending
by-law to authorize the use of the first $920,000. of earned interest of the Hydro Fund as
current revenue for 2006.
If you agree to this recommendation this would mean that you would have to have commit
$29,000,000. of the proceeds to investments based upon the current projected interest
rates.
CONCLUSIONS
N/A
LINK TO STRATEGIC PLAN
Goal "A" — To Maintain a Well Managed and Fiscally Responsible Municipality.
13
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 -.5 - Report No. TR05-028
ATTACHMENTS
PRE -SUBMISSION REVIEW
Prepared by: L. John Gutteridge, Director of Finance/Treasurer
L: o n utte ridge
Director of Finance/Treasurer Ext- 4111
ZZ
GENERAL COMMITTEE NOVEMBER 1, 2005
i.-_.IGENDA _..�.�_,�..F....�.....ITE .....s,,,�p ....u.._v....,.,,�,»..u.,..
-----Original Message -----
From: David Crombie [mailto:urbanleadershipawards@canurb,com]
Sent: Wednesday, October 19, 2005 3:39 PM
To: Info
Subject: Nominate a Leader!
Nominations for the Urban Leadership Awards are now open and we want to ask you to help us identify the
leaders in your community.
Help us bring recognition to your local leaders by submitting a nomination before our deadline on December 8,
2005. We also invite you to forward the nomination material to members of your community. Nominations
can be submitted for individuals, groups and organizations under any award category: City Renewal, City Soul,
City Livability, City Initiatives, City Youth and Local Heroes. All of the award categories and descriptions are in
the enclosed material. For additional information please visit www.canurb.com/awards.
Awards will be presented at the 3rd annual Urban Leadership Awards luncheon on Monday, June 5, 2006 in
Toronto. Don't miss this opportunity to celebrate our leaders!
If you have any questions please do not hesitate to call Robin Mednick at 416-365-0816 x283 or Emily Cornies at
extension 236.
Sincerely,
David Crombie
All Nominations Packages can be faxed or mailed to us at:
Canadian Urban Institute
555 Richmond St. W., Ste. 402
PO Box 612
Toronto, ON
M5V 381
10/24/2005 115
JOENERAL COMMITTEE NOVEMBER 1, 2005
Urban Leadership Awards
Nomination Package 2006
Canadian
URBAN
Institute
"The quality of urban life is rooted deeply in the quality and strength of its public realm. Education, healthcare,
social services, public transit, arts and culture, energy resources, public safety and security, justice, libraries,
environmental stewardship, roads, streets and public places have been the connecting tissues linking our
individual private worlds and fusing one generation to another. The public realm has been the glue that holds
the City together and the bedrock upon which it builds its prosperity, Its communities and its social peace."
David Crombie, President and CEO,
Canadian Urban Institute
The Canadian Urban Institute is proud to announce its third annual Urban Leadership Awards to be held on
Monday June 5, 2006 at the Fairmont Royal York Hotel in Toronto. The Urban Leadership Awards program,
generously supported by the Ontario Trillium Foundation, honours those that have made a profound and lasting
impact upon the public realm.
Nominations are open from September 8 to December 8, 2005 and may submitted for individuals, groups or
organizations under any of the following award categories:
City Renewal
Activities that renew, revitalize and restore our cities through advocacy that shapes policy on major
urban issues, thereby promoting attitudinal change, encouraging public participation and transforming
our urban landscape for future generations.
City Livability
Actions that make our cities more livable from finding new ways and means to improve our healthcare,
education and the environment to enhancing public places and spaces and instilling confidence about
our personal safety and security.
City Soul
Pursuits that inspire, inform, enrich and engage our collective spirits whether through the arts,
entertainment, heritage programs, sport and recreation, cultural exchange, or other initiatives.
City Initiatives
Innovative initiatives, within the past three years, that should make a significant impact on the public
realm.
City Youth
Outstanding contributions to any aspect of the public realm made by individuals under age 30.
Local Heroes
Individuals who have had a profound and lasting impact on the quality of life in their community or
neighbourhood,
Canadian Urban Institute
555 Richmond St. W., Suite 402
PO Box 612
"Toronto, ON M5V 3BI Canada
1 416-365-0816
€'W 416-365-0650
cui@canurb.com
www.canurb.com
Submissions and inquiries may be directed to
Robin Mednick
Director, Urban Leadership Awards Program
7 416-365-0816 x283
urban leadershipawards@canurb.com
1 /4
16
GENERAL COMMITTEE NOVEMBER 1, 2005
rem, I'tro
1f r
Canadian
URBAN
Institute
Instructions
uctions
Complete the following Nomination Form.
This portion of the Nomination Package provides contact information for the nominator and the
nominee. Please note that it is required that the nominee provide signed consent for their
nomination.
2. Complete the following Nominee Profile.
This portion of the Nomination Package enables you to profile the leadership contributions of the
individual, group or organization that you have nominated. Please follow the guidelines below to
ensure your nomination is complete.
• Select the award category that you feel best reflects the accomplishments of your nominee.
• Outline your nominee's contribution to the quality of urban life pertaining to the selected
award category. Please use a minimum of two pages.
• You are encouraged to include supporting material such as testimonials (no more than 3),
articles on your nominee (please reduce to 8 1/2 x 11) and/or other information that will be
helpful to the jury.
3. Send Nomination Package and all supporting material to the contact address below by
Thursday December 8, 2005.
The entire Nomination Package submitted, including Nomination Form, Nominee Profile, and
supporting material, should not exceed 10 single -sided (81/2 x 11) pages.
• Please do not use staples.
Thank you I
Please note: All nominations submitted last year for the 2005 ULA will be reconsidered for 2006.
Re -nominations are not required.
Canadian Urban Institute
555 Richmond St. W., Suite 402
PO Box 612
Toronto, ON M5V 3B1 Canada
416-365-0816
0 416-365-0660
cui@canurb.com
www.canurb.com
Submissions and inquiries may be directed to
Robin Mednick
Director, Urban Leadership Awards Program
) 416-365-0816 x283
urbanteaderslilpawards@oanurb.com
2/4
17
GENERAL COMMITTEE NOVEMBER 1, 2005
Nomination Form
Nominee Information
Nominee Name (Individual, Group or
Organization/Company (if applicable)
Title (if applicable)
Nominator Information
Nomination submitted by_
Organization/Company (if
Title (if applicable)
Date of Su
Consent of the nominee (required)
I agree to have my name submitted as a nominee for the Urban Leadership Awards 2006.
Signature of Nominee
Canadian Urban Institute
555 Richmond St. W., Suite 402
PO Box 612
Toronto, ON M5V 3B1 Canada
J 416-365-0816
8! 416-365-0650
cul@canurb.com
www.canurb.com
Date
Submissions and inquiries may be directed to
Robin Mednick
Director, Urban Leadership Awards program
J 416-365-0816 x283
urbanleadershipawardq@canurb.com
0
Canadian
URBAN
Institute
3/4
18
IGENERAL COMMITTEE NOVEMBER 1, 2005
Canadian
URBAN
Institute
Nominee Name
Award Category
Please select one:
❑ City Renewal ❑ City Livability ❑ City Youth
❑ City Soul ❑ City Initiatives ❑ Local Heroes
Please note:
- The jury reserves the right to consider the nominee in any and all categories.
- If you would like your nominee to be considered under the category "City Youth", he/she must
meet the eligibility criteria being that he/she is under the age of 30 as of December 8r", 2005.
Nominee Profile
Please follow with a minimum of two pages detailing your nominee's accomplishments.
Canadian Urban Institute
555 Richmond St. W., Suite 402
PO Box 612
Toronto, ON A5V 3B1 Canada
416-365-0616
0 416-365-0650
cui@canurb.com
www.canurb.com
Submissions and inquiries may be directed to
Robin Mednick
Director, Urban Leadership Awards Program
t 416-365-0816 x263
u rbanle aders h ipawards@cane rb. co m
4/4
19
pp !i /to / A)
GENERAL ,COMMITTEE NOVEMBER 1, 2005 � aGeP11DA ITEM
r�M
&TOR® Atmospheric Fund
October 11, 2005 . alp€ z)
Mayor Tim Jones
100 John West Way
Aurora, ON L4G 6J1
Dear Mayor Jones,
ClehnMr
C O U N C I L
MA'Y.'^ORS OFFICE
COPiES CIRCULATED TO:
C.A.O.
Dir. of Building Admin.
Dir. Of Corp. 3erv.
Dir. Of Leisure vcrvices
Dir. Of Planning
Dir. of Public Works
Treasurer
Miembers of Council
At the June, 2005 Toronto and Region Smog Summit, federal Ministers Stephane Dion
and John Godfrey, provincial Minister Leona Dombrowsky and mayors and councillors
from across the GTA signed the Inter -governmental Declaration on Clean Air, outlining
their plans for improving air quality in the Greater Toronto Area. Article 3 of the
Declaration commits the signatories to exploring "opportunities to establish a GTA
Atmospheric Fund that would apply the Toronto Atmospheric Fund model across the
entire GTA.
As we all know, 2005 has been the worst on record for air quality in southern Ontario.
We are also experiencing the highest levels of energy consumption in history, with
constraints on the provincial electrical grid being particularly serious in parts of the GTA.
At the same time, we contribute 14% of Canada's total greenhouse gas (GHG) emissions,
and rising energy prices are hurting municipalities, businesses and households.
The public is looking to all three levels of governments for solutions to these serious
problems. The GTA Atmospheric Fund (GTAF) would go a long way in helping us
collectively solve them through projects that incubate, scale up, and finance conservation
demand management and renewable energy initiatives that reduce GHG emissions, smog,
and energy use. The GTAF would also accelerate market uptake of federal, provincial,
and municipal climate and clean air programmes through partnerships with all levels of
government, as well as the private and not -for -profit sectors.
The Toronto Atmospheric Fund (TAF) has proven to be a valuable tool in the City of
Toronto for addressing issues related to GHG emissions, clean air and energy use. Somc
of the projects TAF has helped initiate include the wind turbine at Exhibition Place, the
EnerGuide for Houses Retrofit Incentive Programme, Enwave's deep lake water cooling
project, and Canada's first Clean Air Consumer Guide.
The Clean Air Partnership, along with the GTA Clean Air Council and TAF, has been in
discussions with federal and provincial ministries about establishing the GTAF. Through
the provincial government, we are seeking federal funding through the Partnership Fund,
which was recently created by the federal government as part of its Kyoto commitment.
We]
1GENERAL COMMITTEE NOVEMBER 1, 2005
Establishment of the
Greater Toronto Atmospheric Fund (GTAF):
Proposal for a Regional Climate and Clean Air Agency
An initiative and collaboration of:
G�J
GTA
uiee
C U, N 1. 9 a�YtllAtmusphnric Fund � r4� �HR
www.tafund.org
www.cleanairpartnership.org
75 Elizabeth Street
Toronto, Ontario M5G 1 P4
416-392-0271
September 8, 2005
21
(GENERAL COMMITTEE NOVEMBER 1, 2005
EXECUTIVE IVE SUMMARY
It is proposed that there be a Greater Toronto Atmospheric Fund (GTAF) to promote
the transformation of the GTA into a low carbon region in Ontario and Canada. The
GTAF proposal seeks $25 million over five years for incubation financing and pro-
gramme delivery and a $100 million capital asset for a revolving fund that will lev-
erage up to $1 billion for joint ventures with the public and private sectors. The GTAF
will seek to become self-financing over time. It could serve as a development model
that could eventually serve as a pilot for other urban regions across Ontario and the rest
of the country.
BACKGROUND
® The acid test for tackling climate change lies in regions like the Greater Toronto
Area (GTA), a major source of equivalent carbon dioxide (eCO2) emissions,
accounting for 14 percent of Canada's total eCO2 emissions or 100 million tonnes of
eCO2 emissions annually. Substantial political commitment, motivated utilities, tech-
nical expertise, financial resources, and proven on -the -ground delivery mechanisms
already reside in the GTA. If national targets cannot be met in the GTA, then
they cannot be met anywhere.
To accelerate eCO2 emissions reduction potential locally, a climate agency is pro-
posed to transform the GTA into a low carbon region. Fortunately, there is a suc-
cessful model for such an agency —the Toronto Atmospheric Fund (TAF)—and
proven regional mechanisms such as the GTA Clean Air Council developed by the
Clean Air Partnership (CAP).
® At the 2005 Toronto Smog Summit, federal Ministers Stephane Dion and John God-
frey, provincial Minister Leona Dombrowsky, and mayors and councillors from
across the GTA endorsed and signed a joint Declaration which pledged to explore
"... opportunities to establish a GTA Atmospheric Fund that would apply the Toronto
Atmospheric Fund model across the entire GTA."
® Key objectives of the GTAF are to:
a) Incubate, scale up, and finance conservation demand management and re-
newable energy initiatives that reduce eCO2 emissions, smog, and energy use;
b) Accelerate market uptake of federal, provincial, and municipal climate and
clean air programmes through partnerships with all levels of government;
c) Create technology and financing partnerships with private companies to en-
hance new green industries in the region, thereby creating a green industry re-
gion of excellence;
3
22
GENERAL COMMITTEE NOVEMBER 1, 2006
of 5 percent by 2007. The GTAF would aim to promote production of cellulose
feedstock, which is climate friendly, as well as conversion processes that most
efficiently convert corn to ethanol.
c) The Province of Ontario will soon bring in feed -in -tariffs that encourage the pro-
duction of renewable energy from small generators, such as homeowners. The
GTAF would aim to incubate and ramp up a GTA-wide solar PV rooftop pro-
gramme aiming to facilitate 10,000 solar rooftops averaging 2 kW each by 2010.
d) GTA municipalities are pioneering light emitting diode (LED). technologies in ap-
plications such as street and road lighting, traffic signals, signage, parking lot
lighting, etc. which collectively use significant energy. The GTAF would aim to
extend LED outdoor applications across the GTA in municipal uses, resulting in
significant cost savings for taxpayers.
GOVERNANCE AND ADMINISTRATION
A board that will include individuals from across the GTA who can ensure that the wide
views, talents; and expertise that exist in the region are represented on the Board, will
govern the GTAF.
A Joint Committee of the TAF and CAP Boards and the GTA Clean Air Council will pro-
vide direction during GTAF's start-up. A key task of the Joint Committee would be to
develop a long-term governance structure for GTAF in consultation with stakeholders.
Existing regional agencies such as the Toronto Regional Conservation Authority could
serve as governance models for the GTAF.
The start-up and research phase will be administered collaboratively by TAF and -
CAP —they cooperate presently on a number of initiatives while sharing administrative
staff. No new legislation or legal instruments would be required, so a quick start of ac-
tivities is expected once funds are committed.
CONCLUSION
The Greater Toronto Atmospheric Fund (GTAF) will strategically accelerate eCOZ emis-
sions reductions and uptake of government programmes, provide insurance that targets
can be met, improve air quality, and create a regional model that could work elsewhere
in Ontario and Canada.
23
GENERAL COMMITTEE NOVEMBER 1, 2005
Fortunately, throughout the GTA there is a strong commitment to clean air and climate
mitigation/adaptation. Under the auspices of The Clean Air Partnership (CAP) and with
core funding from the Toronto Atmospheric Fund (TAF), the GTA Clean Air Council
identifies and promotes effective collective initiatives to reduce air pollution and its as-
sociated health risks in the GTA. Additional funding from Environment Canada, the On-
tario Ministry of the Environment, the Federation of Canadian Municipalities (FCM), and
corporate sponsorships has enabled TAF, CAP, and the GTA Clean Air Council to pur-
sue a variety of successful initiatives to improve air quality and reduce greenhouse gas
emissions. Meanwhile, nine municipalities representing 70 percent of the GTA's popula-
tion —together with two Regional Municipalities —are members of the Federation of Ca-
nadian Municipalities Partners for Climate Protection campaign. They have developed
and are implementing local climate plans to reduce eCO2 emissions.
Among them, the City of Toronto has emerged as a well -recognized world leader in cli-
mate mitigation and adaptation, initiating and paying for successful municipal initiatives
such as TAF, Toronto's Energy Management Programme, the Better Buildings Partner-
ship, a landfill gas methane: capture programme, an organic waste recycling pro-
gramme, and the Toronto heat watch warning system. Toronto's leadership was recog-
nized recently when Mayor David Miller was asked to serve as the inaugural chair of the
World Mayors' Council on Climate Change, a joint initiative of the City of Kyoto and
ICLEI—Local Governments for Sustainability.
Other GTA municipalities are also assuming a strong role. The City of Mississauga, for
example, has pioneered the retrofit of Light Emitting Diode (LED) traffic signals in the
region, and the City of Markham recently established an energy efficiency office to de-
liver retrofits in municipal buildings across the city.
Finally, numerous private companies, including utilities (Enbridge), developers (Tridel),
oil companies (Suncor and Sunoco), energy service companies (Toronto Hydro Energy
Services), media (Toronto Star), and technology leaders (Hydrogenics) are teaming up
with municipalities to incubate climate mitigation projects that are stimulating the sus-
tainable energy sector and fostering job creation in the GTA.
Opportunities and Challenges
There are significant opportunities for future eCO2 emissions and smog precursor re-
ductions in the GTA. Federal, provincial and municipal policies and programmes are
now in place that, if intensified regionally through effective market transformation, busi-
ness joint ventures, and technology partnerships, could accelerate Canada's achieve-
ment of its climate plan targets while enabling the Province to phase out coal and en-
hance energy security. These programmes and supportive policies include:
24
GENERAL COMMITTEE NOVEMBER 1, 2005
Primary among them is the challenge of creating awareness and purchases in a market
that is saturated with advertising and messages. In addition, people are very busy and
have difficulty creating time for activities that aren't easy and convenient, like selecting a
contractor.
What is needed in the Toronto region, therefore, is a regional climate agency that will
promote transformation of the GTA into a low carbon region. Such an initiative should
ideally possess the capacity to accelerate the incubation, dissemination, and financing
of market transformation and technology development initiatives that reduce eCO2 and
smog precursor emissions in the region, building on existing policies and initiatives
while creating new ones of its own.
TAF—A Model for Regional Action and Financing
The City of Toronto, which adopted a greenhouse gas reduction target in 1990 and allo-
cated funds to deliver the target, has established and funded a variety of initiatives to
reduce eCO2 emissions that.could be scaled up to the GTA region. Prime among the
models is the Toronto Atmospheric Fund, which for 12 years has been incubating and
financing eCO2 reduction projects.
Through grants, expert consultation, and development of specialized financial instru-
ments, projects TAF has incubated through grants, joint ventures, and capital financing
have played a leading role in the creation of:
• EnerGuide for Houses Retrofit Incentive Programme,
• City of Toronto Better Buildings Partnership,
• GTA Clean Air Council,
• City of Toronto $20 million energy efficiency programme,
• Enwave deep lake water cooling,
• North America's first urban wind turbine,
• Ontario's first transportation management association,
• Canada's first municipal trigeneration facility,
• Canada's largest Energy Star appliance retrofit,
• Canada's largest solar photovoltaic installation,
Canada's largest halide street lamp retrofit,
• Canada's largest LED traffic signal retrofit,
• Canada's first Clean Air Consumer Guide,
• Canada's first Heat/Watch Warning System,
• Toronto's first LEER Gold condominium,
• London Climate Change Agency (U.K.).
TAF is able to link the community and municipal government, spark incubation by as-
suming the cost of scoping and feasibility studies, spread risks by entering into joint
ventures with companies, and leverage its capital to address failures in the financing
market. In sum, it delivers projects that might otherwise not go forward.
25
GENERAL COMMITTEE NOVEMBER 1, 2005
considering them. Developments such as this demonstrate the readiness of GTA mu-
nicipalities to move forward when compelling information, resources, and opportunities
exist.
Since its inception, the GTA Clean Air Council has:
• Organized and sponsored annual Toronto Smog Summits in 2001-2005 at which
all levels of governments commit to new clean air actions and report on their per-
formance in implementing previous actions;
• Served as a clearinghouse on government clean air actions, publishing and up-
dating "Governments' Actions on Clean Air in the GTA", which for the first time
catalogued policy and regulatory activity throughout the GTA;
• Commissioned research on emissions modeling and quantification methodolo-
gies, with support of the MOE; .
• Facilitated adoption of a variety of municipal measures, such as the Anti -Idling
Bylaw; which are reducing emissions throughout the GTA.
Key objectives for 2005 include commissioning of the second phase of the emissions
modeling project funded by the MOE; production of an Energy Star procurement guide;
further development of municipal by-law and enforcement initiatives; and development
of a building performance research capacity for participating municipalities.
The Clean Air Partnership
The GTA Clean Air Council is an initiative of the Clean Air Partnership (CAP), a public
charity that was activated by TAF in 1999 with the aim of facilitating public outreach, so-
cial marketing, and regional collaboration on mitigating local air pollution and green-
house gas emissions. In addition to the GTA Clean Air Council, CAP has developed and
implemented projects that were initially incubated by TAF, such as Toronto's heat watch
warning system —it saves many lives annually —the annual Smog Summit, and the
Clean Air Consumer Guide, whose Third Edition was distributed through the Toronto
Star, Hamilton Spectator, Kitchener -Waterloo Record, and the Guelph Mercury. The
Guide explains the diversity of certification programmes in the marketplace, such as
Energy Star, and promotes provincial and federal clean air and climate programmes to
the public.
GTAF—A Proposal
The GTA Clean Air Council, the Toronto Atmospheric Fund, and The Clean Air Partner-
ship seek to establish the Greater Toronto Atmospheric Fund (GTAF) with financial
support from senior levels of government and the private sector. The mandate of the
new organization is to accelerate reductions of eCOZ and smog precursor emissions
26
'JdENERAL COMMITTEE NOVEMBER 1, 2005
Emissions Reduction Wedges —Examples
3
2.5
2
1.5
1
0.5
0
O Electricity end -use
efficiency
0 Other end -use
efficiency
Ig Passenger vehicle
efficiency
• Other transport
efficiency
® Renewables
E ccs & Supply
efficiency
1970 1990 2010 2030 2050
Early research will seek to identify the major wedges that offer opportunities, utilizing
municipal powers and influence, for reducing eCO2 emissions in the GTA. The wedges
fall into two categories: "trend wedges" and "baseline wedges". Trend wedges are ge-
neric measures that seek to reduce the emissions associated with trends or activities
stemming from population and economic growth, e.g., growth in auto use or increased
residential development. Baseline wedges are generic measures that seek to reduce
the energy and/or emissions intensity of activities that existed in the baseline year, such
as energy efficiency retrofits of existing buildings or existing traffic signals. Some ge-
neric measures might overlap both types of wedges. For instance, shifting to ethanol -
based fuels may reduce the carbon intensity of existing passenger car use, while also
reducing emissions from the anticipated growth of passenger car use in the future.
Potential wedges, targeting emissions reductions 2006-2012, might include:
Residential Sector
Baseline Wedges
• Retrofit 100,000 homes in the GTA -- about 5-to-10% of the existing stock --
with measures toreduce space heating, utilizing the EnerGuide for Houses
Retrofit Incentive, yielding an average of 25% in the reduction of heating en-
ergy per household.
13
27
- GENERAL COMMITTEE NOVEMBER 1, 2005
Transportation Sector
Baseline Wedges
• Promote purchase of 20% of passenger autos to high efficiency hybrid or die-
sel vehicles.
• Promote use of biodiesel in 30% of the bus and truck fleets in the MUSH sec-
tor.
Baseline and Trend Wedges
• Ethanol from low energy -intensive or cellulose biomass 10% of the gasoline
mix for light duty vehicles.
The initial research phase has several components:
1) Conceptual planning —Initial characterization of wedges methodology and first -
cut identification of wedge opportunities. "
2) Screening-10-to-20 wedges would initially be screened, with an aim of identify-
ing 5-to-I0 wedges that appear to offer the best initial opportunities in terms of
significant emissions reductions, existing policies and delivery models available,
potential financial partners available, and market research already available. For
instance, the wedges could also focus on areas where municipal governments
have strong powers, such as waste management or their own house in order
buildings and facilities, and where there are large federal or provincial incentive
programmes in place.
3) Quantification — The selected measures would be quantified on the basis of
available information and estimates of market penetration, etc., and cost per
tonne of eCO2 reduced would be calculated. This quantification stage could be
done at a deeper, detailed and more accurate level than the eCOZ scoping done
in the earlier phases.
4) Prioritization —From the screening process, the most promising 5-to-I0 wedges
would be investigated in more detail and then prioritized based on a matrix
screening that looks in more detail at political feasibility, ease of administrative
delivery, complimentary funding available, and cost effectiveness.
5) Recommendations — On the basis of the above, recommendations would be
made for the top three -to -five areas that GTAF should address in its first three
years.
This research phase will be undertaken by ICLEI—Local Governments for Sustainability
with additional input by Ralph Torrie of ICF Consultants. The research results will pro-
15
28
GENERAL COMMITTEE NOVEMBER 1, 200S
fits of the new policy, however, will depend on feedstock and the efficiency of the
plants that convert biomass into energy. The GTAF could consider several op-
tions, such as pilot ventures to produce cellulose feedstock or to convert corn to
ethanol efficiently.
c) The Province of Ontario will soon offer feed -in -tariffs that encourage the produc-
tion of renewable energy from small generators, such as homeowners. The
GTAF would aim to incubate and ramp up a GTA-wide solar PV rooftop pro-
gramme, aiming to facilitate 10,000 solar rooftops totaling 20 mW by 2010.
d) GTA municipalities are pioneering light emitting diode (LED) technologies in ap-
plications such as street and road lighting, traffic signals, signage, parking lot
lighting, etc. which collectively use significant energy. LED technologies reduce
energy use typically by 85 percent. The City of Mississauga, for instance, is pav-
ing the way for LED applications in traffic signals, recently followed by the City of
Toronto. The GTAF would aim to extend LED outdoor applications across the
GTA in municipal uses, resulting in significant cost savings for taxpayers.
Governance and Administration
The GTAF's Boardwill include individuals from across the GTA who can ensure that the
wide views, talents, and expertise that exist in the region will govern the GTAF.
A Joint Committee of the TAF and CAP Boards and the GTA Clean Air Council will pro-
vide direction during GTAF's start-up. A key task of the Joint Committee would be to
develop a long-term governance structure for GTAF in consultation with stakeholders.
Existing regional agencies such as the Toronto Regional Conservation Authority could
serve as governance models for the GTAF.
The start-up and research phase will be administered collaboratively by TAF and
CAP —they cooperate presently on a number of initiatives while sharing administrative
staff. No new legislation or legal instruments would be required, so a quick start of ac-
tivities is expected once funds are committed.
Financing
TAF currently operates at the level of about $1.7 million annually, its revenues derived
from investment of its $26 million endowment, which includes funds for grants, special
projects, and staff. CAP currently operates at the level of $1 million annually, its reve-
nues derived from grants from TAF, provincial and federal government agencies, and
corporate sponsorships.
In order to be effective, the GTAF will need funding of $5 million annually for 5 years,
commencing in 2006, to be used primarily to incubate initiatives and partnerships and
for administrative/programme staff. These funds could come from the federal govern-
ment's new Partnership Fund, with additional support from federal climate programmes,
founding corporate sponsors, and utilities supplementing this amount. The FCM could
17
29
C,EqERAL COMMITTEE NOVEMBER 1, 2005
structure and long-term governance. These deliverables will be produced after exten-
sive consultation with potential municipal and corporate partners in the GTA, as well as
with federal and provincial officials.
Conclusion
The GTA, the largest metropolitan area in Canada, accounts for about 14 percent of
Canada's greenhouse gas emissions or 100 million tonnes of eCO2 annually. Major
sources of these emissions include residential and commercial buildings, vehicles, local
industry, and waste management. Considerable potential exists to assist Canada in
meeting its Kyoto Protocol commitments by accelerating emissions reductions in the
GTA through a regional climate agency, building on the successful Toronto Atmospheric
Fund model, which incubates and otherwise supports delivery of programmes on the
ground.
The GTA Clean Air Council, the Toronto Atmospheric Fund, and the Clean Air Partner-
ship seek to establish the Greater Toronto Atmospheric Fund (GTAF) with financial
support from senior levels of government and the private sector. The mandate of the
new organization is to accelerate reductions of eCO2 and smog precursor emissions
across the Greater Toronto region by working on the ground through public and private
partnerships and joint ventures to incubate, scale up, finance, aggregate, and deliver
local initiatives in the energy, water, waste, and transportation sectors.
The operation of the GTAF will also build on GTA-wide municipal emissions reduction
initiatives undertaken by the CAP and the GTA Clean Air Council funded previously by
the MOE, such as the "Emissions Reduction Best Practices for Municipalities' pro-
gramme.
In sum, the establishment and operation of the Greater Toronto Atmospheric Fund
(GTAF) will create a regional climate change and clean air agency that will strategically
and systematically accelerate emissions reductions from the approximately 100 million
tonnes of eCO2 baseline emissions that originate in the region. The GTAF will increase
the effectiveness of existing municipal, provincial, and federal programmes, incubate
effective new initiatives, and aggregate emissions across the region. Finally, it will cre-
ate a regional laboratory in which new initiatives can be incubated, tested, and scaled
up in other parts of Ontario or nationally.
19
0E4ERAL COMMITTEE NOVEMBER 1, 2005
Establishment of the Greater Toronto Atmospheric Fund (GTAF)
Proposal for a Regional Climate and Clean Air Agency
An initiative and collaboration of:
GTA
dIDURDWAtmospheric Fund . a Ida
Background: 1kiR71VEFF Ab G O u N C 1 1.
At the 2005 Smog Summit, federal and provincial officials and GTA municipal politicians signed a
declaration of intent to explore the creation of a GTA-wide climate and clean air agency based on the
Toronto Atmospheric Fund (TAF) model.
The Problem:
• The GTA contributes as much as 15% of all of Canada's greenhouse gas emissions.
• 2005 has seen the highest number of air quality alerts in the history of the region.
• Parts of the GTA are experiencing constraints in electricity supply through the provincial grid.
• Rising energy prices are creating a strain on municipal budgets.
• Despite current efforts, these problems are getting worse, not better.
The Solution:
A Greater Toronto Atmospheric Fund (GTAF) would work with GTA municipalities, senior levels of
government, other public sector bodies, and the private and not -for -profit sectors.to develop and deliver
new projects and programs, and accelerate the delivery of existing programs.
The GTAF proposal is asking senior levels of government for $25 million over five years for incubation
financing and program delivery and a $100 million capital asset for a revolving, fund that will leverage up
to $1 billion for joint ventures with the public and private sectors, and finance the operations of the GTAF.
GTAF will seek to become self-financing after 5 years.
Key Benefits to Municipalities:
• Financial assistance with conservation demand management and renewable energy initiatives;
• Securing federal and provincial financing for municipal climate and clean air programs;
• Improved air quality while helping meet federal Kyoto targets and Ontario's coal phase -out;
• Cost savings to municipalities and taxpayers through lower energy prices;
• Investment in new technologies to create a green industry region of excellence;
• Creation of a delivery model that can serve as a pilot for other regions in Canada.
GuidingPrinciples rinciples for Programme Delivery_
• Environmental benefits —Activities that improve local air quality and reduce GHG emissions;
• Regional equity —Projects that benefit the whole region'
• Co -benefits such as lower municipal energy costs, economic development, and local job creation;
• Leveraged financing —Projects that can leverage additional financial resources;
• Partnerships and joint ventures with municipal, other public and private sector institutions;
• Coordination — Activities that work in conjunction with existing government programs.
Potential Program Delivery Examples:
• Extend LED outdoor applications across the GTA in municipal uses such as traffic signals and signage,
resulting in significant cost savings for municipalities and taxpayers;
• Increase uptake of the federal EnerGuide for Houses Retrofit Incentive to 100,000 GTA households,
focusing on underserved areas to reduce household energy costs;
• Support energy audits and subsequent retrofits of municipal facilities, as well as for schools, hospitals, and
other public agencies.
31
IOEIJER,A
'HURSDAY SEPTEMBER 22
York Council, 9:30 a.m.
SEPTEMBER 24 TO OCTOBER 1
Architecture week in Ontario, 14
Societies of the Ontario Association of
Architects, check for local events at
wwwoaa on ca
MONDAY SEPTEMBER 26
Brampton Council, 1:00 p.m.
Ajax Council, 7:00 p.m.
Burlington Council, 7:00 p.m.
Newmarket Council, 7:00 p.m.
Richmond Hill Council, 7:30 p.m.
Whitby Council, 8:00 p.m.
SEPTEMBER 26 - SEPTEMBER 27
The Future of Canada's Infrastructure,
Strategy Institute, Paramount Conference
Centre, Vaughan, 416-944-8833.
TUESDAY SEPTEMBER 27
Markham Council, 5:00 p.m.
Auror6 Council, 7:00 p.m.
WEDNESDAY SEPTEMBER 28
Mississauga Council, 9:00 a.m.
Durham Council, 10:00 O.M.
Hamilton Council, 7:00 p.m.
SEPTEMBER 29 - SEPTEMBER 30
OPPI Annual Conference, Connections
2005, Hamilton and Burlington, contact
Bill Jansen, Hamilton planning, 905-546-
2424, ext. 1261 or Rosalind Minaji,
Burlington planning, 905-335-7600,
ext. 7809.
WEDNESDAY OCTOBER 5
Health Impacts of Sprawl and How
Smart Growth Can Solve Them, Ontario
Smart Growth Network, Centre for Social
Innovation, 215 Spadina Avenue, Toronto,
12:00 - 7:00 p.m., 416-533-1635 ext.3.
WEDNESDAY OCTOBER 12
Burlington Downtown Summit, Holiday
Inn, 8:30 a.m. — 9:00 p.m.,
905-335-7607.
REGIONAL CLIMATE CHANGE AGENCY PROPOSED
Partners seek to leverage $1 billion
-for joint ventures
Following a declaration by GTA
municipal politicians at this
stunmer's Toronto smog summit,
the Toronto Atmospheric Fund,
GTA Clean Air Council and
Clean Air Partnership are
spearheading a proposal to establish
a regional climate and clean air
agency. The proposal for the
Greater Toronto Atmospheric
Fund seeks $25-million over five
years for start-up cash and a $100-
million capital asset for a revolving
fund, which will leverage up to $1-
billion for joint ventures with the
public and private sectors. The
partners believe the plan will help
the federal government meet its
Kyoto targets and the Province of
Ontario phase -out coal. The result
would 'mean "greater energy security
and better air quality, and will
stimulate new technologies and job
creation."
"The acid test for tackling
climate change lies in regions like
the Greater Toronto Area," said
project co-ordinator Rob Maxwell.
"The area is a major source of
equivalent carbon dioxide (eCO2)
emissions, accounting for 14 per
cent of Canada's total eCO2
emissions or 100 million tonnes of
cCO2 emissions annually."
"Substantial political
commitment, motivated utilities,
technical expertise, financial
resources, and proven on -the -
ground delivery mechanisms already
ian A.R. Graham, Publisher
ong@nrupublishing.com)
Lynn Morrow, Edilor
(lynnm@nropublishing.com)
Anne Marie Adkins, News Reporter
jannemorieo@ n rupublishing.com)
Blake Eligh, Planning Reporter
(blakee@nrupublishiug.corn) -
Jeff Payelte, 1- youl
(ielfp@ nmpubl isy ing, cam)
reside in the GTA," Maxwell said,
"If national targets cannot be
met in the GTA, then they cannot
be met anywhere."
To accelerate eCO2 emissions
reduction potential locally, the group
has proposed to the federal and
provincial governments that
developing a climate agency would
help to transform the GTA into a
low -carbon region, Fortunately,
Maxwell said, there is a successful
model for such an agency —the
Toronto Atmospheric Fund -and
proven regional mechanisms such as
the GTA Clean Air Council
developed by the Clean Air
Partnership.
The proposal includes a plan to
become self-financing over time,
said Maxwell, and it could serve as a
development model for other urban
regions across Ontario and the rest
of the country.
At the 2005 Toronto Smog
Summit, federal ministers St6phane
Dion and John�Godfrey, provincial
minister Leona Dombrowsky, and
municipal politicians from across
the GTA endorsed and signed a
joint declaration, which pledged to
explore a regional climate agency.
Discussions with government
partners are going well, Maxwell
said, and moving very quicldy.
The partners will be making a
presentation at a September 30
meeting of GTA mayors and chairs
in Brampton.
SALES/SUBSCRIPTIONS
NRU Publishing Inc.
Icirculat6n@nrupublishing.coml
Annual subscription rate is $299.
Editorial office
Complimentary triol subscriptions ore
26 Soho Streel, Suite 330
available.
Toronto, Ontario, M5T 127
Advetllstng rates ovailabte upan request
Tel; 416.260.1304
NRU - Greater Toronto Arco Edition's
Fax: 416.979.2707
r to be redistributed wiffiout the written
consent at the publishes
Billings department
NRU - Geater Taranto Area Edition
46 Old Bridle Path,
is published 50 times a year by tax or e
Toronto, ON M4T 1 A7
..it by NRU Publishing Inc.
WEDNESDAY, SEPTEMBER 21, 2005
32
Novm Res Urbis - Greater Toronto Area Edition
GENERAL COMMITTEE NOVEMBER 1, 2005 AGENDA
4 GND ITEM
FCM
PedmUm of Canadian Mimioipalldw
MAYOR.'S OFFICE
COPIES CIRCULATED TO:
C.A.0,
Dir. Of Ftuiding Admin.
Dit. Of Corp. Serv.
Dir. Of Leisure Services
Dir. OF .Pla+.xniag
Dir. Of Pulni c Works
Treasurer
Members of Council
October 14, 2005
Please Distribute to All Members of Council
MEMBERS' ADVISORY
Canadian Coalition of Municipalities Against Racism
The Canadian Commission for UNESCO (CCU) is calling on municipalities to join
a Coalition of Municipalities Against Racism. Launched in January 2005 at the
Roundtable on Combating Urban Racism in Ottawa, the proposed coalition is
based on UNESCO's 2004 initiative to establish an intemational coalition of
municipalities against racism.
Municipalities that join will be asked to sign a declaration agreeing to
commitments leading to the development and implementation of an action plan
against racism.
Municipal governments play a leading role in fostering equality and respect for all
citizens. FCM endorses this campaign and encourages its members to join and
become part of this international network against racism.
Municipalities interested in joining the coalition or that would like a copy of the
draft declaration and action plan should contact the Canadian Commission for
UNESCO in Ottawa. For more information, please contact Elisabeth Barot of
CCU at(613) 566-4414, ext. 5567.
33
IGENERAL COMMITTEE NOVEMBER 1, 2005 1.....
[.AGENDA ITEM#
I
I '
TOWN OF AURORA
GENERAL COMMITTEE REPORT No. CS05-032
SUBJECT: RFP for Website Re -Design and Content Management System
FROM: Bob Panizza, Director of Corporate Services
DATE: November 1, 2005
RECOMMENDATIONS
THAT the Request Parproposal submitted by Protocol 1S be approved for the
provision of the re-desi'} and purchase of a content management system for the
Town website at a total cost of $68,130.
BACKGROUND
History of the Town's Website
The Town of Aurora first developed and launched its website in 1998 in order to
address the growing need for a presence on the internet. In the age of household
computer use and the ever increasing use of the internet, the Town recognized the
development of a website as a means for relaying accurate, up-to-date and relevant
information to Aurora stakeholders.
In 2002, the management and daily maintenance of the site was shifted from the IT
Services Division in Treasury to the Communications & Marketing Division in the Corporate
Services Department as part of a transfer of responsibilities between the departments.
Currently, the daily maintenance and overall management, including: budget, functionality,
navigation, technical issues and design are supervised by the Communications/Marketing
Coordinator.
Since the launch of the Town's website, new standards, technology, software and
design features have been introduced in the industry which improve the navigation and
functionality of websites. Although the Town's current site provides basic information to
visitors, it is deemed to be outdated and does not capitalize on features that can be
integrated through the redevelopment of the site.
As part of ongoing website development, the Communications/Marketing Coordinator
researched and formulated a Web Redevelopment Strategy, with technical input and
advice from the IT Services Supervisor.
34
GENERAL COMMITTEE NOVEMPER 1, 2005
November 1, 2005
.2-
No. CS05-032
The Web Redevelopment Strategy was presented to Council in December of 2004,
identifying several weaknesses (i.e. insufficient staff resources to maintain site,
inconsistent site standards, lack of compliance with accessibility needs, etc.) in the
current site and recommended the implementation of a new site design and purchase of
a content management system. The report also identified a 3 Phased approach to
redeveloping the site, with corresponding budgetary impact.
COMMENTS
In both the 2005 Communications Plan and the Web Redevelopment Strategy
presented in December 2004, Council approved in principle, the Website
Redevelopment Strategy as a means to improve the functionality and relevance of our
website. Within the 2005 budget approvals process, funding in the amount of $123,000
for the purchase of a content management application, web re -design, maintenance,
hosting and staff compliment, was approved by Council for Phase 1 Year 2005 of the
Strategy.
As a means for managing implementation costs, the Strategy identified funding for two
more phases of the project, which are expected to happen in 2006 and 2007. Outlined
below are the project milestones for Phase 1 and 2. Prior to expanding the site to a full
web portal, staff will establish clear and concise goals and objectives.
Phase 1 - Year 2005
➢ engage the services of a website design & host contractor through
an RFP process
➢ acquisition of content management software system
➢ hire staff member to implement content management system; oversee daily
operations and updates of the website
➢ initial development of Intranet (internal communication tool)
Phase 2 - Year 2006
➢ implement e-gov't services (i.e. on-line program registration, tax/water , parking
etc. payments)
➢ review hosting options for improved service and cost efficiencies
➢ establish goals and objectives for full web portal
RFP Process
The process for investigating and engaging the services of a company to re -design and
implement a Content Management System began in mid August with the issuing of an
Expression of Interest. The Expression of Interest, advertised in the Era Banner, on the
Town's website and on the Electronic Tender Network, elicited 27submissions.
35
IGENERAL COMMITTEE NOVEMBER 1
2005
November 1, 2005
-3-
No. CS05-032
Each of the 27 submissions were evaluated using the Expression of Interest evaluation
criteria in Appendix "A" and from those submissions, staff short listed 6 companies and
invited those to submit an RFP.
The 6 RFPs received were then evaluated using the RFP criteria in Appendix "B". Once
evaluated, staff again short-listed 3 companies who were then invited to participate in a
mandatory product demonstration and interview process. Those 3 companies were
again evaluated, this time using the Product Demo and Interview criteria also listed in
Appendix "B".
Through the product demo and interview process, each company was asked several
questions pertaining directly to their proposal. Upon completion of all the interviews and
product demonstrations, staff used the evaluation criteria and determined that the
company that best meets the Town's needs is Protocol IS.
Following is the list of companies that were invited to submit an RFP and the project
costs they quoted:
PROJECT TOTAL'
Ironpoint
$39,100.
CGK Technologies Group
$62,584
Clarity
$82,000 (doesn't include content migration
fees
Protocol IS
$89,430
iCongo
$156,850
D na Lync
$172,715
Although Protocol IS quoted a price of $89,430, as staff reviewed the proposal, it was
noted that Protocol was offering value-added functionality that could be deferred to a
later stage of the project, thus bringing the initial costs down. Another factor that made
Protocol stand out from the other submissions was the portal product they have
proposed.
Within the interview and demonstration portion of the RFP process, staff were able to
determine that the Protocol modules that could be deferred from the initial phase or
eliminated all together included; integration of our on-line business directory, workflow
and security configuration and a reduction in the number of concurrent system
users/content authors. This being the case, staff were able to assess that the total
protect cost could be decreased in this first phase (2005) to $68 130.
Protocol IS Product Details
Through their proposal, Protocol IS is offering the Town an opportunity to purchase a
product that has exceptional functionality, dynamic design, intuitive navigation, a user-
friendly and non -technical interface for internal content management,
36
(GENERAL COMMITTEE NOVEMBER t, 2005
November 1, 2005 - 4 - Report No. CS05-032
managed workflow and the ability to grow our site to its desired portal environment
within our preferred timeline. Protocol's solution also provides for back -end system
compatibility, as it matches the Town's current SQL Server environment. The Portal and
Content Management Modules are also based on Microsoft's .NET technology,
therefore allowing staff the ability to quickly build, deploy, manage, and use connected
security -enhanced solutions with Web services down the road.
Website/Portal Functionality and Usability
The technology solution being proposed, will not only allow the Town to implement a
newly designed, user-friendly, interactive site, it will also facilitate efficient in-house
management of the web content and design. It will also permit staff to move forward, in
subsequent project phases, with the implementation of customized e-government
services and a full portal web solution. These factors alone made Protocol stand out
from their competition.
A significant component of the Town's web strategy is to implement e-government
services. Unique to their competitors, Protocol offers the Town the ability to configure
customized modules to answer staff's objectives to offer e-government services such as
on-line registration, parking ticket payments, tax and water bill payments, facility
bookings and more. These types of functionality and services were identified in Phase 2
of our Website Redevelopment Strategy and have been budgeted for, accordingly, in
that phase.
A Web Portal is best described as an 'umbrella' solution that allows for an unlimited
number of websites (reciprocal or sub -sites), each of which is absolutely controlled and
managed by the Town (i.e. Intranet, Extranet, sub -sites for various client groups such as
the Seniors, Rec Facilities, Council Committees and other partners) through customized
levels of access and security.
A portal environment will allow the Town to facilitate marketing and service activities
that will ultimately enhance and generate partnerships and revenue as well as improve
overall communications. While a website is a single web presence, a Portal
environment will allow staff to create and manage an unlimited number of sub or
reciprocal sites, offering an extended online presence and improved service levels to all
stakeholders. To view an example of a web portal, please visit the City of Mississauga's
website at www.mississauga.ca. Also attached in Appendix "C", is an article on
Community Access Portals.
Identified in phase three of the Web Redevelopment Strategy, is the investigation of
web portal technology. It is staff's intent to begin to migrate our current single site into a
web portal, significantly increasing our on-line service offerings, and creating a fully
interactive web tool.
37
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 5 - Report No. CS05-032
As a result of Protocol's offering of portal technology up front, this allows the Town to
take advantage of that technology now, with the solutions' scalability, functionality and
flexibility allowing us to meet and potentially exceed our strategic goals.
ProtodbiIs
Proposed Product Includes:
Software License for Portal Module & Content Management System
Unlimited Sites
50 Concurrent Users content authors
Consultation
Site Navigation & Architecture
Graphic Design Services
Configuration
Website Content Migration
Quality Assurance
Installation
Training and Documentation
Technical Support
Project Management
Testing
Integration of Templates, Web Content Management System & Plug -ins
Product Funotionalit
Events calendar - allows Town and outside organizations to search for and upload community events - Town controls content
Content Scheduling - allows staff to schedule when a notice is posted and when it should expire — facilitating automatic
action
E-mail Notification - notifies staff when a scheduled event is going to expire and asks permission to remove from web
E-mail Broadcasts - can compile lists of user and interest groups and target them with requested a -mail notices
E-Newsletter- can create electronic newsletters and target interest groups or post online
Security — maintains a secure website environment when allowing interactivity
Workflow - can assign content authors in user departments and control the approvals and uploading rocess
Archiving — stores all posted information so at any time it can be retrieved i.e. seasonal annual notices
Versionin — can manage the number of template versions we want to save in the event of design or functionality changes)
Online Forms and Surveys — can facilitate on-line registration and surveys and manage results
Search (meta data key words & description) — facilitates information management and filing for effective site searches
Template Management — allows access to template designs for trained staff) to facilitate design and functionality changes
Site Statistics Reporting — ability to track visitor activity, site traffic and web use patterns —for navigation review & marketing
Hosin Services
Managed Server with unlimited Gb/month transit
20 GB of webs ace
Monthly site activity report
ON
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 6 - Report No. CS05-032
Proiect Implementation
The Town's Web Project Team will be comprised of the Director of Corporate Services,
the IT Services Supervisor, the Communications/Marketing Coordinator and the new
Web/Communications Specialist. All project decisions will be made in conjunction with
all or part of the group identified above.
As part of the RFP process, staff requested vendors to submit an estimated project
timeframe.
ESTIMATED PROJECT TIMELINES
ACTIVITY
Est. Time Required
in days
Phase 1:
Consultation & Planning
5
Phase 2:
Development of Site Architecture
4
Phase 3:
Design of Website Composites
10
Phase 4:
Development of Templates and Website
10
Phase 5:
Configuration of Content Management System
5
Phase 6:
Integration
5
Phase 7:
Configuration of Functionality
15
Phase 8:
Testing of Website in Development Environment
3
Phase 9:
Training
3
Phase 10:
Content Migration
10
Phase 11:
Testing of Website in Live Environment
3
Phase 12:
Go Live
1
Phase 13:
Delivery of Documentation & Files
1
Phase 14:
Technical Support
On oin
Estimated Time Required
75 Days
Company Profile
Protocol IS is an Ottawa based company that has been providing innovative solutions to
their clients for ten (10) years now. As one of Canada's leading Internet Application
Development companies, Protocol has completed over 500 online projects for various
clients including; NAFTA Secretariat, the RCMP, .Commonwealth Games Canada,
National Archives of Canada, Canadian Human Rights Tribunal, Canadian Museum of
Civilization, Environment Canada, National Capital Commission, Canadian Space
Agency, Chicken Farmers of Canada and most recently have won a contract to
implement a web portal for Durham Region Transit. To view some of the sites that
Protocol has implemented, please visit:
www.chicken.ca
www.nafta-sec-alena.org
39
!GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 7 - Report No. CS05-032
www.commonwealthgames.org
www.capcan.ca
OPTIONS
The importance of an up to date functional interactive communication tool such as the
Town's website cannot be stressed enough. Staff have provided a detailed summary of
the RFP process and a recommendation on the best solution provider to meet our
needs and budgetary restrictions. Alternatively Council may wish to defer this project to
a future time.
FINANCIAL IMPLICATIONS
The cost to hire Protocol IS to implement the re -design, content management system
and portal module will be $68,130. This cost includes all of the product licensing fees,
training and technical support, project management and the functionality previously
listed. Hosting and maintenance fees will be low due to the year-end implementation of
the first phase of the project. As well, staffing costs that were budgeted in 2005 have not
been used due to the implementation timelines for the project.
$40,000 to purchase the software licenses, hosting and maintenance was identified in
the 2005 MIS Capital Budget, while the remaining design, consultation and project
management fees will come from the Corporate Services Budget. This remaining
$28,130 will be shifted out of the salary line for the Web/Communications Specialist in
order to cover these costs.
Due to the year—end implementation, revised Phase 1 costs for the project have been
outlined below. Upon completion of the RFP process, staff have also made revisions to
Phase 2 — Year 2006 and have outlined below, more accurate costs.
Phase 1 — Year 2005 Implementation Costs
• consultation, design, project management and training ($30,000)
• portal and content management software acquisition ($40,000)
• additional staff complement ($5,000 represents the salary balance for the remainder
of 2005)
• hosting on offsite server ($1000)
Revised Year 1 Total $76,000
one
IOENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 8 - Report No. CS05-032
Phase 2 — Year 2006 Implementation Costs
• implementation of e-gov't services (i.e. on-line registration, bill and ticket payments
etc.)
($20 - $30,000) — dependent on functionality priorities
• annual hosting costs ($6,000 per year)
• annual support & maintenance for software including all software upgrades ($6,000
per year)
• staffing complement ($51,000)
Estimate Year 2 Total $93,000
LINK TO STRATEGIC PLAN
Goal "A" speaks to maintaining a well -managed and fiscally responsible municipality.
ATTACHMENTS
Appendix "A"— Expression. of Interest Evaluation Criteria
Appendix "B" — RFP and Product Demo/Interview Evaluation Criteria
Appendix "C" — Article on Community Access Portals
PRE -SUBMISSION REVIEW
Management Team — October 26, 2004
Prepared by: Kristen Yemm ext. 4228
& Karen Bates -Denney ext. 4924
Bob Pa 7zz
Director of Corporate Services
m
GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 9 - Report No. CS05-032
APPENDIX A
Evaluation Criteria for Expression of Interest
• How proposed re -development will gain maximum visitation, interaction, and
information flow on Aurora website
• A brief company profile including; history, organization, credit information
including bank reference
• Details of staff proposed for this redevelopment and content management
contract including: primary contact, project managers, support staff, list of
services that shall be sub -contracted by your company to perform this contract
• One -page summary explaining why your company best meets the needs of the
Town of Aurora
• Description of examples of websites created by your company, including their
URL address. For each example, please include the scope of work completed,
time frame for that development and the approximate cost involved
• References for all examples provided
• Estimated timeframe for site re -design and migration to a content management
solution
• Experience with this type of project
• References
• Sample websites
rim
)GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 -10 - Report No. CS05-032
APPENDIX B
Evaluation Criteria for Request for Proposal Process
Request for Proposal
• Total cost implications
• Ability to meet detailed requirements outlined in the RFP
• Value-added offerings not specifically requested but considered necessary for
the successful completion of the work.
• Meets the outlined submission requirements
• Overall value based on quality, service and price
• Proponent's experience and track record with this type of project
• Completeness, organization and readability of proposal
Product Demo and Interview
• Product functionality and scalability
• Product ease -of -use
• Interview
• Thoroughness of demonstration
43
1GEN RAL COMMITTEE NOVEMBER 1, 2005APe_EN®'X
..------
Copl..._ed undeY Licence flrom
access®.
Furthernraproductlon prnhlplted
Realizing the full potential of
f
r u
The Internet is an immensely power-
ful tool that has transformed our lives in
ways no one could have imagined only
a decade ago. It has reshaped almost ev-
ery aspect of our daily activities — from
media to commerce to education, and
communication of every kind.
Redefining Relationships
Over the past 10 years or so, govern-
ments at every level have been working
to adapt to the transition from the indus-
trial age to the information age, Munici-
palities both large and small are using
new technologies to overhaul and rede-
fine their relationships with businesses,
employees, other public agencies and,
most of all, citizens.
Experience to date has shown that re-
alizing the fall potential of community
access portals does not happen by acci-
dent. Municipalities need to concentrate
on three vital building blocks:
► establishing clear objectives and
defined success strategies;
► building trusted relationships with
project partners; and
► marshalling unwavering commit- .
ment and support from political
leaders — without that backing, ma-
jor initiatives stand little chance of
success.
Craig Sisson
While technological solutions are
highly important, the overriding goal
must be the end product — that is, the
provision of the best possible services
to the citizens of the community. To
truly understand how municipalities can
deliver these services, we must first ex-
amine the underlying goals of
e-government initiatives.
E-Government Goals
Community access portals are un-
dergoing intense change to corre-
spond with public demands and the
goals of economic development and
enhanced democracy. Citizens are
coming to expect the same level of
service from municipalities as they do
from the private sector. If they can re-
serve an airplane seat over the
Internet, people will expect to be able
to complete such transactions as pay-
ing taxes and renewing their car li-
cence plates the same way.
Municipal governments are rising
to the task by creating inviting,
multi -functional portals that allow
citizens to conduct transactions more
effectively and tap into the vast hold-
ings of government information more
easily. Successful community portals
are based on the following common
goals:
► better customer -oriented service;
► saving taxpay-
Craig Sisson is National Sales Manager
- ers' money
— Municipalities for Microsoft Canada
through more
where he oversees the company's work
in the growing municipal sector of
efficient govern -
Microsoft Canada's public sector busi-
merit;
mess. He can be reached at
< csissongmicrosoft.com>.
► sparking public -private sector co-
operation;
► prompting citizen involvement;
and
► helping the public achieve
life-long learning.
The challenge is how to translate
these goals into meaningful action
that will have a positive impact. In
looking at e-government initiatives, it
is important to leverage the "lessons
learned" of municipalities and even
provincial and federal government
leaders in delivering e-government.
Applying Lessons Learned
One such leader is the Province of
New Brunswick. In a study on that
province's e-government initiative, re-
search fine IDC Canada presents an in-
sightful analysis of the factors driving
the changes that led "from vision to
benefit."
The report, commissioned by CGI
and Microsoft, highlights striking eco-
nomic and social benefits. These in-
cluded business productivity savings of
$71 million in 2002 alone, municipal
cost savings of $11 million and 13.7
percent job growth in the technology
and communications sector.
At the same time, the province was
able to consolidate 1,600 government
offices into 36 "one -stop shopping" re-
gional centres. And, according to the
provincial government, "customer satis-
faction" among the public rose from a
dismal 50 percent in the late 1980s to
93 percent last year.
While the study looked at a provi a-
cial initiative, it is important to note that
m
MUnicipal World JUNE 2004 21
GENERAL. COMMITTEE NOVEMBER 1, 2005 .
IDC made a point of highlighting
scalability. "Can the experience of aju-
risdiction of 729,000 people be applied
to ajurisdiction of 30 million or one. of
100,000?" the study asks. "IDC be-
lieves the New Brunswick `magic' has
less to do with technology which is al-
most infinitely scalable, and is much
more about process:" This factor is par-
ticularly important to those engaging in
community portal projects.
The Crossing Boundaries Munici-
pal Caucus, a forum of urban and
community leaders that explores the
challenges of e-government, has
also identified crucial concerns in.
the development of effective e-gov-
ernment services. It concluded that
collaboration with project partners
requires a period of relationship
building to develop trust, mutual
understanding and respect. Planners
must ensure that the necessary time
is built into the project.
Benefits and Business Drivers
Many communities across Canada
have implemented highly successful
community portals tbat speak to the po
tential.benefits and business drivers for
any project of this nature.
One example of a successful portal
may found in Chatham -Kent. In
1998, the government of Ontario
amalgamated 23 independent commu-
nities in southwestern Ontario into
the Municipality of Chatham -Kent,
With I10,000 residents, 13 public
utilities and five police forces scat-
tered over an area roughly the size of
Prince Edward Island, the new city
faced an enormous challenge to pro-
vide services to its citizens while si-
multaneously cutting costs and
streamlining procedures.
But, Chatham -Kent has met the
need by developing a comprehensive
community web portal with a variety
of applidations, links and interactive
functions. Included is a self-service
portal that supplies online govern-
ment service to improve access and
availability, while lowering delivery
costs.
Readily available information on
98 different services — including
healthcare, education, emergency set
vices and local government — has
made the amalgamation process go
smoother. And, the new city found it
was able to implement a technologi-
cal solution that drastically cut the
number of anticipated webmaster po-
sitions, and saved more than
$300,000 in expected costs.
The right web portal can also be a
highly effective marketing tactic for
promoting tourism and local business.
The government of New Brunswick
overhauled its official Tourism New
Brunswick site. The attractive, invit-
ing Internet portal now includes a
wealth of added information, includ-
PORTALS, continued on page 50
45
GENERAL COMMITTEE-NOVEMBER L
PORTALS, conflnued from page 22
ing seasonal travel packages; the
province's natural wondeis, the
"Great Outdoors," Acadian culture,
"Fun Days;" top attractions and
beaches, and scenic drives. The im-
proved site provides visitors with an-
other venue to research and plan va-
cation activities. The use of the
website, according to a government
annual report, has experienced tre-
mendous growth and helped New
Brunswick's tourism sector outper-
form most destinations in Canada and
New England, despite the negative
impact of the events of September 11,
2001,
By taking advantage of the latest
Internet technologies, municipalities
can also leverage economic growth by
attracting investment and enhancing
business development. The northern
Ontario Municipality of Greenstone, a
.collection of small, widely dispersed
communities now amalgamated as a
municipality, is creating a web portal
with a full range of information. But,
Greenstone also intends to use its ad-
vanced technological infrastructure, to
drive economic growth and
development.
Visitors using the site will have ac-
cess to the community's local attrac-
tions, accommodation, activities and
restaurants. And, both existing and po-
tential businesses will be kept up to date
on municipal economic development is-
sues and information; including an on-
line business services directory. Local
firms will be able to use a common '
e-commerce transactional engine to sell c
products and services gidbally, e
2005
Nlaking.a Cornmunity Portal a
Reality
The creation of online solutions also
gives governments important opportuni
ties to develop partnerships with the pri,
vate sector. Many municipalities do not
have the in-house knowledge and expe-
rience to handle extensive e-govem-
ment programs. But, by choosing a
business partner with proven expertise,
governments can meet public demands
for quick delivery of web -based ser-
vices, take advantage of valuable
know-how and reduce costs.
For example, in British Columbia,
the Smart Choices project in the cities
Of Coquitlam and Port Moody has been
extremely successful. Working with
world -class leaders. in portal develop-
ment and technology deployment, the
municipalities have built a
state-of-the-art gateway for the delivery
of comprehensive information and
services.
The mayor. of Coquitlam described
Smart Choices as "an active partnership
between members of the community,
government and business, where every-
one contributes to the shape and success
of the eCommunity"
Part of the project has been the estab-
lishment of a unique Business Innova-
tion Centre that will link business to
business, as well as business to con-
sumer. The revenues created through
the centre will help to pay for the Smart
Choice portal,
Portal Platforms and Strategies
As municipal leaders sit down to
draw up plans for their own technologi-
af solutions, it is clear from the experi-
nce to dat th t th
e a ey must focus on the
development of a long-term, strategic
approach to their, communities' informa-
tion technology needs.
To accommodate changes in govern-
ment strategies dictated by shifting citi-
zen demands, governments need a flexi-
ble IT foundation that can adapt quickly
and easily to new web content and ser-
vice delivery. A flexible solution also
gives municipalities the opportunity to
expand and vary their e-government of-
ferings in response to changing social,
business and economic trends.
With the provision of more accessi-
ble online services and government in- .
formation comes the opportunity for
civic leaders to reopen new lines of
communication with their citizens, to
rebuild trust and deepen the ties that
hold communities together. Online ser-
vices, because they are based on
Internet standards, are by definition
open and all-inclusive. Information that
is available to everyone, everywhere
and on any device empowers the public
and enlivens and strengthens
democracy.
Looking Ahead
As science has pushed forward the
frontiers of technology, so the Internet
is relentlessly challenging traditional
notions of knowledge and human inter-
action. Electronic government, once
seen as the simple provision of static
information, is but a step along the way
to a whole new era of open, interactive
public service that is redefining the
very relationships that shape our soci-
ety. Government and e-government are
increasingly and inevitably becoming
synonymous, with public services more
and more integrated into the everyday
lives of Canadians. AltV
46
GENERAL COMMITTEE NOVEMBER 1, 2005
AGENDA ITEM
TOWN OF AURORA
GENERAL COMMITTEE REPORT No. PL05-102
SUBJECT: Site Plan Application
Suncor Energy Products Inc.
15612 Yonge Street
File Number D1 1-20-05-M
FROM: Sue Seibert, Director of Planning and Development Services
DATE: November 1, 2005
THAT Report PL05-102 be received as information.
BACKGROUND
Location/Land Use
The subject lands are located at the south west corner of Orchard Heights Boulevard and
Yonge Street, municipally known as 15612 Yonge Street. The site has a frontage of 57.33
metres (188.09 ft) on Yonge Street and a total site area of 7,012.56 sq. m (75,485.0 sq. ft.).
An existing self serve gas bar with three pump islands and a carwash currently exists on
the site.
Surrounding Land Use
The surrounding land uses are as follows:
North: Commercial
South: Public Open Space
East: Public Open Space
West: Private Open Space
Official Plan
The subject lands are designated as "Commercial" by the Town of Aurora Official Plan. In
addition, the subject property is also located within the Yonge Street North Community
Commercial Centre, Environmental Protection Flood Prone Area and the Town's
designated Heritage Resource Area.
47
]GENERAL COMMITTEE NOVEMBER 1, 200S
November 1, 2005 - 2 - Report No. PL05-102
Zoning By-law
The subject lands are currently zoned "Service Commercial (C3-2) Exception Zone" and
the westerly vacant portion of the site is zoned "Environmental Protection (EP) Zone" by
the Town of Aurora Zoning By-law 2213-78, as amended. The C3-2 Zone permits the
subject lands to be used for a gasoline bar and automobile washing establishment. The
site is located within the Fill Regulated Area within the Regional Storm Flood Plain. The
proposed building upgrades and modifications have been reviewed and are considered to
be in compliance with all setback and performance standards of the By-law.
PROPOSAL
The purpose of this Minor Site Plan Application is to allow several building upgrades and
modifications on the subject property (ref. Figure 2 — Site Plan). The applicant proposes to
upgrade the appearance of the structures by replacing the canopy materials, applying
stucco finish to the carwash building exterior, replacing the existing prefab gas bar kiosk
and replacing signage. These improvements are being made by Sunoco as part of a re -
imagining to their existing service station sites. No additional buildings or structures are
proposed on the site. The applicant has applied to the Building Department for building
and sign permits for the proposed improvements. It is noted that the applicant also
requires a permit from the Lake Simcoe Region Conservation Authority as the site is
located within the Fill Regulated Area within the Regional Storm Flood Plain. The
proposed site works will proceed only in compliance with all required permits.
It should also be noted that Suncor Energy Products Inc. had previously applied to the
Town for exemption from site plan approval to allow the proposed upgrades and
modifications to the existing structures on the site [File Numbers: D11-EX(09)-05, D11-
EX(17)-05]. Through this review, it was determined that the development proposed should
proceed as a minor site plan application.
COMMENTS
The Public Works Department have commented that it requires 5m x 5m sight triangle at
the intersection of Yonge Street and Orchard Heights Boulevard and a 2.76m road
widening from the Yonge Street frontage to satisfy the 36m planned width of road
allowance as set out in the Town's Official Plan, The owner has advised that it is willing to
deed the lands free of charge pursuant to the Public Works comments and has prepared a
draft reference plan for approval.
OPTIONS
Not applicable.
FINANCIAL IMPLICATIONS
Not applicable.
m
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 1, 2005 - 3 - Report No. PL05-102
LINK TO STRATEGIC PLAN
The Strategic Plan contains objectives to ensure high quality, comprehensive community
planning to protect the overall investment of citizens in the community. The review of the
subject application through the Site Plan process will facilitate this objective.
CONCLUSIONS
The subject minor site plan application can be dealt with most expeditiously at the Staff
level. Accordingly, this report is to advise Council that the file is being processed as a
minor site plan application respecting the proposed building upgrades and modifications
and replacement of the existing prefab kiosk at the Sunoco gas station located at 15612
Yonge Street.
FIGURES
Figure 1 — Location Plan
Figure 2 — Site Plan
Figure 3 — Canopy Elevations
Figure 4 — Kiosk Elevations
Figure 5 — Carwash Elevations
PRE -SUBMISSION REVIEW
Management Team Meeting — October 26, 2005
Prepared by. Leigh Ann Wiseman, Junior Planner
Extension 4350
Sue' elb , M.C.1.P., R.P.P.
Director f Planning and Development Services
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54
iIGENERAL COMMITTEE NOVEMBER 1, 2005
TOWN OF AURORA
GENERAL COMMITTEE REPORT
No. PL05-103
SUBJECT: Zoning By-law Amendment Application
Removal of (H) Holding Prefix
Preserve Homes Corporation (Metrus)
Part of Lot 21, Concession 2, E.Y.S.
65114-3850, 65M-3851 & 65114-3852
File Number. D14-15-05
FROM: Sue Seibert, Director of Planning and Development Services
DATE: November 1, 2005
RECOMMENDATIONS
THAT Council enact By-law 4715-05.D to remove the Holding (H) prefix from
Preserve Homes Corporation on the lands described as Plans 65M-3850, 65114-3851 &
65M-3852 to allow the subject lands to be developed for residential and business
park purposes.
BACKGROUND
Location/Land Use
The subject lands are located on a portion of the lands within the 'Preserve' Plan of
Subdivision at the northeast corner of Bayview Avenue and Wellington Street East (Figure
1). The subject lands are described as Part of Lot 21, Concession 2, E.Y.S. 65M-3850,
65M-3851 and 65M-3852. The site is approximately 24.76 hectares (61.17 acres) in area.
Site works are currently underway in preparation for development of the lands.
Surrounding Land Use
The surrounding land uses are as follows:
North: Future Residential
South: Existing Employment (Magna Lands)
East: Vacant/ Future Employment
West: Future Residential
Official Plan
The subject lands are designated "Medium -High Density Residential" by Official Plan
55
GENERAL COMMITTEE NOVEMBER 1, 2005
November 8, 2005 - 2 - Report No. PL05-103
Amendment No. 30 to the Town of Aurora Official Plan. These policies allow the site to be
developed for residential and business park purposes. The proposed development
conforms to the policies of the Official Plan.
Zoning By-law
The subject lands are currently zoned "Detached Dwelling Second Density Residential
Holding (H)R2-76 Exception Zone", "Detached Dwelling Second Density Residential
Holding (H)R2-77 Exception Zone", "Detached Dwelling Second Density Residential
Holding (H)R2-78 Exception Zone", "Detached Dwelling Second Density Residential
Holding (H)R2-79 Exception Zone", "Row Dwelling Residential Holding (H)R6-49 Exception
Zone", 'Row Dwelling Residential Holding (H)R6-50 Exception Zone", and "Business Park
Holding (H)BP-3 Zone" by the Town of Aurora Zoning By-law 2213-78, as amended.
Conditions for removal of the "(H)" Holding prefix are set out in the By-law. The removal of
the "(H)" Holding prefix would allow the subject lands to be developed for residential and
business park purposes.
The applicant has applied to the Town of Aurora to remove the Holding "(H)" provision from
the residential and business park zoned Lots. Zoning By-law 2213-78, as amended,
contains detailed requirements for the applicant to address prior to removal of the "(H)"
Holding provisions, the requirements are as follows:
■ The Region of York has confirmed that adequate servicing capacity is available,
and the Town of Aurora has allocated such capacity;
■ subdivision agreement, and -other agreements(s) as required, have been
executed between the Owner of the lands and the Corporation of the Town of
Aurora; and
■ The Town of Aurora is satisfied that the removal of the "(H)" represents a logical
and orderly progression of development.
The applicant has addressed the conditions to remove the "(H)" Holding provision and staff
have received no objections by any departments or agencies to the request for comments
on the lifting of the Hold.
Other requisite agreements may be considered to include site plan applications and it is
noted that site plan applications will be required on the `Row Dwelling Residential Holding
(H)R6-49 Exception Zone". However, staff feel that the lifting of the "(H)" Holding
provisions will not compromise the site plan review and approvals process on the
residential lots.
In respect to the Business Park blocks, staff suggest the "(H)" Holding provisions not be
removed at this time but await Site Plan Approval.
M_
(GENERAL COMMITTEE NOVEMBER 1, 2005
November 8, 2005 - 3 - Report No. PL05-103
The approval of the lifting of the "(H)" Holding provisions will allow the owner to proceed
immediately with obtaining building permits to allow construction to occur this building
season. As such staff are of the opinion that the conditions of the Hold provisions have
been effectively fulfilled and secured and recommend that the lifting of the Holding By-law
for the residential component of the subdivision be approved.
OPTIONS
The conditions for removal of the "(H)" Holding prefix have been satified and the Town
holds substantial securities for the development site. As such, Council can proceed with
enacting the required by-law to lift the "(H)" Holding provision currently applying to the
residential component of the lands.
CONCLUSIONS
The criteria for lifting the Holding (H) prefix have been satisfied. Staff are therefore
recommending that Council enact By-law 4715-05.D (see Appendix 1) to lift the Holding
symbol on the residential component of the development and to allow development to
proceed in accordance with the provisions of the Subdivision Agreement. On the Business
Park component of the development, it is recommended that the Hold provisions be
maintained until site plans for the property are complete or substantially advanced.
FINANCIAL IMPLICATIONS
Not applicable.
LINK TO STRATEGIC PLAN
The Strategic Plan contains objectives to ensure high quality, comprehensive community
planning to protect the overall investment of citizens in the community. Critical review of
the subject application through the Zoning By-law Amendment process will facilitate this
objective.
ATTACHMENTS
Figures
Figure 1 — Location Plan
Figure 2 — Zoning Map
Appendixes
Appendix 1 — Draft By-law Number 4715-05.D
57
GENERAL COMMITTEE NOVEMBER 1, 2005
November 8, 2005 - 4 - Report No. PL05-103
PRE -SUBMISSION REVIEW
Management Team Meeting — October 26, 2005
Prepared by. Leigh Ann Wiseman, Junior Planner
Extension 4350
1 'L,%c 1, %
Se b rt, M.C.l.P., R.P.P.
Director of Planning and Development Services
58