Agenda - Council - 20211026Town of Aurora
Council Meeting Agenda
Date:October 26, 2021
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Due to the COVID-19 pandemic, meetings will be available to the public via live stream only on
the Town’s YouTube Channel. To participate electronically please visit aurora.ca/participation.
Pages
1.Procedural Notes
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Community Presentations
4.1.Sandra Ferri, President and CEO, and Al Wilson, Chair, Board of Directors;
Re: Aurora Chamber of Commerce Updates
1
5.Delegations
5.1.Glen Payne, Resident; Re: Item 7.2.4 - PDS21-093 - Machell Avenue and
Irwin Avenue Traffic Control Assessment
11
6.Consent Agenda
6.1.Council Meeting Minutes of September 28, 2021 12
That the Council meeting minutes of September 28, 2021, be
adopted as circulated.
1.
6.2.Council Closed Session Minutes of September 21, 2021 (confidential
attachment)
That the Council Closed Session minutes of September 21, 2021,
be adopted as circulated.
1.
6.3.Council Closed Session Public Meeting Minutes of September 21, 2021 28
That the Council Closed Session Public meeting minutes of
September 21, 2021, be adopted as circulated.
1.
6.4.Council Public Planning Meeting Minutes of October 12, 2021 32
That the Council Public Planning meeting minutes of October 12,
2021, be adopted as circulated.
1.
6.5.Memorandum from Councillor Gaertner; Re: Lake Simcoe Region
Conservation Authority Board Meeting Highlights of September 24, 2021
37
That the memorandum regarding Lake Simcoe Region
Conservation Authority Board Meeting Highlights of September
24, 2021, be received for information.
1.
7.Standing Committee Reports
That the Standing Committee Reports, items 7.1 to 7.2 inclusive, be received
and the recommendations carried by the Committee approved.
7.1.General Committee Meeting Report of October 5, 2021 42
7.1.1.Accessibility Advisory Committee Meeting Minutes of
September 8, 2021
Minutes
That the Accessibility Advisory Committee meeting
minutes of September 8, 2021, be received for
information.
1.
7.1.2.Heritage Advisory Committee Meeting Minutes of September
13, 2021
Minutes
That the Heritage Advisory Committee meeting minutes
of September 13, 2021, be received for information.
1.
7.1.3.CS21-073 - Administrative Procedure No. 58: Insurance and Risk
Management
Report Attachment Presentation
That Report No. CS21-073 be referred back to staff to
consider the comments from around the Council table.
1.
7.1.4.PDS21-101 - Servicing Allocation Update
Report
That Report No. PDS21-101 be received for1.
information.
7.1.5.FIN21-038 - 2022 Fees and Charges Re-affirmation
Report Schedules A-J
That Report No. FIN21-038 be received; and1.
That a by-law be enacted to set the 2022 Fees and
Charges for applications, permits, use of Town
property, the sale of documents and for the prescribed
service charges for administrative matters as itemized
on the attached schedules.
2.
7.1.6.CS21-072 - 2022 Council and Committee Meeting Schedule
Report Attachment 1
That Report No. CS21-072 be received; and1.
That the 2022 Meeting Schedule (Attachment No. 1) be
approved; and
2.
That the Town Clerk be authorized to make
amendments to the Council and Committee Meeting
Schedule as required.
3.
7.1.7.PDS21-102 - Request to Remove 103 Gurnett Street from the
Aurora Register of Properties of Cultural Heritage Value or
Interest
Report Attachment 1 Attachment 2 Attachment 3
That Report No. PDS21-102 be received; and1.
That the request to remove 103 Gurnett Street from the
Aurora Register of Properties of Cultural Heritage Value
or Interest be approved.
2.
7.1.8.PDS21-103 - Heritage Permit Application, File: HPA-2021-08,
124 Wellington Street East
Report Attachment 1 Attachment 2 Attachment 3
That Report No. PDS21-103 be received; and1.
That Heritage Permit Application HPA-2021-08 be
approved to permit the replacement of the existing
windows, proposed new window openings, and
proposed exterior signage for the existing building at
2.
124 Wellington Street East.
7.1.9.PDS21-106 - Heritage Permit Application, File: HPA-2021-09, 80
George Street
Report Attachment 1 Attachment 2
That Report No. PDS21-106 be received; and1.
That Heritage Permit Application HPA-2021-09 be
approved to replace the stucco and gables on the
existing dwelling at 80 George Street.
2.
7.1.10.York Regional Council Highlights of September 23, 2021
Regional Report
That the York Regional Council Highlights of September
23, 2021, be received for information.
1.
7.2.General Committee Meeting Report of October 19, 2021 48
7.2.1.Environmental Advisory Committee Meeting Minutes of
September 22, 2021
Minutes
That the Environmental Advisory Committee meeting
minutes of September 22, 2021, be received for
information.
1.
7.2.2.Finance Advisory Committee Meeting Minutes of September 27,
2021
Minutes
That the Finance Advisory Committee meeting minutes
of September 27, 2021, be received for information.
1.
7.2.3.CS21-056 - Diversity Equity and Inclusion Strategic Action Plan
2021-2024
Report Attachment Presentation
That Report No. CS21-056 be received; and1.
That Council endorse the recommendations contained
in the attached Town of Aurora Diversity Equity and
Inclusion Strategic Action Plan 2021-2024; and
2.
That staff present the draft Diversity Equity and
Inclusion Strategic Action Plan 2021-2024 to the Anti-
Black Racism and Anti-Racism Task Force for review
and input; and
3.
That staff report back on the progress of the strategy at
a future Council meeting.
4.
7.2.4.PDS21-093 - Machell Avenue and Irwin Avenue Traffic Control
Assessment
Report Figure 1
That Report No. PDS21-093 be received; and1.
That staff continue to monitor the traffic operations at
the intersection of Machell Avenue and Irwin Avenue;
and
2.
That Council approve the installation of an all-way stop
control at the intersection of Machell Avenue and Irwin
Avenue to be funded from the Town’s Operations
Department Operating Budget; and
3.
That Council approve the installation of a crosswalk
(south side of Machell Avenue) at the intersection of
Machell Avenue and Irwin Avenue to be funded from
the Town’s Operations Department Operating Budget.
4.
7.2.5.FIN21-042 - 2021 Interim Forecast Update – As of August 31,
2021
Report Attachment 1 Attachment 2 Attachment 3
That Report No. FIN21-042 be received for information.1.
7.2.6.OPS21-017 - Emerald Ash Borer Management Plan Update
Report Attachment 1
That Report No. OPS21-017 be received; and1.
That the Emerald Ash Borer Management Plan continue
in future years, including treatment of municipal trees
on a biennial basis with TreeAzin, forestry health
maintenance, replanting initiatives and removals as
required; and
2.
That this program’s annual service costs be included in3.
the Town’s future operating budget commencing in
2023 for Council’s consideration.
7.2.7.OPS21-018 - Tree Removal Permit Application - 55 Metcalfe
Street
Report Attachment 1 Attachment 2 Attachment 3
That Report No. OPS21-018 be received; and1.
That the Tree Removal Permit Application for 55
Metcalfe Street be approved.
2.
7.2.8.New Business Motion No. 1
That the request from Delegation 5.1, Marco Di
Girolamo, to enter into an encroachment agreement
with the Town be referred to staff to report back to
Council.
1.
8.Consideration of Items Requiring Discussion (Regular Agenda)
8.1.FIN21-037 - Second Generation Asset Management Plan 55
(Referred from General Committee Meeting of September 21, 2021)
That Report No. FIN21-037 be received; and1.
That the Second Generation Asset Management Plan be
endorsed and the service level measures therein be approved.
2.
8.2.FIN21-044 - 2022 Budget Introduction 276
(Presentation to be provided by Rachel Wainwright-van Kessel, Director
of Finance)
That Report No. FIN21-044 be received; and1.
That the proposed 2022 budget be referred to Budget
Committee for review at its scheduled meetings starting on
November 8, 2021.
2.
9.Motions
9.1.Councillor Gilliland; Re: Mental Health Resources 315
10.New Business
11.By-laws
11.1.By-law Number XXXX-21 - Being a By-law to allocate any 2021 Operating
Fund surplus and any 2021 Water, Wastewater, and Stormwater
Operating Fund surplus or deficit.
316
(General Committee Report No. FIN21-035, Sep 7, 2021)
11.2.By-law Number XXXX-21 - Being a By-law to amend By-law Number
5553-13, as amended, to establish various Reserve Funds for the Town
of Aurora.
318
(General Committee Report No. FIN21-035, Sep 7, 2021)
11.3.By-law Number XXXX-21 - Being a By-law to prohibit and regulate noise
in the Town of Aurora.
319
(General Committee Report No. CS21-067, Sep 7, 2021)
12.Closed Session
There are no Closed Session items for this meeting.
13.Confirming By-law
13.1.By-law No. XXXX-21 Being a By-law to confirm actions by Council
resulting from a Council meeting on October 26, 2021
329
14.Adjournment
SupportingAuroraBusinessesLooking Back&Moving ForwardPage 1 of 329
CChamber Board of DirectorsPage 2 of 329
Impact of the Pandemic on our Local Businesses•Closures•Increased Debt•New/Thriving Businesses•Unknown FuturePage 3 of 329
Chamber InitiativesPage 4 of 329
www.ExploreAurora.ca•350 Businesses•OCC Grant•Banners, RadioPrint, Social MediaPage 5 of 329
#EXPERIENCEYR TOWN OF AURORA VIDEOVideo available on requestPage 6 of 329
Accelerate Business Recovery•A program developed with Schulich School of Business, sponsored by Desjardins Insurance and inpartnership with York Region and the Town of Aurora. This Employment Ontario project is funded inpart by the Government of Canada and the Government of Ontario.Page 7 of 329
Video available on requestPage 8 of 329
Moving Forward•Home Show•Street Festival •Explore Aurora•ABR•Town CollaborationPage 9 of 329
QQUESTIONS?Page 10 of 329
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Delegation Request
This request and any written submissions or background information for consideration by either Council or
Committees of Council is being submitted to Legislative Services.
Council or Committee *
General Committee
Council or Committee Meeting Date *
2021-10-26
Subject *
Machell and Irwin Ave traffic.contrill assessment
Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) *
Glen Payne machell and Irwin residents
Brief Summary of Issue or Purpose of Delegation *
To discuss and promote traffic control at the Machell and Irwin intersections.
Have you been in contact with a Town staff or Council member regarding your matter of interest?
*
Yes No
Full name of the Town staff or Council
member with whom you spoke
Harold Kim
Date you spoke with Town staff or a Council
member
2021-10-19
Page 11 of 329
1
Town of Aurora
Council
Meeting Minutes
Date:
Time:
Location:
Tuesday, September 28, 2021
7 p.m.
Council Chambers, Aurora Town Hall
Council Members: Mayor Tom Mrakas (Chair)
Councillor Wendy Gaertner*
Councillor John Gallo*
Councillor Rachel Gilliland
Councillor Sandra Humfryes
Councillor Harold Kim
Councillor Michael Thompson
Other Attendees: Doug Nadorozny, Chief Administrative Officer
Allan Downey, Director of Operations*
Robin McDougall, Director of Community Services*
David Waters, Director of Planning and Development Services*
Eliza Bennett, Acting Manager, Corporate Communications*
Jason Gaertner, Acting Director of Finance*
Demetre Rigakos, Manager, Human Resources*
Phillip Rose, Manager, Aurora Town Square*
Alex Wray, Manager, By-law Services*
Patricia De Sario, Town Solicitor*
Michael de Rond, Town Clerk and Acting Director of Corporate
Services
Samantha Yew, Deputy Town Clerk
Linda Bottos, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Procedural Notes
Page 12 of 329
2
This meeting was held in person and electronically as per Section 19. i) of the
Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19
situation.
The Mayor called the meeting to order at 7 p.m.
The Mayor relinquished the chair to Councillor Kim at 7:26 p.m. during
consideration of Motion 9.1, Re: LDD Moth Infestation, and reassumed the chair
at 7:37 p.m.
2. Approval of the Agenda
Main motion
Moved by Councillor Kim
Seconded by Councillor Humfryes
That the revised agenda as circulated by Legislative Services be approved.
Amendment
Moved by Councillor Gallo
Seconded by Councillor Thompson
That the Notice of Motion provisions in the Procedure By-law be waived to
permit the addition of a motion regarding amending the Mandatory
Vaccination Policy to include the option for frequent rapid antigen testing.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
On a two-thirds majority vote the motion
Carried (7 to 0)
Main motion as amended
Moved by Councillor Kim
Seconded by Councillor Humfryes
That the revised agenda as circulated by Legislative Services be approved with
the following addition:
Motion 9.4 - Councillor Gallo; Re: Mandatory COVID-19 Vaccination Policy
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor Gilliland,
Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
Page 13 of 329
3
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Community Presentations
None.
5. Delegations
5.1 Todd and Keltie Stewart, Residents and Dave Doran, Doran Custom Designs;
Re: Item 8.1 - PDS21-104 - Heritage Permit Application, File: HPA-2021-11,
65 Spruce Street
Keltie and Todd Stewart provided background and a brief overview of their
application and requested Council's consideration to expedite the heritage
permit application approval process to allow their immediate application
for a building permit.
Moved by Councillor Gilliland
Seconded by Councillor Thompson
That the comments of the delegation be received and referred to item 8.1.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
6. Consent Agenda
Moved by Councillor Gilliland
Seconded by Councillor Humfryes
That the Consent Agenda items, 6.1 to 6.9 inclusive, be approved.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor Gilliland,
Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
Page 14 of 329
4
6.1 Council Meeting Minutes of July 13, 2021
1. That the Council meeting minutes of July 13, 2021, be adopted as
circulated.
Carried
6.2 Council Closed Session Minutes of July 6, 2021 (confidential attachment)
1. That the Council Closed Session minutes of July 6, 2021, be adopted
as circulated.
Carried
6.3 Council Closed Session Public Meeting Minutes of July 6, 2021
1. That the Council Closed Session Public meeting minutes of July 6,
2021, be adopted as circulated.
Carried
6.4 Council Closed Session Minutes of July 13, 2021 (confidential attachment)
1. That the Council Closed Session minutes of July 13, 2021, be adopted
as circulated.
Carried
6.5 Council Closed Session Public Meeting Minutes of July 13, 2021
1. That the Council Closed Session Public meeting minutes of July 13,
2021, be adopted as circulated.
Carried
6.6 Special Meeting of Council Minutes of August 17, 2021
1. That the Special Meeting of Council minutes of August 17, 2021, be
adopted as circulated.
Carried
6.7 Council Closed Session Minutes of September 7, 2021 (confidential
attachment)
1. That the Council Closed Session minutes of September 7, 2021, be
adopted as circulated.
Carried
Page 15 of 329
5
6.8 Council Closed Session Public Meeting Minutes of September 7, 2021
1. That the Council Closed Session Public meeting minutes of September
7, 2021, be adopted as circulated.
Carried
6.9 Council Public Planning Meeting Minutes of September 14, 2021
1. That the Council Public Planning meeting minutes of September 14,
2021, be adopted as circulated.
Carried
7. Standing Committee Reports
Moved by Councillor Humfryes
Seconded by Councillor Kim
That the Standing Committee Reports, items 7.1 to 7.2 inclusive, be received and
the recommendations carried by the Committee approved, with the exception of
sub-items 7.1.3 and 7.2.3, which were discussed and voted on separately as
recorded below.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor Gilliland,
Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
7.1 General Committee Meeting Report of September 7, 2021
7.1.1 Memorandum from Councillor Gaertner; Re: Lake Simcoe Region
Conservation Authority Board Meeting Highlights of June 25, 2021
Memo
1. That the memorandum regarding Lake Simcoe Region
Conservation Authority Board Meeting Highlights of June 25,
2021, be received for information.
Carried
7.1.2 Mayor's Golf Classic Funds Committee Meeting Minutes of July 20,
2021
Minutes
Page 16 of 329
6
1. That the Mayor's Golf Classic Funds Committee meeting
minutes of July 20, 2021, be received for information.
Carried
7.1.3 CS21-067 - Proposed Noise By-law Update
Report Attachment 1 Attachment 2 Attachment 3 Attachment 4
Moved by Councillor Gilliland
Seconded by Councillor Kim
1. That Report No. CS21-067 be received; and
2. That the proposed Noise By-law be brought forward to a future
Council meeting for enactment, repealing and replacing the
current Noise By-law No. 4787-06.P.
Yeas (6): Mayor Mrakas, Councillor Gallo, Councillor Gilliland,
Councillor Humfryes, Councillor Kim, and Councillor Thompson
Nays (1): Councillor Gaertner
Carried (6 to 1)
7.1.4 PDS21-091 - Request for a Parking By-law Amendment on Benville
Crescent
Report Figure 1
1. That Report No. PDS21-091 be received; and
2. That staff monitor the on-street parking activity on Benville
Crescent around Evans Park, survey the residents, and report
back to a future General Committee meeting with the results
and recommendations before the end of 2021.
Carried
7.1.5 PDS21-098 - Incorporating a Climate Lens in Town Governance and
Operations
Report Attachment 1 Attachment 2
1. That Report No. PDS21-098 be received; and
2. That climate change considerations be incorporated into staff
reports starting in January 2022; and
Page 17 of 329
7
3. That climate change considerations be incorporated as part of
the 2023 budget approval process.
Carried
7.1.6 PDS21-083 - Assessment of a Proposed Sidewalk on Metcalfe Street
Between Aurora Town Square and Town Park
Report Attachment 1 Attachment 2 Attachment 3
1. That Report No. PDS21-083 be received; and
2. That the Town not proceed with the construction of a new
sidewalk on the north side of Metcalfe Street, between Victoria
Street and Wells Street.
Carried
7.1.7 FIN21-035 - 2021 Year End Surplus/Deficit Management By-law and
Reserve Management Adjustments
Report Attachment 1 Attachment 2
1. That Report No. FIN21-035 be received; and
2. That the 2021 yearend surplus/deficit management by-law to
manage the operating budget surplus or deficit through the use
of reserves, as detailed in this report, be brought forward to a
future Council meeting for approval; and
3. That the deletion of the six reserves identified in this report as
no longer being required be approved; and
4. That the Treasurer be delegated the authority to delete reserves
that are no longer required; and
5. That the Treasurer report to Council annually on reserves that
have been added or deleted.
Carried
7.2 General Committee Meeting Report of September 21, 2021
7.2.1 Memorandum from Councillor Gaertner; Re: Lake Simcoe Region
Conservation Authority Board Meeting Highlights of July 23, 2021
Memo
Page 18 of 329
8
1. That the memorandum regarding Lake Simcoe Region
Conservation Authority Board Meeting Highlights of July 23,
2021, be received for information.
Carried
7.2.2 Aurora Town Square Project Monitoring Task Force Meeting Minutes
of July 13, 2021
Minutes
1. That the Aurora Town Square Project Monitoring Task Force
Meeting Minutes of July 13, 2021, be received for information.
Carried
7.2.3 CMS21-027 - Canadian Achievements Diversity and Inclusion Mural -
Design Approval
Report Attachment 1
Moved by Councillor Kim
Seconded by Councillor Humfryes
1. That Report No. CMS21-027 be received; and
2. That the mural design titled Community Builds Community by
Moonlight Murals Collective be approved for the Canadian
Achievements Diversity and Inclusion Mural as selected by the
Mural Selection Committee; and
3. That staff be directed to work with the artists to finalize the
mural design, to be superimposed on the building, and be
brought back to Council for final approval; and
4. That the northern wall of 15242 Yonge Street be approved as
the location for the Canadian Achievements Diversity and
Inclusion Mural.
Yeas (4): Mayor Mrakas, Councillor Humfryes, Councillor Kim, and
Councillor Thompson
Nays (3): Councillor Gaertner, Councillor Gallo, and Councillor
Gilliland
Carried (4 to 3)
7.2.4 CMS21-029 - Aurora Town Square Governance Update
Page 19 of 329
9
Report
1. That Report No. CMS21-029 be received; and
2. That the Fees and Charges By-law be updated to accommodate
all Aurora Town Square services, activities, and use of property
as necessary.
Carried
7.2.5 FIN21-037 - Second Generation Asset Management Plan
Report Attachment 1 Staff Presentation Consultant Presentation
That Report No. FIN21-037 be referred to the Council meeting of
October 26, 2021.
Carried
7.2.6 PDS21-100 - Revision to Draft Plan of Subdivision Approval to
Include a Three-year Lapsing Provision - Edenbrook (Aurora) Inc.
929 St. John’s Sideroad, Part of Lot 25, Concession 2, Town of
Aurora, File Number: D12-06-12
Report Figures 1-4 Schedule A
1. That Report No. PDS21-100 be received; and
2. That the Draft Approved Plan of Subdivision Conditions for
Edenbrook (Aurora) Inc. at 929 St. John’s Sideroad, File D12-06-
12, be revised to include a new condition that Draft Subdivision
approval will expire three (3) years following the date of this
revision; and
3. That this revision to the Draft Approved Plan of Subdivision
conditions is considered minor and does not require notice in
accordance with Section 51(47) of the Planning Act, R.S.O.
1990, c. P.13.
Carried
7.2.7 PDS21-108 - Aurora Promenade Community Improvement Plan
Report Attachment 1 Attachment 2
1. That Report No. PDS21-108 be received; and
Page 20 of 329
10
2. That staff be authorized to initiate the process to update the
Aurora Promenade Community Improvement Plan.
Carried
8. Consideration of Items Requiring Discussion (Regular Agenda)
Council consented to consider item 8.1 prior to consideration of section 7,
Standing Committee Reports.
8.1 PDS21-104 - Heritage Permit Application, File: HPA-2021-11, 65 Spruce
Street
Moved by Councillor Thompson
Seconded by Councillor Humfryes
1. That Report No. PDS21-104 be received; and
2. That Heritage Permit Application HPA-2021-11 be approved to permit
a second storey rear addition, proposed canopy over the existing
porch, relocate existing skylight to the north façade of the rear
addition, and one (1) new window opening for the existing dwelling at
65 Spruce Street.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
9. Motions
9.1 Mayor Mrakas; Re: LDD Moth Infestation
Moved by Mayor Mrakas
Seconded by Councillor Gilliland
Whereas areas of the Town of Aurora are experiencing an infestation of
the caterpillar stage of the of Lymantria dispar dispar, commonly known
as LDD moths; and
Whereas, according to the LSRCA, the LDD moth is “an invasive insect
(that) goes through cycles in which the population increases for several
years and then declines”. This year is predicted to be an outbreak year,
based on observations and monitoring in 2020 and through the winter of
2021; and
Page 21 of 329
11
Whereas the LDD moth population tends to peak every 10 years, and each
outbreak can last a few years; and
Whereas we are currently in year two of a boom; and
Whereas the LDD moth can have serious, negative impacts on the forest
canopy, defoliating a significant volume of trees during an infestation; and
Whereas healthy trees can generally survive, back-to-back years of LDD
moth feeding can weaken a tree, making it susceptible to disease and
damage from other insects and even death for some trees; and
Whereas the Town has provided information for residents on how to
protect the trees on their property and was the first municipality in York
Region to provide burlap wraps to homeowners;
1. Now Therefore Be it Hereby Resolved That staff review and report
back on all options to control the LDD moth infestation and manage
future years of this cycle, including: burlap banding, removal of eggs,
pheromone traps in areas with moderate to severe infestation, and
consider targeted spraying of BTK (Bacterium Spray Treatment) within
the appropriate timeframe in all severely infested areas of public lands
and Town trees within the Town’s right of way on severely infested
streets; and
2. Be It Further Resolved That the Town of Aurora adopt the same
practice as neighbouring municipalities, taking a “good neighbour”
approach and spraying buffer strips on the borders of publicly owned
Town of Aurora lands and private lands where there is known to be a
severe infestation of LDD moths.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
9.2 Councillor Humfryes; Re: National Day for Truth and Reconciliation
Moved by Councillor Humfryes
Seconded by Councillor Gilliland
Whereas the Truth and Reconciliation Commission (TRC) released its final
report on June 2, 2015, which included 94 Calls to Action to redress the
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12
legacy of residential schools and advance the process of Canadian
reconciliation; and
Whereas the recent discoveries of remains and unmarked graves across
Canada have led to increased calls for all levels of government to address
the recommendations in the TRC’s Calls to Action; and
Whereas all Canadians and all orders of government have a role to play in
reconciliation; and
Whereas Recommendation #80 of the Truth and Reconciliation
Commission called upon the federal government, in collaboration with
Aboriginal peoples, to establish, as a statutory holiday, a National Day for
Truth and Reconciliation to ensure that public commemoration of the
history and legacy of residential schools remains a vital component of the
reconciliation process; and
Whereas the Federal Government has announced September 30, 2021, as
the first National Day for Truth and Reconciliation (National Orange Shirt
Day) and a statutory holiday;
1. Now Therefore Be It Hereby Resolved That the Council of the Town of
Aurora does hereby commit to recognizing September 30, 2021, as the
National Day for Truth and Reconciliation (National Orange Shirt Day)
by sharing the stories of residential school survivors, their families, and
communities.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
9.3 Councillor Gilliland; Re: Outdoor Fitness Park
Moved by Councillor Gilliland
Seconded by Councillor Gaertner
Whereas active fitness contributes to overall physical health and mental
health wellbeing; and
Whereas the Town of Aurora currently has outdoor fitness equipment that
is rather spaced out in a run style circuit format, which may need
upgrading and/or an assessment of functionality; and
Page 23 of 329
13
Whereas the Town may have alternate opportunities to create an outdoor
fitness park in new or existing park locations, such as in the underserviced
southwest Aurora area; and
Whereas current viral infections have prevented residents from indoor
activities due to pandemic closures of various indoor facilities; and
Whereas an outdoor fitness park will give opportunities for residents to
freely exercise safely outdoors, create possible Town programming, and
possible rental opportunities to generate revenue, such as ParkFitTO
programming and Trekfit parks in Toronto;
1. Now Therefore Be It Hereby Resolved That staff report back with
possible new fitness park locations or potential upgrades to current
parks, including information on costing.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor
Gilliland, Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
9.4 Councillor Gallo; Re: Mandatory COVID-19 Vaccination Policy
Moved by Councillor Gallo
Seconded by Councillor Gaertner
Whereas the Town of Aurora through the CAO’s authority has
implemented a Mandatory COVID-19 Vaccination Policy effective
September 13, 2021; and
Whereas the policy does not explicitly allow for employees the option of
undergoing frequent rapid antigen testing similar to other municipalities
and large organizations; and
Whereas the Federal Government is providing free rapid test kits and
states: “Rapid tests are important screening tools to help you protect your
employees, customers, their families and the community where they live.
Not everyone who has COVID-19 will show symptoms. Studies suggest
that people without symptoms may cause up to 50% of COVID-19
transmission. You can help reduce the risk of outbreaks by regularly
testing and screening your employees.
Regular rapid tests provide an extra layer of defence against the spread of
the virus. Along with public health measures such as frequent
Page 24 of 329
14
handwashing, physical distancing, wearing a mask and vaccination,
workplace screening will help to:
slow the spread of COVID-19
keep your employees, their families and your community safe
safely reopen the economy
To ensure workers have quick and easy access to COVID-19 rapid tests,
the Government of Canada, some provincial and territorial governments,
and distribution partners are providing free rapid tests to organizations for
use in their workplace screening initiatives.
Rapid tests are fast, easy and safe. They provide results in 15 minutes.”;
and
Whereas allowing employees the option of undergoing frequent rapid
antigen testing maintains the health and safety of workers from the
hazard of COVID-19 and provides employees a level of privacy;
1. Now Therefore Be It Hereby Resolved That the Town of Aurora include
in the Mandatory COVID-19 Vaccination Policy the option of
undergoing frequent rapid antigen testing for all Town of Aurora
employees, volunteers and students.
Yeas (3): Councillor Gaertner, Councillor Gallo, and Councillor Gilliland
Nays (4): Mayor Mrakas, Councillor Humfryes, Councillor Kim, and
Councillor Thompson
Defeated (3 to 4)
10. Regional Report
None.
11. New Business
Councillor Thompson inquired about the Town of Aurora’s plans for recognizing
September 30, 2021, and staff provided a response noting the Town will be
supporting and actively participating in the National Day for Truth and
Reconciliation through the provision of learning opportunities and special
community events. Mayor Mrakas added that there will be an Every Child Matters
flag raising while all other flags are lowered.
Page 25 of 329
15
Councillor Gilliland requested an update on the St. Andrews boardwalk
construction at St. John's Sideroad and Yonge Street, and staff provided a
response.
Councillor Gilliland inquired about the opportunity for an electric vehicle (EV)
supercharger station in Aurora's downtown core, and staff provided a response.
Councillor Gaertner expressed appreciation to staff for the new safety-related
signs installed at the Arboretum and the new playground equipment to be
installed at the trailhead park of the David Tomlinson Nature Reserve (Wildlife
Park).
Councillor Gaertner remarked on the Moonlight Murals Collective website
content changes made prior to Council's discussion regarding the Town's
Canadian Achievements Diversity and Inclusion Mural design.
Mayor Mrakas inquired about whether liquidated damages are included in the
contract for the boardwalk construction project, and staff agreed to investigate
and provide a response.
12. By-laws
12.1 By-law Number 6372-21 - Being a By-law to amend By-law Number 4574-
04.T, as amended, to regulate parking and traffic in the Town of Aurora
(Electric Vehicle Charging Stations).
12.2 By-law Number 6373-21 - Being a By-law to amend By-law Number 4574-
04.T, as amended, to regulate parking and traffic in the Town of Aurora (No
Parking Restricted Periods - Kitimat Crescent).
12.3 By-law Number 6374-21 - Being a By-law to amend By-law Number 6000-17,
as amended, respecting the lands municipally known as 20 and 25
Mavrinac Boulevard (TFP Aurora Inc.).
Moved by Councillor Humfryes
Seconded by Councillor Gilliland
That the By-laws items, 12.1 to 12.3 inclusive, be enacted.
Yeas (7): Mayor Mrakas, Councillor Gaertner, Councillor Gallo, Councillor Gilliland,
Councillor Humfryes, Councillor Kim, and Councillor Thompson
Carried (7 to 0)
Page 26 of 329
16
13. Closed Session
None.
14. Confirming By-law
14.1 By-law No. 6375-21 Being a By-law to confirm actions by Council resulting
from a Council meeting on September 28, 2021
Moved by Councillor Gilliland
Seconded by Councillor Kim
That the confirming by-law be enacted.
Carried
15. Adjournment
Moved by Councillor Gilliland
Seconded by Councillor Kim
That the meeting be adjourned at 9 p.m.
Carried
Tom Mrakas, Mayor Michael de Rond, Town Clerk
Page 27 of 329
1
Town of Aurora
Council Closed Session Public
Meeting Minutes
Date:
Time:
Location:
Tuesday, September 21, 2021
5:45 p.m.
Council Chambers, Aurora Town Hall
Council Members: Mayor Tom Mrakas (Chair)
Councillor Wendy Gaertner*
Councillor Sandra Humfryes
Councillor Michael Thompson
Councillor Rachel Gilliland
Councillor John Gallo
Members Absent: Councillor Harold Kim
Other Attendees: Doug Nadorozny, Chief Administrative Officer
David Waters, Director of Planning and Development Services*
Lisa Hausz, Manager, Economic Development and Policy (left at
6:18 p.m.)*
Patricia De Sario, Town Solicitor*
Michael de Rond, Town Clerk
Samantha Yew, Deputy Town Clerk
*Attended electronically
_____________________________________________________________________
1. Procedural Notes
The Mayor called the meeting to order at 5:45 p.m.
Council consented to resolve into a Closed Session at 5:46 p.m.
Council reconvened into open session at 6:29 p.m.
2. Approval of the Agenda
Page 28 of 329
2
Moved by Councillor Humfryes
Seconded by Councillor Thompson
That the confidential Council Closed Session agenda be approved.
Carried
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Consideration of Items Requiring Discussion
Moved by Councillor Gaertner
Seconded by Councillor Humfryes
That Council resolve into a Closed Session to consider the following matters:
1. A proposed or pending acquisition or disposition of land by the municipality
or local board (Section 239(2)(c) of the Municipal Act, 2001); Re: Council
Closed Session Report No. PDS21-119 – Potential Property Acquisition
Update
2. A proposed or pending acquisition or disposition of land by the municipality
or local board (Section 239(2)(c) of the Municipal Act, 2001); Re: Council
Closed Session Report No. PDS21-120 – Potential Property Acquisition
Carried
4.1 Council Closed Session Report No. PDS21-119 - Potential Property
Acquisition Update
A proposed or pending acquisition or disposition of land by the
municipality or local board (Section 239(2)(c) of the Municipal Act, 2001)
Moved by Councillor Humfryes
Seconded by Councillor Thompson
1. That Council Closed Session Report No. PDS21-119 be received; and
2. That the confidential direction to staff be confirmed.
Page 29 of 329
3
Yeas (6): Mayor Mrakas, Councillor Gaertner, Councillor Humfryes,
Councillor Thompson, Councillor Gilliland, and Councillor Gallo
Absent (1): Councillor Kim
Carried (6 to 0)
4.2 Council Closed Session Report No. PDS21-120 - Potential Property
Acquisition
A proposed or pending acquisition or disposition of land by the
municipality or local board (Section 239(2)(c) of the Municipal Act, 2001)
Moved by Councillor Gallo
Seconded by Councillor Humfryes
1. That Council Closed Session Report No. PDS21-120 be received; and
2. That the confidential direction to staff be confirmed.
Yeas (6): Mayor Mrakas, Councillor Gaertner, Councillor Humfryes,
Councillor Thompson, Councillor Gilliland, and Councillor Gallo
Absent (1): Councillor Kim
Carried (6 to 0)
5. Confirming By-law
5.1 By-law No. 6371-21 Being a By-law to confirm actions by Council resulting
from a Council Closed Session on September 21, 2021
Moved by Councillor Humfryes
Seconded by Councillor Gaertner
That the confirming by-law be enacted.
Carried
6. Adjournment
Moved by Councillor Gallo
Seconded by Councillor Gilliland
That the meeting be adjourned at 7:03 p.m.
Carried
Page 30 of 329
4
Tom Mrakas, Mayor Michael de Rond, Town Clerk
Page 31 of 329
1
Town of Aurora
Council Public Planning
Meeting Minutes
Date:
Time:
Location:
Tuesday, October 12, 2021
7 p.m.
Council Chambers, Aurora Town Hall
Council Members: Mayor Tom Mrakas (Chair)
Councillor Wendy Gaertner*
Councillor John Gallo*
Councillor Rachel Gilliland
Councillor Sandra Humfryes* (arrived 7:03 p.m.)
Councillor Harold Kim
Councillor Michael Thompson
Other Attendees: Doug Nadorozny, Chief Administrative Officer*
David Waters, Director of Planning and Development Services*
Stephen Corr, Senior Development Planner
Michael de Rond, Town Clerk
Samantha Yew, Deputy Town Clerk
Linda Bottos, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
The Mayor called the meeting to order at 7 p.m.
Land Acknowledgement
Mayor Mrakas acknowledged that the meeting took place on the traditional
territory of the Wendat, the Haudenosaunee, and the Anishinaabe peoples whose
presence here continues to this day. He further noted that Aurora is part of the
treaty lands of the Mississaugas of the Credit and the Williams Treaties First
Nations and thanked them for sharing the land.
Page 32 of 329
2
Council consented to recess the meeting at 7:22 p.m. and reconvened the
meeting at 7:29 p.m.
2. Approval of the Agenda
Moved by Councillor Gilliland
Seconded by Councillor Kim
That the agenda as circulated by Legislative Services be approved.
Yeas (6): Mayor Mrakas, Councillor Kim, Councillor Gaertner, Councillor
Thompson, Councillor Gilliland, and Councillor Gallo
Absent (1): Councillor Humfryes
Carried (6 to 0)
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Planning Applications
The Mayor outlined the procedures that would be followed in the conduct of the
public meeting. The Town Clerk confirmed that the appropriate notice was given
in accordance with the relevant provisions of the Planning Act.
4.1 PDS21-117 - Applications for Official Plan and Zoning By-law Amendment
and Site Plan Control, 2766872 Ontario Inc., 15296, 15306 and 15314 Yonge
Street
Lots B and C and Part of Lot D, registered Plan 36 and Part of Lots 15 and
16, Registered Plan 246, Town of Aurora, File Numbers: OPA-2021-03,
ZBA-2021-03 and SP-2021-07
Planning Staff
Stephen Corr, Senior Development Planner, presented an overview of the
staff report regarding the Official Plan Amendment, Zoning By-law
Amendment and Site Plan Control applications, noting the applicant
proposes to permit residential uses/units at grade, increase the building
height to 23.54 metres, increase the number of storeys from six to eight
Page 33 of 329
3
(eight storeys at rear only), redesignate the northwest portion of the site
from ‘Private Parkland’ to ‘Upper Downtown’, decrease the amenity space,
and apply site-specific zone standards to permit the proposed apartment
built form.
Applicant/Agent/Consultant
David Farrow, Project Manager for the applicant, Alive Developments Inc.,
noted he was accompanied by his consulting team, including an engineer
and traffic consultant, who were present to answer any questions. Mr.
Farrow presented a brief overview of the proposed development including
location, demolition of the former buildings on the site, surrounding uses,
consultation with neighbourhood residents, and background on the site
plan application. Hoordad Ghandehari, Principal, ICON Architects Inc.,
presented further details including the site plan, landscape design,
building elevations and cross-section, streetscape views and artist
renderings. Naama Blonder, Architect, Urban Designer, Urban Planner,
Smart Density Inc., was also present to answer questions.
Public Comments
Aurora residents Brandon Monti, Elizabeth Keith, and Marcel Gagnier
expressed the following comments:
Concerns regarding:
Water flooding into basements through foundation and floor following
a significant rainfall event
Believes that current grading of excavated site and abandoned
stormwater drainage pipe related to flooding
Town and developer oversight regarding identification of potential
hazards resulting from demolition/excavation of subject property
Capacity of Irwin Avenue stormwater management system to avoid
mass flooding
Proper management of subject property to avoid further issues
Lack of appropriate parking allowance on subject property and
potential negative impact on parking and traffic on surrounding streets
Increased traffic if Irwin Avenue is only access point to subject
property
Construction parking and traffic
Questions regarding:
Page 34 of 329
4
Town's solution to water pooling on subject property and basement
flooding on adjacent properties
Whether there is sufficient infrastructure in place to support the
proposed development
Responsibility for compensation of foundation repairs needed and
flood damage
Building step-backs and building height
Whether a light study has been completed
Use of caissons in construction and possible damaging effects
(vibration, water issues) on nearby older structures
Consideration of pre- and post-construction inspections of adjacent
properties and nearby structures
Access to inspection reports
Light mitigation and shrouding during construction period on all sides
abutting residential housing
Town's Noise By-law and option for white noise generation for vehicles
backing up
Degree of public consultation between developer and local area
residents
Whether there are by-law exemptions for construction vehicles
Request for north and west streetscape views of proposed
development and an angular plane analysis for the north elevation
Request for improved parking proposal, driveway access point(s) and
additional traffic calming measures prior to any proposal approval
Planning Staff
Staff addressed the concerns and questions regarding: flooding and
damages, mitigation and water maintenance; light study, light mitigation
and shrouding; impact of construction vibrations; pre- and post-
construction inspections on adjacent properties; construction parking and
transportation plan; Noise By-law; building setbacks, step-backs and
angular plane; construction parking and traffic; and construction
management plan. The Mayor committed to following up with the resident
and Town staff to address and resolve the flooding and water issues.
Applicant/Agent/Consultant
Mr. Ghandehari displayed the requested north and west streetscape and
elevations views of the proposed development.
Page 35 of 329
5
Moved by Councillor Gilliland
Seconded by Councillor Kim
1. That Report No. PDS21-117 be received; and
2. That comments presented at the Public Meeting be addressed by
Planning and Development Services in a report to a future Public
Planning meeting.
Yeas (7): Mayor Mrakas, Councillor Kim, Councillor Gaertner, Councillor
Humfryes, Councillor Thompson, Councillor Gilliland, and Councillor Gallo
Carried (7 to 0)
5. Confirming By-law
5.1 By-law No. 6376-21 Being a By-law to Confirm Actions by Council Resulting
from a Council Public Planning Meeting on October 12, 2021
Moved by Councillor Kim
Seconded by Councillor Gilliland
That the confirming by-law be enacted.
Yeas (7): Mayor Mrakas, Councillor Kim, Councillor Gaertner, Councillor
Humfryes, Councillor Thompson, Councillor Gilliland, and Councillor Gallo
Carried (7 to 0)
6. Adjournment
Moved by Councillor Kim
Seconded by Councillor Thompson
That the meeting be adjourned at 9:06 p.m.
Carried
Tom Mrakas, Mayor Michael de Rond, Town Clerk
Page 36 of 329
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Councillor’s Office
Re: Lake Simcoe Region Conservation Authority
Board Meeting Highlights of September 24, 2021
To: Mayor and Members of Council
From: Councillor Wendy Gaertner
Date: October 26, 2021
Recommendation
1. That the memorandum regarding Lake Simcoe Region Conservation Authority
Board Meeting Highlights of September 24, 2021, be received for information.
Page 37 of 329
Board Meeting Highlights
September 24, 2021
Announcements:
a) CAO Rob Baldwin provided an update on the newly acquired Georgina lands known as
Maple Lake Estates, noting the purchase and sale agreement has been signed; however,
Minister Clark must remove the subdivision designation through a Minister’s Zoning Order,
and until this takes place the land has not yet been transferred to the Authority. A Board
report regarding plans for this land will be brought forward once the Authority officially
owns the land.
b) General Manager, Conservation Lands, Brian Kemp was pleased to advise that a purchase
and sale agreement was recently signed regarding an additional 137 acres of provincially
significant wetland to the Beaver River Conservation Area. The property is located east of
the trail and north of Highway 7. He noted that funding support from Region of Durham, the
Lake Simcoe Conservation Foundation, and the Authority’s land acquisition reserve made
this acquisition possible.
c) General Manager, Conservation Lands, Brian Kemp was pleased to advise that Nicole
Hamley, Manager of Education, was recently successful in securing a contract with the
Simcoe County District School Board to provide Environmental Education to Grade 4
students for the next three years. This is a great achievement which will see about 70
classes per year for the next three years, involving about 15,000 students in total.
d) The Lake Simcoe Conservation Foundation Executive Director, Cheryl Taylor, provided an
update on the 32nd Annual Conservation Dinner held on September 22nd. She thanked staff,
volunteers and all in attendance for making it a successful evening. She noted that with
COVID protocols in place, participation was down about one third; however, it is anticipated
that the fundraising goal of $200,000 was still met. The new Connect Campaign 2021 video
that was shared with the Board can be viewed by clicking the following link:
https://www.lakesimcoefoundation.ca/connect-campaign/2021-update.
Deputations:
a) Georgina Island Fixed Link
Mr. Michael Jacobs of Cambium Indigenous Professional Services, and Project Manager for the
Georgina Island Fixed Link project, provided the Board with an overview of the proposed
Georgina Island Fixed Link project, which is a planned bridge from Georgina Island to mainland
Georgina. He reviewed the timeline dating back pre 2008 where discussions were held and
Page 38 of 329
Board Meeting Highlights
September 24, 2021
Page 2
Federal commitments were made; however, nothing happened at that time. In 2018 a formal
resolution was made by Band council to complete a fixed link by 2030.
Cambium Indigenous Professional Services was engaged in 2019, and in turn engaged WSP for a
technical assessment to create a fixed link project plan. Council’s resolution for the protection
of the community, its citizens and lake are all top priorities of the project. The current ferry
system is nearing the end of its life and negatively impacts the lake. The proposed fixed link will
require 3.3km of roadway, comprised of 800m of causeway, followed by 700m of elevated
bridge, followed by another 800m of causeway to mainland.
He reviewed the timeline, noting it is hoped a community impact assessment will be completed
by end of 2024, with a bridge operational by the end of 2026. Seeking input from all
stakeholders including the Authority and its scientific knowledge of the lake will be critical to
the project’s success. Community meetings and discussions with Impact Asses sment Agency of
Canada and various government agencies are being held. A website has been set up where
interested community members can sign up for updates (https://www.gifixedlink.com/)
To view this presentation, please click this link: Georgina Island Fixed Link Project.
a) Holland Marsh Treatment Facility Update
Mr. Mike Rabeau of the Regional Municipality of York provided the Board with an overview of
the Holland Marsh Treatment Facility and its relation to the Upper York Sewage Solutions
project, noting that the Upper York Sewage Solutions is a project to service sewage in York
Region (Aurora, EG, Newmarket) that has three components: i) a water reclamation facility to
treat sewage and discharge a higher quality water into the Holland Marsh providing a major
improvement in water quality; ii) the York Durham Sewage System Forcemain Twinning Project,
which has already been constructed; and iii) the phosphorus offsetting project as directed by
the Province. In 2014, York Region submitted an Environmental Assessment to the Ministry for
a phosphorus offsetting project, a $25 million investment aimed at retrofitting stormwater
ponds to move enough phosphorus to create at 3:1 ratio net benefit for the watershed;
however, continued approval delay creates uncertainties for the Region to deliver the program
prior to commissioning of water reclamation centre.
Mr. Rabeau advised that in 2017, York Region initiated a partnership with the Authority and
local municipalities to prepare for the Project Specific Phosphorus Offset Program through a
Phosphorus Removal Demonstration project. In 2018, York Region was made aware of a
phosphorus removal opportunity in the Holland Marsh and in partnership with the Authority
submitted an Expression of Interest to the Infrastructure Canada Disaster Mitigation and
Adaptation Funding for a potential Holland Marsh Phosphorus Removal Facility project. The
project was submitted as a potential alternative technology to the Project Specific Phosphorus
Offset Program, and in July 2020, Infrastructure Canada invited York Region to submit a formal
Page 39 of 329
Board Meeting Highlights
September 24, 2021
Page 3
application for Disaster Mitigation and Adaptation Funding. This application was approved in
principle in November 2020.
The Holland Marsh Phosphorus Removal Facility Project was submitted as an alternative
technology to the stormwater retrofits on the principles that the facility would achieve a higher
level of phosphorus removal than stormwater retrofits; the project would leverage Disaster
Mitigation and Adaptation funding and Upper York Sewage Solutions project funding
(development charges) to build the facility. This proposed alternative technology would require
the Ministry approval upon the Upper York Sewage Solutions Environmental Assessment
approval. Disaster and Mitigation funding will provide 40% of the eligible cost for the project,
and Environmental Assessment approval and further discussions would be required to ensue
the balance of funding for the project. He went on to note that the project includes a new
treatment facility and upgrades to the existing Art Janse Pumping Station, and the location,
capacity and technologies of the treatment facility will be determined by a Municipal Class
Environmental Assessment Study. The cost of the facility is estimated in the range of $40
million. York Region’s ability to implement the Holland Marsh Phosphorus Removal Facility is
contingent upon the Upper York Sewage Solutions Environmental Assessment approval to
secure a funding source. Steps required to implement the project includ e a Class Environmental
Assessment study, including consultation with regulatory agencies, stakeholders and
Indigenous peoples, detailed design and regulatory permitting, and construction to meet the
objectives of the Project Specific Phosphorus Offset Program of the Upper York Sewage
Solutions Environmental Assessment. To view this presentation, please click this link: Holland
Marsh Treatment Facility
Correspondence and Staff Reports:
Correspondence
The Board received a letter from the Ministry of Northern Development, Mines, Natural
Resources and Forestry regarding the withdrawal of request for Minister’s review of Authority
Permit No. OP.2021.027 - Oro Station dated July 23, 2021.
Update: Bill 229 Regulatory Proposal and Conservation Authorities Act Amendments
The Board received Staff Report No. 45-21-BOD regarding Bill 229 Regulatory Proposal and
Conservation Authorities Act Amendments.
Preliminary Design and Class Environmental Assessment Study for the Proposed Highway 400
– Highway 404 Link (Bradford Bypass)
The Board received Staff Report No. 46-21-BOD regarding the Environmental Assessment Study
for the proposed Bradford Bypass.
Page 40 of 329
Board Meeting Highlights
September 24, 2021
Page 4
Kennedy Street, Aurora, Stream and Wetland Creation Project
The Board received Staff Report No. 47-21-BOD regarding the Kennedy Street Stream and
Wetland Creation Project in Aurora and approved funding for the project through the
Authority’s Ecological Offsetting Cash in Lieu funds and Restoration Assistance as outli ned in
the report.
Confidential Land Matter
The Board received Confidential Staff Report No. 48-21-BOD regarding a confidential land
matter and approved the recommendations contained within the report .
Confidential Human Resources Matter
The Board received Confidential Staff Report No. 49-21-BOD regarding a confidential human
resources matter and approved that the recommendations contained within the report.
For more information or to see the full agenda package, visit LSRCA’s Board of Directors’
webpage.
Page 41 of 329
1
Town of Aurora
General Committee
Meeting Report
Date:
Time:
Location:
Tuesday, October 5, 2021
7:00 p.m.
Council Chambers, Aurora Town Hall
Council Members: Mayor Tom Mrakas (Chair)
Councillor Harold Kim
Councillor Wendy Gaertner*
Councillor Michael Thompson
Councillor Rachel Gilliland
Councillor John Gallo*
Members Absent: Councillor Sandra Humfryes
Other Attendees: Doug Nadorozny, Chief Administrative Officer
Allan Downey, Director of Operations*
Robin McDougall, Director of Community Services*
Techa van Leeuwen, Director of Corporate Services*
Rachel Wainwright-van Kessel, Director of Finance*
David Waters, Director of Planning and Development Services*
Eliza Bennett, Acting Manager, Corporate Communications*
Michael de Rond, Town Clerk
Patricia De Sario, Town Solicitor*
Samantha Yew, Deputy Town Clerk*
Ishita Soneji, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
Mayor Mrakas called the meeting to order at 7:01 p.m.
Land Acknowledgement
Page 42 of 329
2
The Committee acknowledged that the meeting took place on the traditional
territory of the Wendat, the Haudenosaunee, and the Anishinaabe peoples whose
presence here continues to this day. It was noted that Aurora is part of the treaty
lands of the Mississaugas of the Credit and the Williams Treaties First Nations
and we thank them for sharing the land.
2. Approval of the Agenda
General Committee approved the agenda as circulated by Legislative Services.
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Community Presentations
None.
5. Delegations
None.
6. Consent Agenda
None.
7. Advisory Committee Meeting Minutes
General Committee recommends:
That the Advisory Committee Meeting minutes, 7.1 to 7.2 inclusive, be received.
Carried
7.1 Accessibility Advisory Committee Meeting Minutes of September 8, 2021
1. That the Accessibility Advisory Committee meeting minutes of
September 8, 2021, be received for information.
Carried
7.2 Heritage Advisory Committee Meeting Minutes of September 13, 2021
Page 43 of 329
3
1. That the Heritage Advisory Committee meeting minutes of September
13, 2021, be received for information.
Carried
8. Consideration of Items Requiring Discussion (Regular Agenda)
8.1 CS21-073 - Administrative Procedure No. 58: Insurance and Risk
Management
Sara White, Junior Consultant and Risk Analyst from Sigma Risk,
presented an overview of the project and the risk management policy
development process highlighting the purpose, scope of work, and the
policy framework. She further provided details of the financial and
organizational risk assessment results, other various key risks, and the
next steps.
General Committee recommends:
That Report No. CS21-073 be referred back to staff to consider the
comments from around the Council table.
Motion to refer
Carried
8.2 PDS21-101 - Servicing Allocation Update
General Committee recommends:
1. That Report No. PDS21-101 be received for information.
Carried
8.3 FIN21-038 - 2022 Fees and Charges Re-affirmation
General Committee recommends:
1. That Report No. FIN21-038 be received; and
2. That a by-law be enacted to set the 2022 Fees and Charges for
applications, permits, use of Town property, the sale of documents and
for the prescribed service charges for administrative matters as
itemized on the attached schedules.
Carried
Page 44 of 329
4
8.4 CS21-072 - 2022 Council and Committee Meeting Schedule
General Committee recommends:
1. That Report No. CS21-072 be received; and
2. That the 2022 Meeting Schedule (Attachment No. 1) be approved; and
3. That the Town Clerk be authorized to make amendments to the
Council and Committee Meeting Schedule as required.
Carried
8.5 PDS21-102 - Request to Remove 103 Gurnett Street from the Aurora
Register of Properties of Cultural Heritage Value or Interest
General Committee recommends:
1. That Report No. PDS21-102 be received; and
2. That the request to remove 103 Gurnett Street from the Aurora
Register of Properties of Cultural Heritage Value or Interest be
approved.
Carried
8.6 PDS21-103 - Heritage Permit Application, File: HPA-2021-08, 124 Wellington
Street East
General Committee recommends:
1. That Report No. PDS21-103 be received; and
2. That Heritage Permit Application HPA-2021-08 be approved to permit
the replacement of the existing windows, proposed new window
openings, and proposed exterior signage for the existing building at
124 Wellington Street East.
Carried
8.7 PDS21-106 - Heritage Permit Application, File: HPA-2021-09, 80 George
Street
General Committee recommends:
Page 45 of 329
5
1. That Report No. PDS21-106 be received; and
2. That Heritage Permit Application HPA-2021-09 be approved to replace
the stucco and gables on the existing dwelling at 80 George Street.
Carried
9. Notices of Motion
None.
10. Regional Report
10.1 York Regional Council Highlights of September 23, 2021
General Committee recommends:
1. That the York Regional Council Highlights of September 23, 2021, be
received for information.
Carried
11. New Business
None.
12. Public Service Announcements
Councillor Gaertner expressed her disappointment regarding the Maple
Teahouse and Bake Shop closing and appreciated the business owners for their
contribution to the community.
Councillor Gaertner acknowledged the following commemorations: National Day
of Butterflies, and National Seniors Day.
Councillor Gilliland noted that the last Colours of Fall Concert will be held on
October 7, 2021 at Aurora Town Park, and more information regarding pre-
registration is available at aurora.ca/fallconcert.
Mayor Mrakas announced the following activities and events in Aurora:
Programs and activities over the Thanksgiving holidays;
visit aurora.ca/holidayschedules for more information.
Town will be collaborating with local culture organizations to highlight
Page 46 of 329
6
Aurora's arts, culture and heritage scene for Culture Days;
visit aurora.ca/culturedays for more information.
The 2020 Aurora Haunted Greenhouse will be held on October 23 and 27 to
30, and more information is available at aurora.ca/hauntedgreenhouse.
The Fall Program Guide is now available and can be viewed online
at aurora.ca/recguide; pre-registration is required at aurora.ca/eplay.
The Club Aurora Fitness Centre is now open and more details regarding
classes and programs is available at aurora.ca/clubaurora; pre-registration is
required at aurora.ca/fitness.
Aurora Senior's Centre Without Walls is providing community outreach to
seniors and adults via telephone and Zoom; visit aurora.ca/scww for monthly
schedules and more information.
13. Closed Session
None.
14. Adjournment
The meeting was adjourned at 8:14 p.m.
Page 47 of 329
1
Town of Aurora
General Committee
Meeting Report
Date:
Time:
Location:
Tuesday, October 19, 2021
7:00 p.m.
Council Chambers, Aurora Town Hall
Council Members: Mayor Tom Mrakas (Chair)
Councillor Harold Kim
Councillor Wendy Gaertner*
Councillor Sandra Humfryes
Councillor Michael Thompson
Councillor Rachel Gilliland
Councillor John Gallo*
Other Attendees: Doug Nadorozny, Chief Administrative Officer
Allan Downey, Director of Operations*
Robin McDougall, Director of Community Services*
Techa van Leeuwen, Director of Corporate Services*
Rachel Wainwright-van Kessel, Director of Finance*
David Waters, Director of Planning and Development Services*
Demetre Rigakos, Manager, Human Resources*
Eliza Bennett, Acting Manager, Corporate Communications*
Patricia De Sario, Town Solicitor*
Michael de Rond, Town Clerk
Samantha Yew, Deputy Town Clerk
Ishita Soneji, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
Mayor Mrakas called the meeting to order at 7:02 p.m.
Page 48 of 329
2
Land Acknowledgement
The Committee acknowledged that the meeting took place on the traditional
territory of the Wendat, the Haudenosaunee, and the Anishinaabe peoples whose
presence here continues to this day. It was noted that Aurora is part of the treaty
lands of the Mississaugas of the Credit and the Williams Treaties First Nations
and we thank them for sharing the land.
The Committee consented to recess the meeting at 8:43 p.m. and reconvened
the meeting at 8:55 p.m.
2. Approval of the Agenda
General Committee approved the agenda as circulated by Legislative Services.
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Community Presentations
None.
5. Delegations
5.1 Marco Di Girolamo, Resident; Re: Encroachment Agreement with the Town
Marco Di Girolamo referred to an existing accessory unit on his property
which is encroaching onto an easement by 1.5 metres, noting the difficulty
he would experience in relocating or removing the structure. He requested
to enter into an encroachment agreement with the Town and agreed to
provide access to the Town when required in the future.
General Committee received the comments of the delegation.
6. Consent Agenda
None.
Page 49 of 329
3
7. Advisory Committee Meeting Minutes
General Committee recommends:
That the Advisory Committee Meting minutes, 7.1 to 7.2 inclusive, be received.
Carried
7.1 Environmental Advisory Committee Meeting Minutes of September 22, 2021
1. That the Environmental Advisory Committee meeting minutes of
September 22, 2021, be received for information.
Carried
7.2 Finance Advisory Committee Meeting Minutes of September 27, 2021
1. That the Finance Advisory Committee meeting minutes of September
27, 2021, be received for information.
Carried
8. Consideration of Items Requiring Discussion (Regular Agenda)
8.1 CS21-056 - Diversity Equity and Inclusion Strategic Action Plan 2021-2024
Dr. Nafeesa Jalal, Principal Consultant, representing LifeWorks, presented
an overview of the Diversity, Equity and Inclusion (DEI) Strategic Action
Plan highlighting the purpose and the process to develop the plan. She
further emphasized the importance of valuing and actualizing diverse
identities, improving competencies in maintaining diversity and equity
through various training tools, and highlighted eight areas of action items
of the DEI Strategic Action Plan.
General Committee recommends:
1. That Report No. CS21-056 be received; and
2. That Council endorse the recommendations contained in the attached
Town of Aurora Diversity Equity and Inclusion Strategic Action Plan
2021-2024; and
3. That staff present the draft Diversity Equity and Inclusion Strategic
Action Plan 2021-2024 to the Anti-Black Racism and Anti-Racism Task
Force for review and input; and
Page 50 of 329
4
4. That staff report back on the progress of the strategy at a future
Council meeting.
Carried
8.2 PDS21-093 - Machell Avenue and Irwin Avenue Traffic Control Assessment
General Committee recommends:
1. That Report No. PDS21-093 be received; and
2. That staff continue to monitor the traffic operations at the intersection
of Machell Avenue and Irwin Avenue; and
3. That Council approve the installation of an all-way stop control at the
intersection of Machell Avenue and Irwin Avenue to be funded from the
Town’s Operations Department Operating Budget; and
4. That Council approve the installation of a crosswalk (south side of
Machell Avenue) at the intersection of Machell Avenue and Irwin Avenue
to be funded from the Town’s Operations Department Operating Budget.
Carried as amended
8.3 FIN21-042 - 2021 Interim Forecast Update – As of August 31, 2021
General Committee recommends:
1. That Report No. FIN21-042 be received for information.
Carried
8.4 OPS21-017 - Emerald Ash Borer Management Plan Update
General Committee recommends:
1. That Report No. OPS21-017 be received; and
2. That the Emerald Ash Borer Management Plan continue in future
years, including treatment of municipal trees on a biennial basis with
TreeAzin, forestry health maintenance, replanting initiatives and
removals as required; and
Page 51 of 329
5
3. That this program’s annual service costs be included in the Town’s
future operating budget commencing in 2023 for Council’s
consideration.
Carried
8.5 OPS21-018 - Tree Removal Permit Application - 55 Metcalfe Street
General Committee recommends:
1. That Report No. OPS21-018 be received; and
2. That the Tree Removal Permit Application for 55 Metcalfe Street be
approved.
Carried
9. Notices of Motion
9.1 Councillor Gilliland; Re: Mental Health Resources
Whereas the COVID-19 pandemic has contributed to loss of income, loss
of life, uncertainty about the future, lack of education, supports, and
resources; and
Whereas mental health issues are on the rise in all age groups, including
students, adults, and the elderly, as a result of the aforementioned
impacts of the pandemic; and
Whereas information on mental health resources is not locally centralized
and the thought of searching for help can contribute to and cause further
anxiety to those who need help; and
Whereas Council members and the municipal staff are positioned to be
conduits for information for residents who may reach out for help; and
Whereas it would be beneficial for Council members and staff to have
consistent and up to date information on local organizations and not-for-
profit resources on hand to be able to immediately support residents in
need or distress;
1. Now Therefore Be It Hereby Resolved That staff be directed to
establish a page on the Town’s website to provide information on local
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6
organizations and local not-for-profit resources that support and
promote mental and emotional health in response to the COVID-19
pandemic; and
2. Be It Further Resolved That the web page be regularly updated as
needed, and that it be shared with and promoted to the community and
with community partners through the Town’s social media accounts
and other appropriate communication and marketing channels.
10. New Business
Councillor Gilliland inquired when in-person attendance for members of public
would resume at General Committee, Public Planning, and Council meetings at
Town Hall, and staff provided clarification.
Councillor Gilliland referred to the concerns expressed at the October 12, 2021
Public Planning meeting regarding water pooling on subject lands and
neighbourhood basement flooding and requested an update, and staff provided a
response.
Councillor Gaertner noted that the virtual Official Plan Open House and the Anti-
Black Racism and Anti-Racism Task Force meeting are both scheduled on the
same day and suggested that such conflicts be avoided so that members of
public are able to attend both.
Councillor Thompson referred to Delegation 5.1 and inquired about the next
steps regarding an encroachment agreement as requested.
New Business Motion No. 1
General Committee recommends:
That the request from Delegation 5.1, Marco Di Girolamo, to enter into an
encroachment agreement with the Town be referred to staff to report back to
Council.
Carried
Page 53 of 329
7
11. Public Service Announcements
Councillor Thompson referred to the Mayor's Charity Golf Classic Tournament
and commended the collective funds generated from the tournament over the
years and the various contributions to the community.
Councillor Gaertner extended a reminder that Aurora's 2021 Haunted Greenhouse
will be held on October 23 and from October 27 to 30, 2021, and more
information is available at aurora.ca/hauntedgreenhouse.
Councillor Gilliland extended a reminder that the Yonge Street Spooktacular
event is ongoing, with a chance to win various gift certificates from the
Downtown Aurora BIA.
Councillor Humfryes extended a reminder about the Aurora Farmers' Market and
Artisan Fair held each Saturday from 8 a.m. to 1 p.m. in Town Park, noting that
the last day will be on October 30, 2021.
Mayor Mrakas announced the following activities and events in Aurora:
The Town will be collaborating with local culture organizations to highlight
Aurora's arts, culture and heritage scene for Culture Days; visit
aurora.ca/culturedays for more information.
All unwanted or obsolete electronic devices can be fully recycled at the Joint
Operations Centre on October 23, 2021, between 10 a.m. and 2 p.m.,
visit aurora.ca/wasteandrecycling for more details.
Mayor Mrakas noted that ongoing updates regarding the Aurora Town Square
project is available at engageaurora.ca/auroratownsquare and subscription to the
consultation page is also available to receive email updates.
12. Closed Session
None.
13. Adjournment
The meeting was adjourned at 9:28 p.m.
Page 54 of 329
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. FIN 2 1 -0 37
_______________________________________________________________________________________
Subject: Second Generation Asset Management Plan
Prepared by: Jason Gaertner, Manager, Financial Management
Department: Finance
Date: September 21, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. FIN21-037 be received; and
2. That the Second Generation Asset Management Plan be endorsed and the service
level measures therein be approved.
Executive Summary
The second-generation asset management plan (AMP) represents a significant step
forward in the modernization of Aurora’s asset management framework.
The updated asset management plan includes many enhancements that ensure
continued compliance with the province’s municipal asset management
regulation
A key step being undertaken is the operationalization of the second-generation
asset management plan
Operationalization of the plan will collect the measures needed to refine and
likely reduce the financial commitments required for asset management reserve
contributions
The second-generation asset management plan supports the capital planning,
reserve management and debt management pillars of the Fiscal Strategy
Further work is needed to establish the appropriate asset management reserve
contributions
Page 55 of 329
September 21, 2021 2 of 7 Report No. FIN21-037
Background
The asset management framework has undergone significant change driven by the
province’s municipal asset management regulation O. Reg 588/17
On December 17, 2017, the province filed regulation 588/17 under the Infrastructure for
Jobs and Prosperity Act, 2015 (“O. Reg 588/17”) which included a prescribed list of
asset management requirements that each Ontario municipality must ensure its
compliance to within the specified timelines. The regulation requires the establishment
of a Strategic Asset Management Policy by July 1, 2019 and then the following three
phases to improve up this policy:
- Phase 1: Update of asset management plan’s core asset categories to add
current level of service standard metrics, including the costs to maintain current
levels of service by July 1, 2022.
- Phase 2: Building upon Phase 1, update the asset management plan’s remaining
asset categories to include current level of service standard metrics, including
the costs to maintain current levels of service by July 1, 2024.
- Phase 3: Building upon Phases 1 and 2, update of all of asset management plan
asset categories to include proposed levels of service, lifecycle management and
a financial strategy by July 1, 2025.
On March 26, 2018, Council approved Aurora’s first asset management plan. This plan
was further refined and on March 26, 2019 Council approved the Strategic Asset
Management Policy.
On December 15, 2020 Council approved a capital project with total capital budget
authority of $70,000 in support of Aurora’s compliance with Phase 2 of O.Reg 588/17 to
update the asset management plan’s core asset categories to include current level of
service metric measures as well as other requirements. In February 2021 Public Sector
Digest (PSD) was engaged to assist in a significant review and update of the existing
asset management plan to ensure continued compliance with the next major regulation
requirement milestone. Another key PSD deliverable was to assist in operationalization
of the second-generation asset management plan.
Page 56 of 329
September 21, 2021 3 of 7 Report No. FIN21-037
Analysis
The updated asset management plan includes many enhancements that ensure
continued compliance with the province’s municipal asset management regulation
Staff with the assistance of Public Sector Digest, has undertaken an in-depth review and
update of the existing asset management plan. This resulting in a new and improved
modernized plan that is fully compliant with all Phase 1 O. Reg 588/17 requirements
and partially compliant with Phase 2 requirements.
Some of the key enhancements to the updated asset management plan include an
improved summary of each asset category, the inclusion of a standard level of service
measure(s) as well as their current values for each core asset category. The core assets
include any assets relating to roads, bridges, culverts, water, wastewater and
stormwater. In addition, the cost to maintain the current level of service for each core
asset category is included as well as employment and population forecasts.
A key step being undertaken is the operationalization of the second-generation asset
management plan
In an effort to maximize the value obtained from the new second-generation asset
management plan, staff have begun to build a framework that will allow for the
operationalization of this plan. This includes the migration of all defined capital asset
service level metric information (as it becomes available) into CityWide which presently
houses the complete capital asset listing for financial reporting and capital planning
purposes. Once the service level information has been captured in CityWide, it can be
used for capital asset rehabilitation and replacement decision-making. The system
enables the development of a multi-year asset rehabilitation and replacement plan for
all of its existing capital assets based upon a defined replacement decision criterion
which may include service level-based metric inputs.
Operationalization of the plan will collect the measures needed to refine and likely reduce
the financial commitments required for asset management reserve contributions
The asset management plan provides an estimate of the reserve contributions needed
to support asset management needs by funding source. The plan recommends annual
increases of the following to achieve sustainable levels of funding:
A 2.9% dedicated annual increase to the tax levy annually for the next 20 years
A 2.2% dedicated annual increase to the water rate annually for the next 10 years
Page 57 of 329
September 21, 2021 4 of 7 Report No. FIN21-037
A 0.4% dedicated annual increase to the wastewater rate annually for the next 10
years
A 11% dedicated increase to the storm water rate annually for the next 15 years
It is important to note that the capital asset replacement financial analysis presented
within the asset management plan is built solely upon the accounting estimated useful
life of each asset as this is the only information available at the time. Accounting useful
life does not consider the actual performance an asset where if considered may result
in a significantly different time of replacement decision. Service level measures strive to
quantify this performance.
As the subsequent phases of the regulation are implemented, allowing for the
operationalization of both the core and non-core capital asset service level measures
into each capital asset’s replacement criterion the financial needs analysis will need to
be refined. It is expected that once implemented this will decrease the reserve
contributions needed to support the plan.
The second-generation asset management plan supports the capital planning, reserve
management and debt management pillars of the Fiscal Strategy
The capital planning, reserve management and debt management represent three of the
total four Fiscal Strategy pillars upon which Fiscal Strategy is based. The capital
planning pillar focuses on ensuring that current and future capital asset goals and
objectives are being met over the long term. This asset management plan will become
the foundation upon which the long-term capital asset rehabilitation and replacement
plan will be based. The defined capital asset level of service measures will also inform
the Aurora’s capital asset growth capital plans. This modernized asset management
plan will enable more accurate and consistent longer term capital plans.
The reserve management pillar strives to ensure that the long-term capital plan needs
are met and to manage risks relating to unexpected economic impacts. The second-
generation plan will provide more accurate information on the reserve contributions
needed to support long-term asset management needs once the measures are put into
practice.
The plan also addresses the debt management pillar by recommending that when tax or
rate funded debt is paid off, that the operating budget principal and interest expenses
be converted to reserve contributions to support asset management.
Page 58 of 329
September 21, 2021 5 of 7 Report No. FIN21-037
Further work is needed to establish the appropriate asset management reserve
contributions
The Fiscal Strategy supports a comprehensive review of all organizational reserves in
the near future. It is anticipated that this review will result in recommendations relating
to the reallocation of funds between eligible reserves potentially resulting in an
improvement to the current financial health of capital asset rehabilitation and
replacement funding sources. Also, as the organization implements phases two and
three of the regulation resulting in the establishment and approval of levels of service
measures and their values for all asset category’s, capital asset replacement planning
and its accompanying financial analysis will continue to be refined. The resultant
refined capital plans will provide a more accurate estimate of the reserve contributions
needed to support asset management in the long term.
Once this work is complete then Council can be presented with options to consider for
tax and user rate increases to support asset management. However, this analysis is
expected to take time to complete as the Town continues with its implementation of
phases two and three of the regulation. Phases two and three must be complete by July
1, 2025 to meet the requirements of the regulation; it is staff’s intention to meet these
requirements earlier than required.
Advisory Committee Review
Not applicable
Legal Considerations
O. Reg 588/17 made under the Infrastructure for Jobs and Prosperity Act, 2015 was
amended on March 15, 2021 to extend regulatory timelines for phases 1, 2 and 3 to the
dates set out in the body of this report. In accordance with the regulation, the asset
management plan must be endorsed by ELT and approved by a resolution passed by
Council.
Financial Implications
The approved strategic asset management policy and proposed second-generation
asset management plan do not result in any direct financial commitments being made
in this report. These represent key guidance and/or planning documents only, serving to
assist in asset repair and replacement decision points as well as long range financial
planning.
Page 59 of 329
September 21, 2021 6 of 7 Report No. FIN21-037
Aurora has until July 1, 2025 to complete all three phases of second-generation asset
management plan requirements under the regulation. By then the information will be
refined and more accurate financial implications will be presented to Council. Until that
time staff recommend that Council continue to support the capital reserve contributions
included in the multi-year budget.
Communications Considerations
The Town will use “inform” as the level of engagement associated with this report.
Residents will be informed through the report being placed on the Town’s website.
Link to Strategic Plan
The second-generation asset management plan will be the foundation upon which the
annual capital plans are based, supports all aspects of the Strategic Plan. In particular,
the asset management plan contributes to achieving the Strategic Plan’s guiding
principle of “Leadership in Corporate Management” and improves transparency and
accountability to the community.
Alternative(s) to the Recommendation
1. Council may choose to accept, amend, or reject any or all of the recommendations
of this report.
2. Council may provide alternative directions with respect to the presented draft
second generation asset management plan.
Conclusions
With the assistance of Public Sector Digest, an extensive review and update of the asset
management plan to ensure its continued compliance with the province’s municipal
asset management regulation, O.Reg 588/17 is complete. The second-generation asset
management plan includes several enhancements including the inclusion of standard
level of service measures for all of its core capital asset categories. Staff recommend
that Council approve the draft asset management plan, as presented.
Attachments
Attachment #1 – Draft Second Generation Asset Management Plan
Page 60 of 329
September 21, 2021 7 of 7 Report No. FIN21-037
Previous Reports
None
Pre-submission Review
Agenda Management Team review on September 2, 2021
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance/Treasurer
Approved by Doug Nadorozny, Chief Administrative Officer
Page 61 of 329
i
Asset
Management
Plan
Town of Aurora
2021
Page 62 of 329
i
This Asset Management Program was prepared by:
Empowering your organization through advanced
asset management, budgeting & GIS solutions
Page 63 of 329
i
Key Statistics
Replacement cost of
asset portfolio
$1.5 billion
Replacement cost of
infrastructure per household
$77,114
Percentage of assets in fair or
better condition
79%
Percentage of assets with
assessed condition data
39%
Annual capital
infrastructure deficit
$36 million
Recommended timeframe for
eliminating annual
infrastructure deficit
20 Years – Tax-Funded Assets
10-15 Years – Rate-Funded
Target reinvestment
rate
3.2%
Actual reinvestment
rate
0.8%
Page 64 of 329
1
Table of Contents
Key Statistics ............................................................................................................. i
Executive Summary ................................................................................................... 3
Scope ............................................................................................................................ 3
Findings ......................................................................................................................... 4
Recommendations .......................................................................................................... 5
1 Introduction & Context ........................................................................................ 6
An Overview of Asset Management .................................................................................. 7
Key Concepts in Asset Management ................................................................................10
Ontario Regulation 588/17 ..............................................................................................13
2 Scope and Methodology .................................................................................... 15
Asset categories included in this AMP ..............................................................................16
Deriving Replacement Costs ...........................................................................................16
Estimated Useful Life .....................................................................................................17
Reinvestment Rate .........................................................................................................17
Deriving Asset Condition .................................................................................................18
3 Portfolio Overview .......................................................................................... 19
Asset Management Report Card ......................................................................................20
Total Replacement Cost of Asset Portfolio ........................................................................21
Target vs. Actual Reinvestment Rate ...............................................................................21
Condition of Asset Portfolio .............................................................................................22
Forecasted Capital Requirements ....................................................................................23
4 Analysis of Tax-funded Assets ............................................................................ 24
Road Network ...............................................................................................................25
Bridges & Culverts .........................................................................................................36
Buildings .......................................................................................................................43
Machinery & Equipment .................................................................................................48
Fleet .............................................................................................................................52
Land Improvement ........................................................................................................57
5 Analysis of Rate-funded Assets ......................................................................... 61
Water Network ..............................................................................................................62
Sanitary Network ...........................................................................................................71
Storm Network ..............................................................................................................80
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2
6 Impacts of Growth .......................................................................................... 88
Description of Growth Assumptions .................................................................................89
Impact of Growth on Lifecycle Activities ...........................................................................92
7 Financial Strategy ............................................................................................. 94
Financial Strategy Overview ............................................................................................95
Funding Objective ..........................................................................................................97
Financial Profile: Tax Funded Assets ................................................................................98
Financial Profile: Rate Funded Assets ............................................................................. 101
Use of Debt ................................................................................................................. 104
Use of Reserves ........................................................................................................... 106
8 Appendices ................................................................................................... 108
Appendix A: RoadMatrix Decision Tree........................................................................... 109
Appendix B: 10-Year Capital Requirements .................................................................... 115
Appendix C: Level of Service Maps ................................................................................ 120
Appendix D: Risk Rating Criteria .................................................................................... 204
Appendix E: MMS– Classification & Patrolling Frequency of Roads .................................... 209
Appendix F: Condition Assessment Guidelines ................................................................ 210
Page 66 of 329
3
Executive Summary
Municipal infrastructure provides the foundation for the economic, social, and
environmental health and growth of a community through the delivery of critical
services. The goal of asset management is to deliver an adequate level of service in the
most cost-effective manner. This involves the development and implementation of asset
management strategies and long-term financial planning.
Scope
This AMP identifies the current practices and strategies that are in place to manage
public infrastructure and makes recommendations where they can be further refined.
Through the implementation of sound asset management strategies, the Municipality
can ensure that public infrastructure is managed to support the sustainable delivery of
municipal services.
This AMP include the following asset categories:
Asset Category
Bridges & Culverts
Buildings
Land Improvement
Machinery & Equipment
Road Network
Fleet
Storm Network
Water Network
Sanitary Network
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4
Findings
The overall replacement cost of the asset categories included in this AMP totals $1.5
billion. 79% of all assets analysed in this AMP are in fair or better condition and
assessed condition data was available for 39% of assets. For the remaining assets,
assessed condition data was unavailable, and asset age was used to approximate
condition – a data gap that persists in most municipalities. Generally, age misstates the
true condition of assets, making assessments essential to accurate asset management
planning, and a recurring recommendation in this AMP.
The development of a long-term, sustainable financial plan requires an analysis of
whole lifecycle costs. This AMP uses a combination of proactive lifecycle strategies
(paved roads, bridges & structural culverts) and replacement only strategies (all other
assets) to determine the lowest cost option to maintain the current level of service.
To meet capital replacement and rehabilitation needs for existing infrastructure, prevent
infrastructure backlogs, and achieve long-term sustainability, the Municipality’s average
annual capital requirement totals $48 million. Based on a historical analysis of
sustainable capital funding sources, the Municipality is committing approximately $12
million towards capital projects or reserves per year. As a result, there is currently an
annual funding gap of $36 million.
It is important to note that this AMP represents a snapshot in time and is based on the
best available processes, data, and information at the Municipality. Strategic asset
management planning is an ongoing and dynamic process that requires continuous
improvement and dedicated resources.
With the development of this AMP the Municipality has achieved
compliance with O. Reg. 588/17 to the extent of the requirements
that must be completed by July 1, 2022. There are additional
requirements concerning proposed levels of service and growth that
must be met by July 1, 2024 and 2025.
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5
Recommendations
A financial strategy was developed to address the annual capital funding gap. The
following graphics shows annual tax and rate change required to eliminate the
Municipality’s infrastructure deficit based on a 20-year plan for tax-funded assets, a 10-
year plan for water and sanitary assets, and a 15-year plan for storm assets:
Recommendations to guide continuous refinement of the Municipality’s asset
management program. These include:
x Review data to update and maintain a complete and accurate dataset
x Develop a condition assessment strategy with a regular schedule
x Review and update lifecycle management strategies
x Development and regularly review short- and long-term plans to meet capital
requirements
x Measure current levels of service and identify sustainable proposed levels of service
Tax-Funded
ASSETS
Average Annual Tax
Change
2.9%
Rate-Funded
WATER
Average Annual Rate
Change
2.2%
Rate-Funded
SANITARY
Average Annual Rate
Change
0.4%
Annual Increase
Per Household $1,860
Rate-Funded
STORM
Average Annual Rate
Change
11%
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6
Key Insights
1 Introduction & Context
x The goal of asset management is to minimize the lifecycle costs of
delivering infrastructure services, manage the associated risks, while
maximizing the value ratepayers receive from the asset portfolio
x The Town’s asset management policy provides clear direction to staff
on their roles and responsibilities regarding asset management
x An asset management plan is a living document that should be
updated regularly to inform long-term planning
x Ontario Regulation 588/17 outlines several key milestone and
requirements for asset management plans in Ontario between July 1,
2022 and 2025
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7
An Overview of Asset Management
Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure
assets to deliver services to the community. The goal of asset management is to minimize the
lifecycle costs of delivering infrastructure services, manage the associated risks, while
maximizing the value ratepayers receive from the asset portfolio.
The acquisition of capital assets accounts for only 10-20% of their total cost of ownership. The
remaining 80-90% derives from operations and maintenance. This AMP focuses its analysis on
the capital costs to maintain, rehabilitate and replace existing municipal infrastructure assets.
These costs can span decades, requiring planning and foresight to ensure financial responsibility
is spread equitably across generations. An asset management plan is critical to this planning,
and an essential element of broader asset management program. The industry-standard
approach and sequence to developing a practical asset management program begins with a
Strategic Plan, followed by an Asset Management Policy and an Asset Management Strategy,
concluding with an Asset Management Plan.
This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the
alignment between the corporate strategic plan and various asset management documents. The
strategic plan has a direct, and cascading impact on asset management planning and reporting.
Build
20%
Operate, Maintain, and Dispose
80%
Total Cost of Ownership
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1.1.1 Asset Management Policy
An asset management policy represents a statement of the principles guiding the municipality’s
approach to asset management activities. It aligns with the organizational strategic plan and
provides clear direction to municipal staff on their roles and responsibilities as part of the asset
management program.
The Town adopted Policy No. FS-07 Strategic Asset Management Policy on March 26th, 2019 in
accordance with Ontario Regulation 588/17.
The asset management plan satisfies the policy statement 1.0 section 5:
The Town will develop an asset management plan (AMP) that
incorporates all infrastructure categories and municipal
infrastructure assets that are necessary to the provision of
services…The AMP will be reviewed annually to address the
Town’s progress in implementing its asset management plan and
updated at least every five years in accordance with O. Reg.
588/17 requirements, to promote, document and communicate
continuous improvement of the asset management program.
The Town’s strategic asset management policy includes multiple commitments such as
commitments to the utilization of levels of service information, lifecycle management, mitigation
approaches to climate change, and the coordination with upper and neighbouring municipalities
in its asset maintenance, rehabilitation and replacement decision points wherever possible.
1.1.2 Asset Management Strategy
An asset management strategy outlines the translation of organizational objectives into asset
management objectives and provides a strategic overview of the activities required to meet
these objectives. It provides greater detail than the policy on how the municipality plans to
achieve asset management objectives through planned activities and decision-making criteria.
The Town’s Asset Management Policy contains many of the key components of an asset
management strategy and may be expanded on in future revisions or as part of a separate
strategic document.
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1.1.3 Asset Management Plan
The asset management plan (AMP) presents the outcomes of the municipality’s asset
management program and identifies the resource requirements needed to achieve a defined
level of service. The AMP typically includes the following content:
x State of Infrastructure
x Asset Management Strategies
x Levels of Service
x Financial Strategies
The AMP is a living document that should be updated regularly as additional asset and financial
data becomes available. This will allow the municipality to re-evaluate the state of infrastructure
and identify how the organization’s asset management and financial strategies are progressing.
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Key Concepts in Asset Management
Effective asset management integrates several key components, including lifecycle
management, risk management, and levels of service. These concepts are applied throughout
this asset management plan and are described below in greater detail.
1.1.4 Lifecycle Management Strategies
The condition or performance of most assets will deteriorate over time. This process is affected
by a range of factors including an asset’s characteristics, location, utilization, maintenance
history and environment. Asset deterioration has a negative effect on the ability of an asset to
fulfill its intended function, and may be characterized by increased cost, risk and even service
disruption.
To ensure that municipal assets are performing as expected and meeting the needs of
customers, it is important to establish a lifecycle management strategy to proactively manage
asset deterioration.
There are several field intervention activities that are available to extend the life of an asset.
These activities can be generally placed into one of three categories: maintenance,
rehabilitation and replacement. The following table provides a description of each type of
activity and the general difference in cost.
Lifecycle
Activity Description Example
(Roads) Cost
Maintenance Activities that prevent defects or
deteriorations from occurring Crack Seal $
Rehabilitation/
Renewal
Activities that rectify defects or
deficiencies that are already present and
may be affecting asset performance
Mill & Re-surface $$
Replacement/
Reconstruction
Asset end-of-life activities that often
involve the complete replacement of
assets
Full
Reconstruction $$$
Depending on initial lifecycle management strategies, asset performance can be sustained
through a combination of maintenance and rehabilitation, but at some point, replacement is
required. Understanding what effect these activities will have on the lifecycle of an asset, and
their cost, will enable staff to make better recommendations.
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The Town’s approach to lifecycle management is described within each asset category outlined
in this AMP. Developing and implementing a proactive lifecycle strategy will help staff to
determine which activities to perform on an asset and when they should be performed to
maximize useful life at the lowest total cost of ownership.
1.1.5 Risk Management Strategies
Municipalities historically take a ‘worst-first’ approach to infrastructure spending. Rather than
prioritizing assets based on their importance to service delivery, assets in the worst condition
are fixed first, regardless of their criticality. However, not all assets are created equal. Some are
more important than others, and their failure or disrepair poses more risk to the community
than that of others. For example, a road with a high volume of traffic that provides access to
critical services poses a higher risk than a low volume rural road. These high-value assets
should receive funding before others.
By identifying the various impacts of asset failure and the likelihood that it will fail, risk
management strategies can identify critical assets, and determine where maintenance efforts,
and spending, should be focused.
This AMP includes a high-level evaluation of asset risk and criticality. Each asset has been
assigned a probability of failure score and consequence of failure score based on available asset
data. These risk scores can be used to prioritize maintenance, rehabilitation and replacement
strategies for critical assets.
1.1.6 Levels of Service
A level of service (LOS) is a measure of what the Town is providing to the community and the
nature and quality of that service. Within each asset category in this AMP, technical metrics and
qualitative descriptions that measure both technical and community levels of service have been
established and measured as data is available.
These measures include a combination of those that have been outlined in O. Reg. 588/17 in
addition to performance measures identified by the Town as worth measuring and evaluating.
The Town measures the level of service provided at two levels: Community Levels of Service,
and Technical Levels of Service.
Community Levels of Service
Community levels of service are a simple, plain language description or measure of the service
that the community receives. For core asset categories (Roads, Bridges & Culverts, Water,
Wastewater, Stormwater) the Province, through O. Reg. 588/17, has provided qualitative
descriptions that are required to be included in this AMP. For non-core asset categories, the
Town has determined the qualitative descriptions that will be used to determine the community
level of service provided. These descriptions can be found in the Levels of Service subsection
within each asset category.
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Technical Levels of Service
Technical levels of service are a measure of key technical attributes of the service being
provided to the community. These include mostly quantitative measures and tend to reflect the
impact of the municipality’s asset management strategies on the physical condition of assets or
the quality/capacity of the services they provide.
For core asset categories (Roads, Bridges & Culverts, Water, Wastewater, Stormwater) the
Province, through O. Reg. 588/17, has provided technical metrics that are required to be
included in this AMP. For non-core asset categories, the Town will determine the technical level
of service provided by the July 2024 deadline.
Current and Proposed Levels of Service
This AMP focuses on measuring the current level of service provided to the community. Once
current levels of service have been measured, the Town plans to establish proposed levels of
service over a 10-year period, in accordance with O. Reg. 588/17.
Proposed levels of service should be realistic and achievable within the timeframe outlined by
the Town. They should also be determined with consideration of a variety of community
expectations, fiscal capacity, regulatory requirements, corporate goals and long-term
sustainability. Once proposed levels of service have been established, and prior to July 2024,
the Town must identify a lifecycle management and financial strategy which allows these
targets to be achieved.
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Ontario Regulation 588/17
As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government
introduced Regulation 588/17 - Asset Management Planning for Municipal Infrastructure (O.
Reg 588/17). Along with creating better performing organizations, more liveable and
sustainable communities, the regulation is a key, mandated driver of asset management
planning and reporting. It places substantial emphasis on current and proposed levels of service
and the lifecycle costs incurred in delivering them.
The diagram below outlines key reporting requirements under O. Reg 588/17 and the
associated timelines.
2019
2022
2024
2025
Strategic Asset Management Policy
Asset Management Plan for Core Assets
with the following components:
1. Current levels of service
2. Inventory analysis
3. Lifecycle activities to sustain
LOS
4. Cost of lifecycle activities
5. Population and employment
forecasts
6. Discussion of growth impacts
Asset Management Policy Update and an
Asset Management Plan for All Assets with
the following additional components:
1. Proposed levels of service for
next 10 years
2. Updated inventory analysis
3. Lifecycle management strategy
4. Financial strategy and
addressing shortfalls
5. Discussion of how growth
assumptions impacted lifecycle
and financial
Asset Management Plan for Core and
Non-Core Assets
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1.1.7 O. Reg. 588/17 Compliance Review
The following table identifies the requirements outlined in Ontario Regulation 588/17 for
municipalities to meet by July 1, 2022. Next to each requirement a page or section reference is
included in addition to any necessary commentary.
Requirement O. Reg.
Section
AMP Section
Reference Status
Summary of assets in each category S.5(2), 3(i) 4.1.1 - 5.2.1 Complete
Replacement cost of assets in each
category S.5(2), 3(ii) 4.1.1 - 5.2.1 Complete
Average age of assets in each category S.5(2), 3(iii) 4.1.3 - 5.2.3 Complete
Condition of core assets in each
category S.5(2), 3(iv) 4.1.2 – 5.2.2 Complete
Description of municipality’s approach
to assessing the condition of assets in
each category
S.5(2), 3(v) 4.1.2 – 5.2.2 Complete
Current levels of service in each
category S.5(2), 1(i-ii) 4.1.6 - 5.2.6 Complete for
Core Assets Only
Current performance measures in each
category S.5(2), 2 4.1.6 - 5.2.6 Complete for
Core Assets Only
Lifecycle activities needed to maintain
current levels of service for 10 years S.5(2), 4 4.1.4 - 5.2.4 Complete
Costs of providing lifecycle activities for
10 years S.5(2), 4 Appendix B Complete
Growth assumptions S.5(2), 5(i-ii)
S.5(2), 6(i-vi) 6.1-6.2 Complete
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Key Insights
2 Scope and Methodology
x This asset management plan includes 9 asset categories and is
divided between tax-funded and rate-funded categories
x The source and recency of replacement costs impacts the accuracy
and reliability of asset portfolio valuation
x Accurate and reliable condition data helps to prevent premature and
costly rehabilitation or replacement and ensures that lifecycle
activities occur at the right time to maximize asset value and useful
life
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Asset categories included in this AMP
This asset management plan for the Town of Aurora is produced in compliance with Ontario
Regulation 588/17. The July 2022 deadline under the regulation—the first of three AMPs—
requires analysis of only core assets (roads, bridges & culverts, water, wastewater, and
stormwater). The data and attribute information included in this plan have been exported from
the CityWide Asset Manager inventory database.
The AMP summarizes the state of the infrastructure for the Town’s asset portfolio, establishes
current levels of service and the associated technical and customer oriented key performance
indicators (KPIs), outlines lifecycle strategies for optimal asset management and performance,
and provides financial strategies to reach sustainability for the asset categories listed below.
Asset Category Source of Funding
Road Network
Tax Levy
Bridges & Culverts
Buildings
Machinery & Equipment
Fleet
Land Improvement
Water Network
User Rates Sanitary Network
Storm Network
Deriving Replacement Costs
There are a range of methods to determine the replacement cost of an asset, and some are
more accurate and reliable than others. This AMP relies on two methodologies:
x User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff which
could include average costs from recent contracts; data from engineering reports and
assessments; staff estimates based on knowledge and experience
x Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on Consumer
Price Index or Non-Residential Building Construction Price Index
User-defined costs based on reliable sources are a reasonably accurate and reliable way to
determine asset replacement costs. Cost inflation is typically used in the absence of reliable
replacement cost data. It is a reliable method for recently purchased and/or constructed assets
where the total cost is reflective of the actual costs that the Town incurred. As assets age, and
new products and technologies become available, cost inflation becomes a less reliable method.
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Estimated Useful Life
The estimated useful life (EUL) of an asset is the period over which the Town expects the asset
to be available for use and remain in service before requiring replacement or disposal. The EUL
for each asset in this AMP was assigned according to the knowledge and expertise of municipal
staff and supplemented by existing industry standards when necessary.
Reinvestment Rate
As assets age and deteriorate they require additional investment to maintain a state of good
repair. The reinvestment of capital funds, through asset renewal or replacement, is necessary to
sustain an adequate level of service. The reinvestment rate is a measurement of available or
required funding relative to the total replacement cost.
By comparing the actual vs. target reinvestment rate the Town can determine the extent of any
existing funding gap. The reinvestment rate is calculated as follows:
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ܣ݊݊ݑ݈ܽ ܥܽ݅ݐ݈ܽ ܴ݁ݍݑ݅ݎ݁݉݁݊ݐ
ܶݐ݈ܽ ܴ݈݁ܽܿ݁݉݁݊ݐ ܥݏݐ
ܣܿݐݑ݈ܽ ܴ݁݅݊ݒ݁ݏݐ݉݁݊ݐ ܴܽݐ݁ =
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ܶݐ݈ܽ ܴ݈݁ܽܿ݁݉݁݊ݐ ܥݏݐ
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Deriving Asset Condition
An incomplete or limited understanding of asset condition can mislead long-term planning and
decision-making. Accurate and reliable condition data helps to prevent premature and costly
rehabilitation or replacement and ensures that lifecycle activities occur at the right time to
maximize asset value and useful life.
A condition assessment rating system provides a standardized descriptive framework that allows
comparative benchmarking across the Town’s asset portfolio. The table below outlines the
condition rating system used in this AMP to determine asset condition. This rating system is
aligned with the Canadian Core Public Infrastructure Survey which is used to develop the
Canadian Infrastructure Report Card. When assessed condition data is not available, age-based
condition is used as a proxy.
Condition Description Criteria
Service Life
Remaining
(%)
Very Good Fit for the future Well maintained, good condition, new or
recently rehabilitated 80-100
Good Adequate for
now
Acceptable, generally approaching mid-
stage of expected service life 60-80
Fair Requires
attention
Signs of deterioration, some elements
exhibit significant deficiencies 40-60
Poor
Increasing
potential of
affecting service
Approaching end of service life, condition
below standard, large portion of system
exhibits significant deterioration
20-40
Very Poor Unfit for
sustained
service
Near or beyond expected service life,
widespread signs of advanced
deterioration, some assets may be
unusable
0-20
The analysis in this AMP is based on assessed condition data only as available. In the absence
of assessed condition data, asset age is used as a proxy to determine asset condition. Appendix
F includes additional information on the role of asset condition data and provides basic
guidelines for the development of a condition assessment program.
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Key Insights
3 Portfolio Overview
x The total replacement cost of the Town’s asset portfolio is $1.5 billion
x The Town’s target re-investment rate is 3.2%, and the actual re-
investment rate is 0.8%, contributing to an expanding infrastructure
deficit
x 79% of all assets are in fair or better condition
x Average annual capital requirements total $48.3 million per year
across all assets
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Asset Management Report Card
1 Section 7.0 provides an in-depth analysis on the financial implications of the Town’s annual deficit.
AAsset Category RReplacement Cost
((millions) AAsset Condition FFinancial Capacity1
Road Network $$619.8 Good (68%)
Annual Requirement: $21,480,000
Funding Available: $4,683,000
AAnnual Deficit: $166,794,00
Bridges &
Culverts $18.7 Good (69%)
Annual Requirement: $545,000
Funding Available: $0
Annual Deficit: $545,000
Storm
Network $208.3 Fair (48%)
Annual Requirement: $5,153,000
Funding Available: $1,600,000
Annual Deficit: $33,553,000
Buildings $207.1 Fair (46%)
Annual Requirement: $9,510,000
Funding Available: $1,465,000
Annual Deficit: $88,045,000
Machinery &
Equipment $8.8 Poor (36%)
Annual Requirement: $1,648,000
Funding Available: $568,000
Annual Deficit: $11,079,000
Fleet $13.2 Fair (40%)
Annual Requirement: $1,258,000
Funding Available: $347,000
Annual Deficit: $9912,000
Land
Improvement $58.1 Fair (48%)
Annual Requirement: $2,217,000
Funding Available: $311,000
Annual Deficit: $1,905,000
Water
Network $221.9 Fair (54%)
Annual Requirement: $4,347,000
Funding Available: $1,787,000
Annual Deficit: $2,560,000
Sanitary
Network $138.6 Fair (57%)
Annual Requirement: $2,104,000
Funding Available: $1,459,000
Annual Deficit: $645,000
Overall $1,494.6 Fair (58%)
Annual Requirement: $48,258,000
Funding Available: $12,220,000
Annual DDeficit: $336,038,000
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Total Replacement Cost of Asset Portfolio
The asset categories analyzed in this AMP have a total replacement cost of $1.5 billion based on
inventory data from 2020. This total was determined based on a combination of user-defined
costs and historical cost inflation. This estimate reflects replacement of historical assets with
similar, not necessarily identical, assets available for procurement today.
Target vs. Actual Reinvestment Rate
The graph below depicts funding gaps or surpluses by comparing target vs actual reinvestment
rate. To meet the long-term replacement needs, the Town should be allocating approximately
$48 million annually, for a target reinvestment rate of 3.2%. Actual annual spending on
infrastructure totals approximately $12 million, for an actual reinvestment rate of 0.8%.
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Condition of Asset Portfolio
The current condition of the assets is central to all asset management planning. Collectively,
79% of assets in Aurora are in fair or better condition. This estimate relies on both age-based
and field condition data.
This AMP relies on assessed condition data for 39% of assets; for the remaining portfolio, age is
used as an approximation of condition. Assessed condition data is invaluable in asset
management planning as it reflects the true condition of the asset and its ability to perform its
functions. The table below identifies the source of condition data used throughout this AMP.
Asset Category Asset
Segment
% of Assets with
Assessed
Condition
Source of Condition Data
Road Network Paved Roads 100% 2020 Road Appraisals
Bridges & Culverts Bridges 100% 2020 OSIM Report
Structural
Culverts 100% 2020 OSIM Report
Storm Network All 0% N/A
Buildings All 18% Building Needs Assessment
Report / Staff Assessments
Machinery & Equipment All 40% Staff Assessments
Fleet All 41% Staff Assessments
Land Improvement All 43% Staff Assessments
Water Network All 8% Staff Assessments
Sanitary Network All 19% Staff Assessments
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Forecasted Capital Requirements
The development of a long-term capital forecast should include both asset rehabilitation and
replacement requirements. With the development of asset-specific lifecycle strategies that
include the timing and cost of future capital events, the Town can produce an accurate long-
term capital forecast. The following graph identifies capital requirements over the next 50
years.
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Key Insights
4 Analysis of Tax-funded Assets
x Tax-funded assets are valued at $925.8 million
x 83% of tax-funded assets are in fair or better condition
x The average annual capital requirement to sustain the current level
of service for tax-funded assets is approximately $36.7 million
x Critical assets should be evaluated to determine appropriate risk
mitigation activities and treatment options
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Road Network
The Road Network is a critical component of the provision of safe and efficient transportation
services and represents one of the highest value asset categories in the Town’s asset portfolio.
It includes all municipally owned and maintained roadways in addition to supporting roadside
infrastructure including pavement and curbs, sidewalks, paths, multiuse trails, streetlights,
signage, retaining walls, and traffic signals.
Decisions on road maintenance and repairs are primarily managed through RoadMatrix – a
data-driven pavement modelling and management tool. The tool factors in the condition of the
road and other linear right-of-way assets and the road classification in order to recommend the
most cost-effective treatments within a finite funding envelope. In addition to the
recommendations from the pavement management system, input from the Operations road
division annual inspections is incorporated to create a more comprehensive workplan. The
Town has not yet optimized CityWide’s project prioritization applications, therefore, Staff should
continue to use their pavement management system to develop a work plan for their linear
assets.
4.1.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Road Network inventory. It is exported from the CityWide
Asset Manager database.
Asset Segment Quantity Replacement Cost
Method
Total Replacement
Cost
Paved Roads 189,804 Length (m),
134,272 Area (m2) Cost/Unit $518,211,388.92
Retaining Walls 68 CPI Tables $2,713,721.00
Road Signs & Fencing 7,419 Quantity,
240,087 Length (m) CPI Tables $899,998.00
Sidewalks 217 Length (km) Cost/Unit $65,933,440.91
Small Culverts 778 CPI Tables $6,624,346.00
Streetlights & Traffic
Lights
5,297 Quantity,
16,988 Length (m) CPI Tables $25,423,233.00
$619,806,128
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4.1.2 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition
(%)
Average
Condition Rating
Condition
Source
Paved Roads 67% Good 92% Assessed
Retaining Walls 75% Good Age-based
Road Signs & Fencing 31% Poor Age-based
Sidewalks 90% Very Good 91% Assessed
Small Culverts 24% Poor Age-based
Streetlights & Traffic
Lights 32% Poor Age-based
68% Good 87% Assessed
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Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x A Road Needs Study is performed every 4-5 years and entered into a pavement
management system
x Parking lots are assessed cyclically every 4 years
x Annual inspections for sidewalks that include deficiency testing
x Regulatory and Warning road signs are assessed for post condition and reflectivity on an
annual basis as per MMS standards
x Traffic signals are inspected twice per year, along with conflict monitoring
x Streetlights are inspected as per MMS standards, with extra inspections during winter
months for public safety
x Regular internal inspections are completed for various other road assets
4.1.3 Estimated Useful Life & Average Age
The Estimated Useful Life for Road Network assets has been assigned according to a
combination of established provincial standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Paved Roads 20-40 24.0
Retaining Walls 15-30 16.0
Road Signs & Fencing 5-15 22.6
Sidewalks 30 23.0
Small Culverts 30-40 37.5
Streetlights & Traffic
Lights 20-40 24.6
24.2
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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4.1.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. This process is affected
by a range of factors including an asset’s characteristics, location, utilization, maintenance
history and environment. A Transportation Master Plan is updated on a 5 year cycle and
identifies capacity constraints and infrastructure gaps. A Winter Maintenance Management plan
is also updated on a 5 year cycle that provides direction in snow management, asset impacts,
and maintenance requirements.
The following lifecycle strategy has been developed as a proactive approach to managing the
lifecycle of the Town’s roads. Instead of allowing the roads to deteriorate until replacement is
required, strategic rehabilitation is expected to extend the service life of roads at a lower total
cost. Depending on the road class and the general environmental conditions, the Estimated
Useful Life and frequencies of events performed will vary. The strategies developed within
CityWide align with the strategies within the pavement management system software. An
illustration is provided below as an example. Appendix A contains a detailed summary of the
various lifecycle strategies based on the road class of the road segment.
Paved Roads
Event Name Event Class Event Trigger
Crack Sealing Preventative Maintenance 70 to 85 Condition
Mill & Pave Rehabilitation 45 to 69 Condition
Pulverize and Pave Rehabilitation 45 to 69 Condition
Full Reconstruction Replacement 0 to 44 Condition
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The following table outlines the Town’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Maintenance
A crack sealing program has been implemented for asphalt surfaces;
$60,000 is spent annually as a proactive maintenace measure
Streetlight maintenance work is handled by a 3rd party, but overseen by
Operations
Rehabilitation
Full depth asphalt replacement and mill & pave are lifecycle activities
commonly applied to Urbanized roads (with curbs)
Pulverize and pave measures are applied to Rural roads (with ditches)
Replacement
Ditch culverts continue to be removed as Town roads are urbanized with
modern storm systems
Many road related assets are considered for replacement during coordinated
lifecycle activities with other work on localized assets, such as the
underground infrastructure
Forecasted Capital Requirements
Based on the lifecycle strategies identified previously for Paved Roads, and assuming the end-
of-life replacement of all other assets in this category, the following graph forecasts capital
requirements for the Road Network.
The annual capital requirement represents the average amount per year that the Town should
allocate towards funding rehabilitation and replacement needs to meet future capital needs.
The graph labelled “Average Annual Capital Requirements” is developed using information from
the CityWide software which relies on the capital needs within an asset category; The graph
labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the roads
resulting from coordination opportunities with other asset categories and a pre-defined funding
envelope.
The capital costs will typically differ between these two graphs since a capital plan resulting
from individual asset needs will be different than the capital plan resulting from a project-based
approach. The goal of this asset management plan is to assess the required long-term funding
for these assets to maintain the desired levels of service. As Staff work towards refining the
data and structure within CityWide, they will be able to run various risk and lifecycle strategies
that will help them prioritize assets for rehabilitation and/or replacement effectively. In the
meantime, the road reconstruction program from the pavement management system will
provide a more accurate project-based forecast.
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The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
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4.1.5 Risk & Criticality
Risk Matrix
The following risk matrix provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating
of each asset.
This is a high-level model developed for the purposes of this AMP and Town staff should review
and adjust the risk model to reflect an evolving understanding of both the probability and
consequences of asset failure.
The identification of critical assets will allow the Town to determine appropriate risk mitigation
strategies and treatment options. This may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data. Staff should continue to
refine their risk and criticality modelling in order to supplement the outcomes from the
pavement management system.
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Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Climate Change & Extreme Weather Events
An increase in freeze/thaw cycles causes road pavement to heave and settle.
This can cause the accelerated deterioration of road surface pavement which
leads to an increased need for maintenance and rehabilitation. The uncertainty
surrounding the impact of extreme weather events can make changing
conditions difficult to plan for.
Organizational Knowledge & Capacity
Both short and long-term planning requires the regular collection of
infrastructure data to support asset management decision-making. Staff find it
a continuous challenge to dedicate resource time towards data collection to
ensure that road condition and asset attribute data is regularly reviewed and
updated. Consequently, the Town often utilizes third party contractors to meet
their needs (i.e., sidewalk condition assessments).
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4.1.6 Levels of Service
The following tables identify the Town’s current level of service for the Road Network. These
metrics include the technical and community level of service metrics that are required as part of
O. Reg. 588/17 as well as any additional performance measures that the Town has selected for
this AMP.
Community Levels of Service
The following table outlines the qualitative descriptions that determine the community levels of
service provided by the Road Network.
Service
Attribute Qualitative Description Current LOS (2020)
Accessible
Description, which may
include maps, of the road
network in the
municipality and its level
of connectivity
See Appendix C
Quality
Description or images that
illustrate the different
levels of road class
pavement condition
Every road section receives a pavement quality
index (PQI) rating (0-100). The rating
incorporates pavement roughness measurements
and surface distresses (type, quantity, severity).
Ratings are categorized into 5 general qualitative
descriptors as detailed below.
0-29 – Failed
30-49 – Poor
50-69 – Fair
70-89 – Good
90-100 – Excellent
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Technical Levels of Service
The following table outlines the quantitative metrics that determine the technical level of service
provided by the Road Network.
Service
Attribute Technical Metric Current LOS
(2020)
Accessible2
Lane-km of arterial roads (MMS classes 1 and 2) per
land area (km/km2) 0.273
Lane-km of collector roads (MMS classes 3 and 4) per
land area (km/km2) 2.383
Lane-km of local roads (MMS classes 5 and 6) per land
area (km/km2) 5.893
Quality
Average pavement condition index for paved roads in
the municipality 67%
Average surface condition for unpaved roads in the
municipality (e.g. excellent, good, fair, poor) N/A
% of sidewalks in poor or very poor condition 0%
% of pathways in poor or very poor condition 42%
% of street lighting in poor or very poor condition 57%
Cost Efficient Total O&M Cost to provide roads / Population Served $208
Five Year Average annual capital expenditure for roads $4,909,857
Environmental
Stewardship % of streetlights with LED or low energy fixtures 99%
2 Please see Appendix E for a summary of the Minimum Maintenance Standards for the classification
and patrolling frequency of roads
3 Any road segments without a defined number of lanes will be assumed to have 2 lanes.
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4.1.7 Recommendations
Asset Inventory
x Update the replacement cost of road assets, every 2-4 years, based on latest tender or
project unit prices.
x Continue to refine the road and sidewalk asset inventory to ensure new assets and
betterments are reflected and attributes are detailed.
Condition Assessment Strategies
x Upload updated condition information into CityWide and the Town’s corporate GIS every
4-5 years, when possible, in order to maintain consistency with their pavement
management system.
x Road appurtenances such as signs, streetlights, and small culverts can be updated on a
less frequent basis through internal staff assessments.
Lifecycle Management Strategies
x Implement the identified lifecycle management strategies for paved roads to realize
potential cost avoidance and maintain a high quality of road pavement condition.
x Evaluate the efficacy of the Town’s lifecycle management strategies at regular intervals
to determine the impact cost, performance, and risk.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Levels of Service
x Continue to measure current levels of service in accordance with the metrics identified in
O. Reg. 588/17 and those metrics that the Town believes to provide meaningful and
reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Bridges & Culverts
Bridges & Culverts represent a critical portion of the transportation services provided to the
community. Operations Services is responsible for the maintenance of all bridges and culverts
located across municipal roads with the goal of keeping structures in an adequate state of
repair and minimizing service disruptions.
4.1.8 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Bridges & Culverts inventory. It is exported from the
CityWide Asset Manager database.
Asset Segment Quantity Replacement Cost
Method
Total Replacement
Cost
Bridges 2 81% CPI Tables, 19% User-
Defined Cost $2,669,062.00
Structural
Culverts 26 38% CPI Tables, 62% User-
Defined Cost $16,074,031.00
$18,743,093
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4.1.9 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition
(%)
Average
Condition Rating
Condition
Source
Bridges 75% Good 74% Assessed
Structural Culverts 68% Good 100% Assessed
69% Good 87% Assessed
To ensure that the Town’s Bridges & Culverts continues to provide an acceptable level of
service, the Town should monitor the average condition of all assets. If the average condition
declines, staff should re-evaluate their lifecycle management strategy to determine what
combination of maintenance, rehabilitation, and replacement activities is required to increase
the overall condition of the Bridges & Culverts.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Condition assessments of all bridges and culverts with a span greater than or equal to 3
meters are completed every 2 years in accordance with the Ontario Structure Inspection
Manual (OSIMs)
x Operations Staff perform regular visual inspections in between OSIM inspections
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4.1.10 Estimated Useful Life & Average Age
The Estimated Useful Life for Bridges & Culverts assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Bridges 40 29.6
Structural Culverts 30-50 32.4
32.0
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
4.1.11 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of customers, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration.
The following table outlines the Town’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Maintenance,
Rehabilitation and
Replacement
All lifecycle activities are driven by the results of mandated structural
inspections competed according to the Ontario Structure Inspection
Manual (OSIM). Staff perform lifecycle activities (ex: deck replacements,
concrete patch repairs, guard rail repairs, etc.) depending on
recommendations through OSIM and/or staff inspections.
Maintainence activities, such as cleaning or brushing, are completed by
Operations staff as capacity allows
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Forecasted Capital Requirements
The following graph forecasts long-term capital requirements. The annual capital requirement
represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs.
The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
4.1.12 Risk & Criticality
Risk Matrix
The following risk matrix provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating
of each asset.
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This is a high-level model developed for the purposes of this AMP and Town staff should review
and adjust the risk model to reflect an evolving understanding of both the probability and
consequences of asset failure.
The identification of critical assets will allow the Town to determine appropriate risk mitigation
strategies and treatment options. This may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Capital Funding Strategies
Major capital rehabilitation projects for bridges and culverts are entirely
dependant on the availability of grant funding opportunities. When grants are
not available, bridge rehabilitation projects may be deferred. An annual capital
funding strategy reduce dependency on grant funding and help prevent
deferral or capital works.
Organizational Knowledge & Capacity
Aurora staff noted that there are staffing capacity issues as scheduled general
maintenance and cleaning can be challenging to complete when required. To
further compound the capacity issue, the Town is in the process of
inventorying all undersized culverts which requires considerable time and
resources.
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4.1.13 Levels of Service
The following tables identify the Town’s current level of service for Bridges & Culverts. These
metrics include the technical and community level of service metrics that are required as part of
O. Reg. 588/17 as well as any additional performance measures that the Town has selected for
this AMP.
Community Levels of Service
The following table outlines the qualitative descriptions that determine the community levels of
service provided by Bridges & Culverts.
Service
Attribute Qualitative Description Current LOS (2020)
Accessible
Description of the traffic that is
supported by municipal bridges
(e.g. heavy transport vehicles,
motor vehicles, emergency
vehicles, pedestrians, cyclists)
None of the Town's structures have loading
or dimensional restrictions meaning that most
types of vehicles, including heavy transport,
motor vehicles, emergency vehicles and
cyclists can cross them without restriction.
Quality
Description or images of the
condition of bridges & culverts
and how this would affect use of
the bridges & culverts
See Appendix C
Technical Levels of Service
The following table outlines the quantitative metrics that determine the technical level of service
provided by Bridges & Culverts.
Service
Attribute Technical Metric Current LOS (2020)
Accessible % of bridges in the Town with loading or
dimensional restrictions 0%
Quality
Average bridge condition index value for bridges in
the Town 78
Average bridge condition index value for structural
culverts in the Town 45
Cost Efficient
Total O&M Cost to provide structural (>3m span)
culverts and bridges / Population Served -
Five Year Average annual capital expenditure for
bridges and culverts $100,057
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4.1.14 Recommendations
Data Review/Validation
x Continue to review and validate inventory data, assessed condition data and
replacement costs for all bridges and structural culverts upon the completion of OSIM
inspections every 2 years.
Condition
x Ensure that bridge condition indices (BCIs) from OSIMs are updated regularly in the
inventory to support planning for lifecycle modeling.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Lifecycle Management Strategies
x This AMP includes capital costs associated with the reconstruction of bridges and
culverts as well as projected capital rehabilitation and renewal costs. These activities
and their associated costs should be incorporated into CityWide and the corporate GIS
system, every 2 years, to allow for more accurate capital forecasting.
Levels of Service
x Continue to measure current levels of service in accordance with the metrics identified in
O. Reg. 588/17 and those metrics that the Town believe to provide meaningful and
reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Buildings
The Buildings portfolio includes property, facilities, and related property with respect to
administration services, community centres, library, fire services, and other miscellaneous
buildings that are available for public use or lease to third party tenants.
4.1.15 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Buildings inventory. It is exported from the CityWide Asset
Manager database.
Asset
Segment Name Quantity Replacement
Cost Method
Total
Replacement Cost
General
Government
Town Hall
116
14% CPI Tables,
86% User-
Defined Cost
$60,369,165 Hydro Building
Joint Operations Centre
Library Canada
Protection
Services New & Old Fire Hall 9 User-Defined Cost $7,589,801
Recreation &
Cultural
Services
Senior Center
79
18% CPI Tables,
82% User-
Defined Cost
$139,182,569
Petch House
Aurora Recreation
Center
Aurora Family Leisure
Complex
Aurora Community
Centre
Factory Theatre
Lawn Bowling Tennis
Clubhouse
Victoria Hall
School Museum
Soccer Clubhouse
New & Old Library
Sports Hall of Fame
Transportation
Services Quonset Storage 1 CPI Tables $8,279
$207,149,814
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4.1.16 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition
(%)
Average
Condition Rating
Condition
Source
General Government 56% Fair Age-based
Protection Services 26% Poor Age-based
Recreation & Cultural
Services 43% Fair Age-based
Transportation Services 0% Very Poor Age-based
General Government 56% Fair Age-based
46% Fair Age-based
To ensure that the Town’s Buildings continues to provide an acceptable level of service, the
Town should monitor the average condition of all assets. If the average condition declines, staff
should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation and replacement activities is required to increase the overall
condition of the Buildings.
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Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Staff complete regular visual inspections of buildings to ensure they are in a state of
adequate repair.
x Staff will be working with a third-party contractor to develop building condition
assessments on their critical buildings, in order to develop a detailed componentized
building inventory, complete with rehabilitation and replacement recommendations.
4.1.17 Estimated Useful Life & Average Age
The Estimated Useful Life for Buildings assets has been assigned according to a combination of
established industry standards and staff knowledge. The Average Age of each asset is based on
the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
General Government 5-50 3.9
Protection Services 10-50 21.4
Recreation & Cultural
Services 5-50 14.8
Transportation Services 10 18.5
General Government 5-50 3.9
9.1
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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4.1.18 Lifecycle Management Strategy
Forecasted Capital Requirements
The following graph forecasts long-term capital requirements. The annual capital requirement
represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs.
The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
4.1.19 Risk & Criticality
Buildings are considered a non-core asset category. As such, the Town has until July 1, 2024 to
identify asset risk and determine asset criticality.
4.1.20 Levels of Service
Buildings is considered a non-core asset category. As such, the Town has until July 1, 2024 to
determine the qualitative descriptions and technical metrics that measure the current level of
service provided.
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4.1.21 Recommendations
Asset Inventory
x The Town’s asset inventory contains a mix of componentized buildings. Buildings consist
of several separate capital components that have unique estimated useful lives and
require asset-specific lifecycle strategies. Staff should work towards a more consistent
and component-based inventory for all facilities to allow for more accurate lifecycle
planning.
Condition Assessment Strategies
x The Town should implement regular condition assessments for all facilities to better
inform short- and long-term capital requirements.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Levels of Service
x Begin brainstorming current levels of service to provide meaningful and reliable inputs
into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Machinery & Equipment
All Town owned machinery and small equipment, including information technology &
telecommunication equipment is included in this portfolio.
In order to maintain the high quality of public infrastructure and support the delivery of core
services, Town staff own and employ various types of machinery and equipment. This includes:
x Landscaping equipment to maintain public parks
x Fire equipment to support the delivery of emergency services
x Plows and sand hoppers to provide winter control activities
x Library books for public loan
Keeping machinery & equipment in an adequate state of repair is important to maintain a high
level of service.
4.1.22 Asset Inventory & Replacement Cost
The following table includes the quantity, replacement cost method and total replacement cost
of each asset segment in the Town’s Machinery & Equipment inventory. It is exported from the
CityWide Asset Manager database.
Asset Segment Quantity Replacement
Cost Method
Total
Replacement
Cost
General Government 1,545 CPI Tables $6,417,707.00
Protection Services 53 CPI Tables $951,186.00
Recreation & Cultural
Services 14 CPI Tables $1,443,988.00
$8,812,881
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4.1.23 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition
(%)
Average
Condition Rating
Condition
Source
General Government 40% Fair Age-based
Protection Services 48% Fair Age-based
Recreation & Cultural
Services 10% Very poor Age-based
36% Poor Age-based
To ensure that the Town’s Machinery & Equipment continues to provide an acceptable level of
service, the Town should monitor the average condition of all assets. If the average condition
declines, staff should re-evaluate their lifecycle management strategy to determine what
combination of maintenance, rehabilitation and replacement activities is required to increase the
overall condition of the Machinery & Equipment.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Staff complete regular visual inspections of their machinery & equipment to ensure they
are structurally and functionally sound. Assets typically stay true to their estimated
useful life, and are replaced at end of life.
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50
4.1.24 Estimated Useful Life & Average Age
The Estimated Useful Life for Machinery & Equipment assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
General
Government 5-10 3.0
Protection
Services 5-10 5.5
Recreation &
Cultural Services 5-10 5.7
3.1
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
4.1.25 Lifecycle Management Strategy
Forecasted Capital Requirements
The following graph forecasts long-term capital requirements. The annual capital requirement
represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs.
The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
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51
4.1.26 Risk & Criticality
Machinery & Equipment are considered a non-core asset category. As such, the Town has until
July 1, 2024 to identify asset risk and determine asset criticality.
4.1.27 Levels of Service
Machinery & Equipment is considered a non-core asset category. As such, the Town has until
July 1, 2024 to determine the qualitative descriptions and technical metrics that measure the
current level of service provided.
4.1.28 Recommendations
Replacement Costs
x All replacement costs used in this AMP were based on the inflation of historical costs.
These costs should be evaluated to determine their accuracy and reliability.
Replacement costs should be updated according to the best available information on the
cost to replace the asset in today’s value.
Condition Assessment Strategies
x Identify condition assessment strategies for high value and high-risk equipment.
x Review assets that have surpassed their estimated useful life to determine if immediate
replacement is required or whether these assets are expected to remain in-service.
Adjust the service life and/or condition ratings for these assets accordingly.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Levels of Service
x Begin measuring current levels of service to provide meaningful and reliable inputs into
asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Fleet
Vehicles allow staff to efficiently deliver municipal services and personnel. Municipal vehicles are
used to support several service areas, including:
x tandem axle trucks for winter control activities
x fire rescue vehicles to provide emergency services
x pick-up trucks to support the maintenance of the transportation network and address
service requests
4.1.29 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Fleet. It is exported from the CityWide Asset Manager
database.
Asset Segment Quantity Replacement Cost Method Total Replacement
Cost
Equipment/Attachments 78 CPI Tables $3,084,570.00
Fire Vehicles 23 CPI Tables $3,955,779.00
Heavy Duty 11 CPI Tables $2,474,040.00
Light Duty 53 CPI Tables $2,611,191.00
Medium Duty 17 CPI Tables $990,474.00
Small Engine 4 CPI Tables $90,441.00
$13,206,495
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4.1.30 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition
(%)
Average Condition
Rating
Condition
Source
Equipment/Attachments 44% Fair Age-based
Fire Vehicles 47% Fair Age-based
Heavy Duty 40% Fair Age-based
Light Duty 25% Poor Age-based
Medium Duty 47% Fair Age-based
Small Engine 34% Poor Age-based
40% Fair Age-based
To ensure that the Town’s Fleet continue to provide an acceptable level of service, the Town
should monitor the average condition of all assets. If the average condition declines, staff
should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation and replacement activities is required to increase the overall
condition of the Fleet.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Staff complete regular visual inspections of vehicles to ensure they are in state of
adequate repair prior to operation
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54
x Condition assessments are conducted on vehicles in accordance with regulations for
health and safety regulations including National Fire Protection Association (NFPA) codes
and standards for fire service-related vehicles.
4.1.31 Estimated Useful Life & Average Age
The Estimated Useful Life for Fleet assets has been assigned according to a combination of
established industry standards and staff knowledge. The Average Age of each asset is based on
the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Equipment/Attachments 7-10 9.6
Fire Vehicles 5-15 4.6
Heavy Duty 8-10 6.9
Light Duty 10 8.5
Medium Duty 10 4.8
Small Engine 15 13.7
8.2
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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4.1.32 Lifecycle Management Strategy
Forecasted Capital Requirements
The following graph forecasts long-term capital requirements. The annual capital requirement
represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs.
The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
4.1.33 Risk & Criticality
Fleet are considered a non-core asset category. As such, the Town has until July 1, 2024 to
identify asset risk and determine asset criticality.
4.1.34 Levels of Service
Fleet are considered a non-core asset category. As such, the Town has until July 1, 2024 to
determine the qualitative descriptions and technical metrics that measure the current level of
service provided.
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4.1.35 Recommendations
Condition Assessment Strategies
x Identify condition assessment strategies for high value and high-risk equipment.
x Review assets that have surpassed their estimated useful life to determine if immediate
replacement is required or whether these assets are expected to remain in-service.
Adjust the service life and/or condition ratings for these assets accordingly.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Levels of Service
x Begin measuring current levels of service in accordance with the metrics that the Town
has established in this AMP. Additional metrics can be established as they are
determined to provide meaningful and reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Land Improvement
The Town of Aurora owns a small number of assets that are considered Land Improvements.
This category includes:
x Parking lots for municipal facilities
x Athletic fields and playgrounds
x Multi-use trails and pathways
x Fencing and gates
x Miscellaneous landscaping and other assets
4.1.36 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Land Improvement inventory. It is exported from the
CityWide Asset Manager database.
Asset Segment Quantity Replacement
Cost Method
Total Replacement
Cost
Athletic Fields 75 CPI Tables $16,819,883
Fencing & Gates 57 Quantity,
830,061 Length (m) CPI Tables $3,265,325
Park Fixtures & Lighting 702 Quantity, 325
Length (m) CPI Tables $9,059,930
Park Structures 472 CPI Tables $2,494,409
Parking Lots
9 Quantity,
108,307 Area (m2),
5,480 Length (m)
6% CPI Tables,
94% Cost/Unit $12,002,081
Playgrounds & Splashpads 64 CPI Tables $5,176,358
Trails & Walkways 90 Quantity,
6,186 Length (m) CPI Tables $9,264,170
$58,082,156
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4.1.37 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average
Condition (%)
Average
Condition Rating
Condition
Source
Athletic Fields 42% Fair 5% Assessed
Fencing & Gates 23% Poor Age-based
Park Fixtures & Lighting 42% Fair Age-based
Park Structures 63% Good Age-based
Parking Lots 56% Fair 26% Assessed
Playgrounds & Splashpads 57% Fair Age-based
Trails & Walkways 54% Fair Age-based
48% Fair 7% Assessed
To ensure that the Town’s Land Improvements continues to provide an acceptable level of
service, the Town should monitor the average condition of all assets. If the average condition
declines, staff should re-evaluate their lifecycle management strategy to determine what
combination of maintenance, rehabilitation and replacement activities is required to increase the
overall condition of the Land Improvements.
Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Staff complete regular visual inspections on land improvements assets to ensure they
are in state of adequate repair. Playgrounds are inspected according to CSA standards.
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4.1.38 Estimated Useful Life & Average Age
The Estimated Useful Life for Land Improvement assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Athletic Fields 10-25 26.9
Fencing & Gates 20-35 20.1
Park Fixtures & Lighting 10-20 25.0
Park Structures 10-50 13.0
Parking Lots 25-30 15.0
Playgrounds & Splashpads 10-20 13.6
Trails & Walkways 30-60 15.6
22.0
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
4.1.39 Lifecycle Management Strategy
Forecasted Capital Requirements
The following graph forecasts long-term capital requirements. The annual capital requirement
represents the average amount per year that the Town should allocate towards funding
rehabilitation and replacement needs.
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The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
4.1.40 Risk & Criticality
Land Improvement are considered a non-core asset category. As such, the Town has until July
1, 2024 to identify asset risk and determine asset criticality.
4.1.41 Levels of Service
Land Improvement are considered a non-core asset category. As such, the Town has until July
1, 2024 to determine the qualitative descriptions and technical metrics that measure the current
level of service provided.
4.1.42 Recommendations
Replacement Costs
x All replacement costs used in this AMP were based on the inflation of historical costs.
These costs should be evaluated to determine their accuracy and reliability.
Replacement costs should be updated according to the best available information on the
cost to replace the asset in today’s value.
Condition Assessment Strategies
x Identify condition assessment strategies for high value and high-risk assets.
x Review assets that have surpassed their estimated useful life to determine if immediate
replacement is required or whether these assets are expected to remain in-service.
Adjust the service life and/or condition ratings for these assets accordingly.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies.
Levels of Service
x Work towards identifying current and proposed levels of service as per O. Reg. 588/17
and identify the strategies that are required to close any gaps between current and
proposed levels of service.
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Key Insights
5 Analysis of Rate-funded Assets
x Rate-funded assets are valued at $568.8 million
x 72% of rate-funded assets are in fair or better condition
x The average annual capital requirement to sustain the current level
of service for rate-funded assets is approximately $11.6 million
x Critical assets should be evaluated to determine appropriate risk
mitigation activities and treatment options
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Water Network
The Town is responsible for water distribution to the end users, consumer metering, and billing.
York Region is responsible for water production and bulk distribution. Water in Aurora is 20
percent ground water source and 80 percent lake-based source. Water Services are coordinated
between York Region and the Town’s Operational Services department.
5.1.1 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Water Network inventory. It is exported from the CityWide
Asset Manager database.
Asset Segment Quantity Replacement Cost
Method
Total
Replacement Cost
Hydrants 1,518 CPI Tables $4,830,518.00
Water Booster &
Sampling Stations 11 20% CPI Tables, 80% User-
Defined Cost $1,018,550.00
Water Mains 378 km Cost/Unit $182,877,542.24
Water Meters 17,700 CPI Tables $14,222,255.00
Water Service
Connections 360,900 m CPI Tables $29,696.00
Water Underground
Enclosures 688 CPI Tables $4,979,098.00
Water Valves 19,476 CPI Tables $13,919,293.00
$221,876,952
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5.1.2 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition (%) Average
Condition Rating
Condition
Source
Hydrants 28% Poor Age-based
Water Booster &
Sampling Stations 42% Fair Age-based
Water Mains 60% Good 3% Assessed
Water Meters 15% Very Poor Age-based
Water Service
Connections 47% Fair Age-based
Water Underground
Enclosures 58% Fair Age-based
Water Valves 27% Poor Age-based
54% Fair <1% Assessed
To ensure that the Town’s Water Network continues to provide an acceptable level of service,
the Town should monitor the average condition of all assets. If the average condition declines,
staff should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation and replacement activities is required to increase the overall
condition of the Water Network.
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Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Water sampling stations are inspected weekly
x Generators are inspected weekly, pumps are inspected monthly, and the structures
housing those assets are inspected semi-annually
x Booster stations are inspected regularly for deficiencies
x Hydrants are inspected annually
x 25% of the main line water valves are inspected annually and are tracked using a
collector app
x Bulk water stations are inspected on a weekly basis or as needed
5.1.3 Estimated Useful Life & Average Age
The Estimated Useful Life for Water Network assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Hydrants 30 24.8
Water Booster &
Sampling Stations 30-50 12.8
Water Mains 50-80 28.7
Water Meters 10-20 24.9
Water Service
Connections 58 31.3
Water Underground
Enclosures 55 24.8
Water Valves 30 28.0
28.2
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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5.1.4 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of customers, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration.
The following table outlines the Town’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Maintenance
Hydraulic modelling is completed on an as-needed basis with the most
recent study completed approximately 2.5 years ago
Leak detection is completed for service lines when an issue arises, but no
formal program is currently in place
Pressure and fireflow testing are regularly done by developers and
insurance companies for new subdivisions
Hydrants are flushed regularly, problematic areas have been noted to be
flushed more frequently
Main line valves are exercised during inspection, which covers 25% of the
network on annual basis
Rehabilitation A residential water meter repalcement program is in place; approximately
half of the town’s water meters have been replaced
Replacement
Booster stations are maintained weekly with different components inspected
at varying frequencies; while condition ratings are not assigned, deficiencies
are identified and noted
Watermain lining is now typically considered during road repairs; an
intensive lining program was in place between 2007-2011
Forecasted Capital Requirements
The following graphs forecast long-term capital requirements for the Water network. The
annual capital requirement represents the average amount per year that the Town should
allocate towards funding rehabilitation and replacement needs.
The graph labelled “Average Annual Capital Requirements” is developed using information from
the CityWide software which relies on the capital needs within an asset category; The graph
labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the water
mains resulting from coordination opportunities with roads reconstruction projects.
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The capital costs will typically differ between these two graphs since a capital plan resulting
from individual asset needs will be different than the capital plan resulting from a project-based
approach. As Staff work towards refining the data and structure within CityWide, they will be
able to run various risk and lifecycle strategies that will help them prioritize assets for
rehabilitation and/or replacement effectively. In the meantime, the road reconstruction program
from the pavement management system will provide a more accurate project-based forecast.
The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
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5.1.5 Risk & Criticality
Risk Matrix
The following risk matrix provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating
of each asset.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Assessed Condition Data
Water network assets such as mains are difficult to directly visually
inspect. In contrast to storm and sanitary mains that can be directly
inspected using CCTV camera, watermain condition assessments rely on a
proxy of age, pipe material, diameter size, number of main breaks, and
soil type to approximate when they need to be replaced. Staff should
continue to refine their available attribute information for watermains in
order to develop reliable forecasts.
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5.1.6 Levels of Service
The following tables identify the Town’s current level of service for Water Network. These
metrics include the technical and community level of service metrics that are required as part of
O. Reg. 588/17 as well as any additional performance measures that the Town has selected for
this AMP.
Community Levels of Service
The following table outlines the qualitative descriptions that determine the community levels of
service provided by Water Network.
Service
Attribute Qualitative Description Current LOS (2020)
Scope
Description, which may include
maps, of the user groups or
areas of the municipality that
are connected to the municipal
water system
See Appendix C
Description, which may include
maps, of the user groups or
areas of the municipality that
have fire flow
See Appendix C
Reliability
Description of boil water
advisories and service
interruptions
The Town experienced no boil water
advisories in 2020. However, water service
interruptions may occur due to main breaks,
maintenance activities or reconstruction
projects. Staff attend to these interruptions in
a timely manner, when possible.
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Technical Levels of Service
The following table outlines the quantitative metrics that determine the technical level of service
provided by the Water Network.
Service
Attribute Technical Metric Current LOS (2020)
Scope
% of properties connected to the municipal water
system 97.1%
% of properties where fire flow is available 98.6%
Reliability
# of connection-days per year where a boil water
advisory notice is in place compared to the total
number of properties connected to the municipal
water system
0
# of connection-days per year where water is not
available due to water main breaks compared to
the total number of properties connected to the
municipal water system
32:17,700
Total # of FTEs / 100 km Length TBD
Cost Efficient
Total O&M Cost to Provide water/ Population
Served $740
Five Year Average annual capital expenditure for
Water $1,562,719
Cost of Water Quality/Compliance Monitoring /
Population Served TBD
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5.1.7 Recommendations
Condition Assessment Strategies
x Identify condition assessment strategies for high value and high-risk water network
assets and update on a regular basis.
Risk Management Strategies
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Lifecycle Strategies
x Determine the efficacy of the trenchless lining strategy to rehabilitate pipes that are
approaching their end-of-life and continue to replace old cast iron and ductile iron pipes
with PVC to address the potential for water main breaks.
Levels of Service
x Continue to measure current levels of service in accordance with the metrics that the
Town has established in this AMP. Additional metrics can be established as they are
determined to provide meaningful and reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Sanitary Network
The Town is responsible for wastewater collection and delivery to Regional trunk infrastructure.
Sewer services provided by the Town are overseen by the Water and Wastewater Management
division.
5.1.8 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Sanitary Sewer Network inventory. It is exported from the
CityWide Asset Manager database.
Asset Segment Quantity Replacement Cost
Method
Total
Replacement Cost
Sanitary Equalization Tanks 2 CPI Tables $698,535.00
Sanitary Laterals 139 km CPI Tables $13,814,061.00
Sanitary Mains 204 km Cost/Unit $88,544,355.87
Sanitary Manholes 2,860 CPI Tables $34,280,651.00
Sanitary Pumping Stations 6
(67components)
84% CPI Tables,
16% User-Defined
Cost
$1,195,618.00
Sanitary Underground
Enclosures 6 CPI Tables $32,178.00
$138,565,399
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5.1.9 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Asset Segment Average Condition (%) Average
Condition Rating
Condition
Source
Sanitary Equalization
Tanks 49% Fair Age-based
Sanitary Laterals 61% Good Age-based
Sanitary Mains 59% Fair 7% Assessed
Sanitary Manholes 50% Fair Age-based
Sanitary Pumping
Stations 68% Good Age-based
Sanitary
Underground
Enclosures
85% Very Good Age-based
57% Fair 5% Assessed
To ensure that the Town’s Sanitary Network continues to provide an acceptable level of service,
the Town should monitor the average condition of all assets. If the average condition declines,
staff should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation and replacement activities is required to increase the overall
condition of the Sanitary Network.
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Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x CCTV inspections are done for approximately 10% of the entire sewer network every
year
x Manholes are inspected for deficiencies and captured in a checklist type format on an
annual basis through a collector app
x Sanitary pumping stations are inspected alongside water booster stations
x Sanitary laterals are inspected on a regular basis
5.1.10 Estimated Useful Life & Average Age
The Estimated Useful Life for Sanitary Sewer Network assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Sanitary Equalization
Tanks
55 26.0
Sanitary Laterals 50-80 30.6
Sanitary Mains 50-80 28.3
Sanitary Manholes 50-80 32.4
Sanitary Pumping
Stations
20-30 15.2
Sanitary Underground
Enclosures
50-55 13.3
30.4
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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5.1.11 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of customers, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration.
The following table outlines the Town’s current lifecycle management strategy. Staff have noted
that poor bedding has been an underlying issue for the Town’s sanitary assets. Unlike water
assets, much of the work on sewer assets have been funded through operations.
Activity Type Description of Current Strategy
Maintenance Manhole deficiencies are collected through the collector app; repairs are
then prioritized by condition
Rehabilitation
Manholes are lined on an as-needed basis, with the last major lining project
occurring in 2016
Sewers have not been lined in the recent years, but it is an activity
considered to improve condition and has been used in the past
Replacement
Many sanitary assets are considered for replacement during coordinated
lifecycle activities with other work on localized assets, namely road
reconstructions
Forecasted Capital Requirements
The following graphs forecast long-term capital requirements for the Sanitary Network. The
annual capital requirement represents the average amount per year that the Town should
allocate towards funding rehabilitation and replacement needs.
The graph labelled “Average Annual Capital Requirements” is developed using information from
the CityWide software which relies on the capital needs within an asset category; The graph
labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the sanitary
mains resulting from coordination opportunities with roads reconstruction projects.
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The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
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5.1.12 Risk & Criticality
Risk Matrix
The following risk matrix provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating
of each asset.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Resource Capacity
Staff currently conduct condition/deficiency assessments on 10% of their
sanitary laterals annually. With the large number of laterals, it is a
cumbersome and time intensive activity to perform.
Assessed Condition Data
Staff have indicated that many of the recent sanitary pipe replacements
they have performed were due to poorly constructed bedding and backfill
surrounding the pipes. This makes the pipes more susceptible to breakage
and penetration by sharp objects, ultimately affecting the structural
integrity and durability of the mains.
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5.1.13 Levels of Service
The following tables identify the Town’s current level of service for Sanitary Sewer Network.
These metrics include the technical and community level of service metrics that are required as
part of O. Reg. 588/17 as well as any additional performance measures that the Town has
selected for this AMP.
Community Levels of Service
The following table outlines the qualitative descriptions that determine the community levels of
service provided by Sanitary Sewer Network.
Service
Attribute Qualitative Description Current LOS (2020)
Scope
Description, which may include
maps, of the user groups or
areas of the municipality that
are connected to the municipal
wastewater system
See Appendix C
Reliability
Description of how combined
sewers in the municipal
wastewater system are
designed with overflow
structures in place which allow
overflow during storm events
to prevent backups into homes
The Town manages approximately 1.6km of
sanitary sewers that connect to storm catch
basins. At this time, there are no overflow
structures in place.
Description of the frequency
and volume of overflows in
combined sewers in the
municipal wastewater system
that occur in habitable areas or
beaches
The Town does not have any connected
engineered overflows at this time so there is
no overflow volume entering habitable areas
Description of how stormwater
can get into sanitary sewers in
the municipal wastewater
system, causing sewage to
overflow into streets or backup
into homes
Stormwater can enter into sanitary sewers due
to cracks in sanitary mains or through indirect
connections (e.g. weeping tiles). In the case
of heavy rainfall events, sanitary sewers may
experience a volume of water and sewage
that exceeds its designed capacity. In some
cases, this can cause water and/or sewage to
overflow backup into homes. The
disconnection of weeping tiles from sanitary
mains and the use of sump pumps and pits
directing storm water to the storm drain
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Service
Attribute Qualitative Description Current LOS (2020)
system can help to reduce the chance of this
occurring.
Description of how sanitary
sewers in the municipal
wastewater system are
designed to be resilient to
stormwater infiltration
The municipality follows a series of design
standards that integrate servicing
requirements and land use considerations
when constructing or replacing sanitary
sewers. These standards have been
determined with consideration of the
minimization of sewage overflows and
backups.
Description of the effluent that
is discharged from sewage
treatment plants in the
municipal wastewater system
N/A
Technical Levels of Service
The following table outlines the quantitative metrics that determine the technical level of service
provided by the Sanitary Sewer Network.
Service
Attribute Technical Metric Current LOS
(2020)
Scope % of properties connected to the municipal wastewater
system 96%
Reliability
# of events per year where combined sewer flow in the
municipal wastewater system exceeds system capacity
compared to the total number of properties connected
to the municipal wastewater system
N/A
# of connection-days per year having wastewater
backups compared to the total number of properties
connected to the municipal wastewater system
0
# of effluent violations per year due to wastewater
discharge compared to the total number of properties
connected to the municipal wastewater system
N/A
Total # of FTEs / 100 km Length TBD
Cost Efficient
Total O&M Cost to Provide wastewater/ Population
Served $973
Five Year Average annual capital expenditure for
Wastewater $552,356
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5.1.14 Recommendations
Asset Inventory
x Although the CityWide inventory is well componentized, many of the components are
not labelled clearly enough. Staff should consider adopting a parent-child relationship
between assets to improve discernability.
Condition Assessment Strategies
x Identify condition assessment strategies for high value and high-risk sanitary network
assets.
x Incorporate condition assessments from CCTV inspections as they are made available
Risk Management Strategies
x Review risk models on a regular basis and adjust according to an evolving
understanding of the probability and consequences of asset failure.
Lifecycle Management Strategies
x A trenchless lining strategy is expected to extend the service life of sanitary mains at a
lower total cost of ownership.
x Evaluate the efficacy of the Town’s lifecycle management strategies at regular intervals
to determine the impact cost, condition and risk.
Levels of Service
x Continue to measure current levels of service in accordance with the metrics that the
Town has established in this AMP. Additional metrics can be established as they are
determined to provide meaningful and reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Storm Network
The Town is responsible for owning and maintaining a stormwater network of storm sewer
mains and other supporting infrastructure. Staff are working towards improving the accuracy
and reliability of their Stormwater inventory to assist with long-term asset management
planning.
5.1.15 Asset Inventory & Replacement Cost
The table below includes the quantity, replacement cost method and total replacement cost of
each asset segment in the Town’s Stormwater Network inventory. It is exported from the
CityWide Asset Manager database.
Asset Segment Quantity Replacement Cost
Method
Total
Replacement Cost
Catchbasins 5,130 CPI Tables $12,287,920
Oil Grit Separators 31 CPI Tables $1,598,829
Storm Equalization
Tanks 19 CPI Tables $7,218,426
Storm Laterals 107 km CPI Tables $4,978,351
Storm Mains 236 km Cost/Unit $129,086,605
Storm Manholes 2,884 CPI Tables $24,552,258
Storm Structures 255 85% CPI Tables, 15%
User-Defined Cost $3,724,790
Storm Valves & Filters 7 10% CPI Tables, 90%
User-Defined Cost $417,105
Stormwater
Management Ponds
34 Quantity,
126,607 Area (m2) CPI Tables $24,452,743
$208,317,027
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5.1.16 Asset Condition
The table below identifies the current average condition and source of available condition data
for each asset segment. The Average Condition (%) is a weighted value based on replacement
cost.
Average Condition
(%)
Average
Condition Rating
Condition
Source
Catchbasins 50% Fair Age-based
Oil Grit Separators 62% Good Age-based
Storm Equalization
Tanks 43% Fair Age-based
Storm Laterals 60% Good Age-based
Storm Mains 53% Fair 1% Assessed
Storm Manholes 53% Fair Age-based
Storm Structures 62% Good 13% Assessed
Storm Valves & Filters 82% Very Good Age-based
Stormwater
Management Ponds 9% Very Poor Age-based
48% Fair <1% Assessed
To ensure that the Town’s Storm Network continues to provide an acceptable level of service,
the Town should monitor the average condition of all assets. If the average condition declines,
staff should re-evaluate their lifecycle management strategy to determine what combination of
maintenance, rehabilitation and replacement activities is required to increase the overall
condition of the Storm Network.
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Current Approach to Condition Assessment
Accurate and reliable condition data allows staff to more confidently determine the remaining
service life of assets and identify the most cost-effective approach to managing assets. The
following describes the municipality’s current approach:
x Closed Circuit Television Video (CCTV) inspections are performed on 10% of the entire
storm sewer network annually
x A comprehensive inspection of storm water management ponds is performed every 2
years
x Oil grit separators are inspected on an annual basis
x Catchbasins are inspected when cleaned, approximately 25% are inspected annually
x Other stormwater assets are inspected on an as-needed basis
5.1.17 Estimated Useful Life & Average Age
The Estimated Useful Life for Storm Network assets has been assigned according to a
combination of established industry standards and staff knowledge. The Average Age of each
asset is based on the number of years each asset has been in-service.
Asset Segment Estimated Useful
Life (Years)
Average Age
(Years)
Catchbasins 50 26.3
Oil Grit Separators 30 13.3
Storm Equalization
Tanks 50-55 23.0
Storm Laterals 50-80 28.0
Storm Mains 50-80 26.1
Storm Manholes 55 27.9
Storm Structures 55 25.9
Storm Valves & Filters 30 6.7
Stormwater
Management Ponds 10-20 22.0
27.0
Each asset’s Estimated Useful Life should be reviewed periodically to determine whether
adjustments need to be made to better align with the observed length of service life for each
asset type.
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5.1.18 Lifecycle Management Strategy
The condition or performance of most assets will deteriorate over time. To ensure that
municipal assets are performing as expected and meeting the needs of customers, it is
important to establish a lifecycle management strategy to proactively manage asset
deterioration.
The following table outlines the Town’s current lifecycle management strategy.
Activity Type Description of Current Strategy
Maintenance
Storm Master Plans are occasionally undertaken – the last one completed
was in 2020 in conjunction with Lake Simcoe’s Protection Plan
25% of catchbasins are cleaned out per year, repairs for catchbasins are
usually coordinated with asphalt road repairs
Storm equalization tanks are inspected yearly and receive cleaning and
sediment removal
Oil grit separators are cleaned as needed
Rehabilitation
Stormwater management ponds may undergo restorative activities such as
silt removal, deepening of the pond, or redesign. Costs are noted to vary
widely depending on the extent of restoration. Regular maintenance
activities such as vegetation management, debris and litter removal, and
clearing of inlet and outlet structures are performed as needed
Trenchless sewer lining is considered on a case-by-case basis
Replacement
Many storm assets are replaced near the end of life. Earlier replacement is
typically coordinated with other work on localized assets, namely the road
assets
Forecasted Capital Requirements
The following graphs forecasts long-term capital requirements for the Storm network. The
annual capital requirement represents the average amount per year that the Town should
allocate towards funding rehabilitation and replacement needs. The graph labelled “Average
Annual Capital Requirements” is developed using information from the CityWide software which
relies on the capital needs within an asset category; The graph labelled, “10-Year Road
Reconstruction Forecast”, considers the capital needs of the storm mains resulting from
coordination opportunities with roads reconstruction projects.
The capital costs will typically differ between these two graphs since a capital plan resulting
from individual asset needs will be different than the capital plan resulting from a project-based
approach. As Staff work towards refining the data and structure within CityWide, they will be
able to run various risk and lifecycle strategies that will help them prioritize assets for
rehabilitation and/or replacement effectively. In the meantime, the road reconstruction program
from the pavement management system will provide a more accurate project-based forecast.
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The projected cost of lifecycle activities that will need to be undertaken over the next 10 years
to maintain the current level of service can be found in Appendix B.
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5.1.19 Risk & Criticality
Risk Matrix
The following risk matrix provides a visual representation of the relationship between the
probability of failure and the consequence of failure for the assets within this asset category
based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating
of each asset.
This is a high-level model developed for the purposes of this AMP and Town staff should review
and adjust the risk model to reflect an evolving understanding of both the probability and
consequences of asset failure.
The identification of critical assets will allow the Town to determine appropriate risk mitigation
strategies and treatment options. This may include asset-specific lifecycle strategies, condition
assessment strategies, or simply the need to collect better asset data. Staff should continue to
refine their risk and criticality modelling in order to supplement the outcomes from RoadMatrix.
Risks to Current Asset Management Strategies
The following section summarizes key trends, challenges, and risks to service delivery that the
Town is currently facing:
Asset Data & Information
There is some concern with the accuracy of the Town’s current asset inventory
for stormwater infrastructure and available attribute information. A lack of
confidence in the completeness of this data impacts the reliability of asset
management and financial planning. Staff are in the process of evaluating the
resources and activities required to build and/or improve the existing asset inventory.
Climate Change & Extreme Weather Events
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With climate change and extreme weather events becoming more prevalent,
Staff require a better sense of the impacts of climate change on the
stormwater network to inform retrofitting and replacement planning.
Additional data will help address concerns with system capacity and the ability
of the stormwater network to handle any potential increase in the intensity,
frequency, and duration of rainfall events. Incorporating a monitoring and maintenance
program for all stormwater infrastructure into the asset management plan can further support
infrastructure resiliency and reduce risk. The Town will be conducting an analysis on its storm
network’s resiliency and adaptability in 2022.
5.1.20 Levels of Service
The following tables identify the Town’s current level of service for Stormwater Network. These
metrics include the technical and community level of service metrics that are required as part of
O. Reg. 588/17 as well as any additional performance measures that the Town has selected for
this AMP.
Community Levels of Service
The following table outlines the qualitative descriptions that determine the community levels of
service provided by Stormwater Network.
Service
Attribute Qualitative Description Current LOS
(2020)
Scope
Description, which may include maps, of the user groups
or areas of the municipality that are protected from
flooding, including the extent of protection provided by
the municipal stormwater system
See Appendix C
Technical Levels of Service
The following table outlines the quantitative metrics that determine the technical level of service
provided by the Stormwater Network.
Service
Attribute Technical Metric Current LOS
(2020)
Scope
% of properties in municipality resilient to a 100-year storm 97%
% of the municipal stormwater management system resilient
to a 5-year storm 100%
Reliability Total # of FTEs / 100 km Length TBD
Cost
Efficient
Total O&M Cost to Provide storms/ Population Served $60
Five Year Average annual capital expenditure for stormwater $3,003,949
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5.1.21 Recommendations
Condition Assessment Strategies
x Update the condition information for storm mains as the information becomes available
from CCTV inspections. Condition data for all other stormwater assets should be
integrated into the asset inventory to support the development of appropriate
maintenance, rehabilitation, and replacement strategies.
Risk Management Strategies
x Implement risk-based decision-making as part of asset management planning and
budgeting processes. This should include the regular review of high-risk assets to
determine appropriate risk mitigation strategies. Review risk models on a regular basis
and adjust according to an evolving understanding of the probability and consequences
of asset failure.
Lifecycle Management Strategies
x Document and review lifecycle management strategies for the Storm Network on a
regular basis to achieve the lowest total cost of ownership while maintaining adequate
service levels.
Levels of Service
x Continue to measure current levels of service in accordance with the metrics that the
Town has established in this AMP. Additional metrics can be established as they are
determined to provide meaningful and reliable inputs into asset management planning.
x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify
the strategies that are required to close any gaps between current and proposed levels
of service.
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Key Insights
6 Impacts of Growth
x Understanding the key drivers of growth and demand will allow the
Town to more effectively plan for new infrastructure, and the
upgrade or disposal of existing infrastructure
x Significant population and employment growth is expected
x The costs of growth should be considered in long-term funding
strategies that are designed to maintain the current level of service
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Description of Growth Assumptions
The demand for infrastructure and services will change over time based on a combination of
internal and external factors. Understanding the key drivers of growth and demand will allow
the Town to more effectively plan for new infrastructure, and the upgrade or disposal of
existing infrastructure. Increases or decreases in demand can affect what assets are needed
and what level of service meets the needs of the community.
6.1.1 York Region Official Plan 2010 (Consolidated April
2019)
Since the Town of Aurora is located within the Greater Golden Horseshoe, the 2017 Growth
Plan must be referred as per O.Reg 588/17. As the projected population and employment
growth was not explicitly cited within the 2017 growth plan, the upper tier municipality’s, York
Region, official plan growth forecasts are referenced.
The following table outlines the population and employment forecasts allocated to Aurora. The
future estimates are consistent with the values cited from Aurora’s Official Plan.
Year Population Employment
2006 49,700 20,300
2016 63,700 29,000
2021 68,100 32,400
2026 69,600 33,500
2031 70,200 34,200
York Region also references a regional intensification strategy through 2031. Aurora is expected
to plan to meet or exceed 3,140 residential units. Furthermore, the intensification areas are
expected to align with York’s Regional Transit-Oriented Development Guidelines and the
Region’s implementation guidelines for regional centres and corridors.
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6.1.2 Aurora Official Plan (September 2010)
The Official Plan is a planning document for the purpose of guiding the future development of
the Town of Aurora. The last approved Official Plan was in September 2010.
Aurora expects to experience a significant amount of population and employment growth. By
2031, the Town’s population is expected to grow by 70,200 people, with the number of jobs
projected to reach 34,200. The official plan aims to ensure a sustainable development pattern
to accommodate this growth by focusing on intensification of strategic areas, protection of
existing Stable Neighborhoods, the revitalization of the Aurora Promenade, and the efficient use
of the Town’s remaining greenfield lands.
Approximately 34% of the new residential growth is expected to be accommodated through
intensification, where the majority shall be in the Aurora Promenade area and a minor amount
through new residential development of secondary suite units of stable neighborhoods. The
remaining approximate of 66% of new residential growth shall be accommodated in identified
Greenfield Residential Areas. Furthermore, new employment within the Greenfield areas must
be planned to achieve a minimum gross density of 40 jobs per hectare.
Approximately 21% of the new job growth is expected to be accommodated through the
intensification of Existing Employment Areas and development of vacant designated lands.
Approximately 72% of the new job growth is expected to be accommodated within the
identified Greenfield Employment area. The remaining 7% is expected to originate from
additional home based jobs of existing land base.
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6.1.3 Town of Aurora – Development Charges Background
Study
The Town of Aurora prepared a Development Charges Background Study in 2019 through
Watson & Associates Economists Ltd, pursuant to Section 10 of the Development Charges Act,
1997 (DCA). The Development Charges (DC) Study was later amended in April 2021. The DC
Background Study addresses: the forecast amount, type, and location of growth; identification
of the servicing needs to accommodate growth; the capital costs to provide the services; and
the proposed by-law (No. 6357-21) which was written to impose and provide for the payment
of development charges for municipal services in the Town.
The Study presents proposed new development charges based on costing and related
assumptions found in this Background study and compares the proposed charges to the current
charges. Development charges are broken down by each municipal-wide service for non-
residential development and four different types of residential development. The proposed
development charges are higher than current charges for each development type.
The Background Study, pursuant to the DCA, includes a reference to an Asset Management
Plan (AMP) for the purposes of developing an asset management program that considers future
growth. This AMP supports the objectives defined in the Development Charges Background
Study.
The Study also provides a residential growth forecast summary in the table below:
Year Population
Housing Units Person Per Unit:
Total Pop/Total
Households
Singles &
Semi-
Detached
Multiple
Dwellings Apartments Other Total
Households Historical Mid 2006 49,150 10,795 3,190 1,665 5 15,655 3.042
Mid 2011 54,900 12,035 3,565 1,810 11 17,691 3.007
Mid 2016 57,210 12,770 3,975 2,100 10 18,855 2.941 Forecast Mid 2019 61,320 13,877 4,311 2,145 10 20,343 2.921
Mid 2029 73,390 15,764 5,326 3,675 10 24,775 2.871
Mid 2031 74,900 15,892 5,454 4,059 10 25,415 2.856
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Impact of Growth on Lifecycle Activities
By July 1, 2025 the Town’s asset management plan must include a discussion of how the
assumptions regarding future changes in population and economic activity informed the
preparation of the lifecycle management and financial strategy.
Planning for forecasted population growth may require the expansion of existing infrastructure
and services. As growth-related assets are constructed or acquired, they should be integrated
into the Town’s AMP. While the addition of residential units will add to the existing assessment
base and offset some of the costs associated with growth, the Town will need to review the
lifecycle costs of growth-related infrastructure. These costs should be considered in long-term
funding strategies that are designed to, at a minimum, maintain the current level of service.
6.1.4 Lifecycle Costs for Growth-related Assets
Municipal expenditures are expected to increase with growth in population. The following table,
pulled from the 2019 DC Background Study, depicts the annual impact resulting from the
proposed gross capital projects. It is critical to note that the costs associated with the new
infrastructure would be delayed until the works are in place.
Service
Gross Cost Less
Benefit to
Existing
Annual
Lifecycle
Expenditures
Annual
Operating
Expenditures
Total Annual
Expenditures
Wastewater Services $4,207,495 $162,339 $418,183 $580,522
Water Supply and
Distribution Services $259,600 $15,821 $1,050,381 $1,066,202
Services Related to a
Highway $37,565,987 $2,560,458 $1,774,665 $4,335,123
Fire Services $10,853,700 $467,774 $2,299,200 $2,766,974
Parking Services $60,535 $22,509 $- $22,509
Outdoor Recreation
Services $35,517,693 $848,191 $1,073,161 $1,921,352
Indoor Recreation
Services $48,195,075 $3,060,350 $1,320,423 $4,380,773
Library Services $5,572,139 $597,890 $776,740 $1,374,630
General Government $4,306,976 $- $- $-
Total $146,539,200 $7,735,332 $8,712,755 $16,448,087
A further breakdown of the expenditures can be found in the DC background study.
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The Town has made provision for the inclusion of new studies undertaken to facilitate the DC
process. These studies include:
- Water and wastewater related studies;
- Stormwater master plans;
- Parks and recreation master plans;
- Fire master plans;
- Transportation related studies;
- Official Plan;
- Intensification studies;
- Development Charge studies;
- Long range fiscal studies; and
- Other growth-related studies.
Details of the expected timing of the various studies can be found in the DC background study.
Once these are complete there will be additional data available to determine the cost of growth-
related infrastructure costs more confidently for all core assets. The Town applies a uniform
Town-wide approach to calculate development charges for all services.
Under O.Reg. 588/17 municipalities with a population above 25,000 must include the following
details in their Asset Management Plan by July 1, 2025:
1. The estimated capital expenditures and operating costs to achieve the proposed levels
of service in order to accommodate growth;
2. The funding projected to be available by source as a result of increased population and
economic activity; and
3. An overview of risks associated with implementation of the asset management plan.
The Town is currently working towards gathering more accurate data to support these
requirements but will need to develop proposed levels of service and a more in-depth overview
of risks associated with their asset management program for the AMP by July 1, 2025.
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Key Insights
7 Financial Strategy
x The Town is committing approximately $12 million towards capital
projects per year from sustainable revenue sources
x Given the annual capital requirement of $48.3 million, there is
currently a funding gap of $36 million annually
x For tax-funded assets, we recommend increasing tax revenues by
2.9% each year for the next 20 years to achieve a sustainable level
of funding
x For the Sanitary Network, we recommend increasing rate revenues
by 0.4% annually for the next 10 years to achieve a sustainable level
of funding
x For the Water Network, we recommend increasing rate revenues by
2.2% annually for the next 10 years to achieve a sustainable level of
funding
x For the Storm Network, we recommend increasing rate revenues by
11% annually for the next 15 years to achieve a sustainable level of
funding
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Financial Strategy Overview
For an asset management plan to be effective and meaningful, it must be integrated with
financial planning and long-term budgeting. The development of a comprehensive financial plan
will allow the Town of Aurora to identify the financial resources required for sustainable asset
management based on existing asset inventories, desired levels of service, and projected
growth requirements.
This report develops such a financial plan by presenting several scenarios for consideration and
culminating with final recommendations. As outlined below, the scenarios presented model
different combinations of the following components:
1. The financial requirements for:
a. Existing assets
b. Existing service levels
c. Requirements of contemplated changes in service levels (none identified for this
plan)
d. Requirements of anticipated growth (none identified for this plan)
2. Use of traditional sources of municipal funds:
a. Tax levies
b. User fees
c. Reserves
d. Debt
3. Use of non-traditional sources of municipal funds:
a. Reallocated budgets
b. Partnerships
c. Procurement methods
4. Use of Senior Government Funds:
a. Gas tax
b. Annual grants
Note: Periodic grants are normally not included due to Provincial requirements for firm
commitments. However, if moving a specific project forward is wholly dependent on receiving a
one-time grant, the replacement cost included in the financial strategy is the net of such grant
being received.
If the financial plan component results in a funding shortfall, the Province requires the inclusion
of a specific plan as to how the impact of the shortfall will be managed. In determining the
legitimacy of a funding shortfall, the Province may evaluate a Town’s approach to the following:
1. In order to reduce financial requirements, consideration has been given to revising
service levels downward.
2. All asset management and financial strategies have been considered. For example:
a. If a zero-debt policy is in place, is it warranted? If not, the use of debt should be
considered.
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b. Do user fees reflect the cost of the applicable service? If not, increased user fees
should be considered.
7.1.1 Annual Requirements & Capital Funding
Annual Requirements
The annual requirements represent the amount the Town should allocate annually to each asset
category to meet replacement needs as they arise, prevent infrastructure backlogs and achieve
long-term sustainability. In total, the Town must allocate approximately $48.3 million annually
to address capital requirements for the assets included in this AMP.
For most asset categories the annual requirement has been calculated based on a “replacement
only” scenario, in which capital costs are only incurred at the construction and replacement of
each asset.
However, for the Road Network and Bridges & Culverts, lifecycle management strategies have
been developed to identify capital costs that are realized through strategic rehabilitation and
renewal of the Town’s roads and structural bridges and culverts. The development of these
strategies allows for a comparison of potential cost avoidance if the strategies were to be
implemented.
1. Replacement Only Scenario: Based on the assumption that assets deteriorate and –
without regularly scheduled maintenance and rehabilitation – are replaced at the end of
their service life.
2. Lifecycle Strategy Scenario: Based on the assumption that lifecycle activities are
performed at strategic intervals to extend the service life of assets until replacement is
required.
The implementation of a proactive lifecycle strategy can lead to a potential annual cost
avoidance. As the lifecycle strategy scenario represents the most optimal cost option available
to the Town, we have used these annual requirements in the development of the financial
strategy.
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Annual Funding Available
Based on a historical analysis of sustainable capital funding sources, the Town is committing
approximately $12 million towards capital projects per year from sustainable revenue sources.
Given the annual capital requirement of $48 million, there is currently a funding gap of $36
million annually.
Funding Objective
We have developed a scenario that would enable Aurora to achieve full funding within 10 to 20
years for the following assets:
a) Tax Funded Assets: Road Network, Bridges & Culverts, Buildings, Machinery &
Equipment, Land Improvement, Fleet
b) Rate-Funded Assets: Water Network, Sanitary Network, Storm Network
For each scenario developed we have included strategies, where applicable, regarding the use
of cost containment and funding opportunities.
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Financial Profile: Tax Funded Assets
7.1.2 Current Funding Position
The following tables show, by asset category, Aurora’s average annual CapEx requirements,
current funding positions, and funding increases required to achieve full funding on assets
funded by taxes.
Asset Category Avg. Annual
Requirement
Annual Funding Available Annual Deficit
Taxes Gas Tax OCIF Stormwater
Charges
Total
Available
Bridges & Culverts $544,803 - - - $544,803
Buildings $9,509,582 $1,464,700 $1,464,700 $8,044,882
Fleet $1,258,223 $346,700 $346,700 $911,523
Land
Improvement
$2,216,879 $311,400 $311,400 $1,905,479
Machinery &
Equipment
$1,647,650 $568,400 $568,400 $1,079,250
Road Network $21,476,507 $1,804,200 $1,681,992 $1,196,719 $4,682,911 $16,793,596
$36,653,644 $4,495,400 $1,681,992 $1,196,719 $7,374,111 $29,279,533
The average annual CapEx requirement for the above categories is $36.6 million. Annual
revenue currently allocated to these assets for capital purposes is $7.4 million leaving an annual
deficit of $29.3 million. Put differently, these infrastructure categories are currently funded at
20% of their long-term requirements.
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7.1.3 Full Funding Requirements
In 2020, Town of Aurora has annual tax revenues of $50.1 million. As illustrated in the following
table, without consideration of any other sources of revenue or cost containment strategies, full
funding would require the following tax change over time:
Asset Category Tax Change Required for Full Funding
Bridges & Culverts 1.1%
Buildings 16.1%
Fleet 1.8%
Land Improvement 3.8%
Machinery & Equipment 2.2%
Road Network 33.5%
58.5%
The following changes in costs and/or revenues over the next number of years should also be
considered in the financial strategy:
a.) Aurora’s debt payments for these asset categories will be decreasing by $367,000 over
the next 10 years.
Our recommendations include capturing the above changes and allocating them to the
infrastructure deficit outlined above. The table below outlines this concept and presents several
options:
Without Capturing Changes With Capturing Changes
5 Years 10 Years 15 Years 20 Years 5 Years 10 Years 15 Years 20 Years
Infrastructure
Deficit 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533
Change in Debt
Costs N/A N/A N/A N/A -0 -367,471 -367,471 -367,471
Change in
OCIF Grants N/A N/A N/A N/A 0 0 0 0
Resulting
Infrastructur
e Deficit
29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 28,912,062 28,912,062 28,912,062
Tax Increase
Required 58.4% 58.4% 58.4% 58.4% 58.4% 57.7% 57.7% 57.7%
Annually 11.7% 5.8% 3.9% 2.9% 11.7% 5.8% 3.8% 2.9%
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7.1.4 Financial Strategy Recommendations
Considering all the above information, we recommend the 20-year option. This involves full
CapEx funding being achieved over 20 years by:
a) when realized, reallocating the debt cost reductions to the infrastructure deficit as
outlined above.
b) increasing tax revenue by 2.9% each year for the next 20 years solely for the purpose of
phasing in full funding to the asset categories covered in this section of the AMP.
c) allocating the current gas tax and OCIF revenue as outlined previously.
d) allocating the scheduled OCIF grant increases to the infrastructure deficit as they occur.
e) reallocating appropriate revenue from categories in a surplus position to those in a
deficit position.
f) increasing existing and future infrastructure budgets by the applicable inflation index on
an annual basis in addition to the deficit phase-in.
Notes:
1. As in the past, periodic senior government infrastructure funding will most likely be
available during the phase-in period. By Provincial AMP rules, this periodic funding
cannot be incorporated into an AMP unless there are firm commitments in place. We
have included OCIF formula-based funding, if applicable, since this funding is a multi-
year commitment4.
2. We realize that raising tax revenues by the amounts recommended above for
infrastructure purposes will be very difficult to do. However, considering a longer phase-
in window may have even greater consequences in terms of infrastructure failure.
Although this option achieves full CapEx funding on an annual basis in 20 years and provides
financial sustainability over the period modeled, the recommendations do require prioritizing
capital projects to fit the resulting annual funding available. Current data shows a pent-up
investment demand of $14.3 million for the Road Network, $26.1 million for the Buildings, $1.0
million for Machinery & Equipment, and $2.2 million for Fleet.
Prioritizing future projects will require the current data to be replaced by condition-based data.
Although our recommendations include no further use of debt, the results of the condition-
based analysis may require otherwise.
4 The Town should take advantage of all available grant funding programs and transfers from other levels of
government. While OCIF has historically been considered a sustainable source of funding, the program is
currently undergoing review by the provincial government. Depending on the outcome of this review, there
may be changes that impact its availability.
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Financial Profile: Rate Funded Assets
7.1.5 Current Funding Position
The following tables show, by asset category, Aurora’s average annual asset investment
requirements, current funding positions, and funding increases required to achieve full funding
on assets funded by rates.
Asset
Category
Avg. Annual
Requirement
Annual Funding Available Annual
Deficit
Rates Gas Tax OCIF Total
Available
Water
Network $4,346,899 $11,530,100 - - $1,786,700 $2,560,199
Sanitary
Network $2,103,885 $14,536,700 - - $1,459,200 $644,685
Storm
Network $5,153,352 $2,154,300 $1,600,000 $3,553,352
$11,604,136 $23,375,200 - - $4,845,900 $6,758,236
The average annual investment requirement for the above categories is $11.6 million. Annual
revenue currently allocated to these assets for capital purposes is $4.8 million leaving an annual
deficit of $6.8 million. Put differently, these infrastructure categories are currently funded at
42% of their long-term requirements.
7.1.6 Full Funding Requirements
In 2020, Aurora had annual sanitary revenues of $14.5 million, annual water revenues of $11.5
million, and annual stormwater revenues of $2.2 million. As illustrated in the table below,
without consideration of any other sources of revenue, full funding would require the following
changes over time:
Asset Category Rate Change Required for Full Funding
Water Network 22.2%
Sanitary Sewer Network 4.4%
Storm Network 164.9%
25.9%
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In the following tables, we have expanded the above scenario to present multiple options. Due
to the significant increases required, we have provided phase-in options of up to 20 years:
7.1.7 Financial Strategy Recommendations
Considering the above information, we recommend the 10-year option for the Water & Sanitary
Sewer Networks, and the 15-year option for the Storm Network. This involves full CapEx
funding being achieved over 10 years for the Water & Sanitary Sewer Networks, and 15 years
for the Storm Network by:
a) increasing rate revenues by 2.2% for the Water Network and 0.4% for the Sanitary
Sewer Network each year for the next 10 years solely for the purpose of phasing in full
funding to the asset categories covered in this section of the AMP.
b) Increasing rate revenues by 11% for the Storm Network each year for the next 15 years
solely for the purpose of phasing in full funding.
c) increasing existing and future infrastructure budgets by the applicable inflation index on
an annual basis in addition to the deficit phase-in.
Notes:
1. As in the past, periodic senior government infrastructure funding will most likely be
available during the phase-in period. This periodic funding should not be incorporated
into an AMP unless there are firm commitments in place.
2. We realize that raising rate revenues for infrastructure purposes will be very difficult to
do. However, considering a longer phase-in window may have even greater
consequences in terms of infrastructure failure.
Water Network Sanitary Network
5 Years 10 Years 15 Years 20 Years 5 Years 10 Years 15 Years 20 Years
Infrastructure
Deficit 2,560,199 2,560,199 2,560,199 2,560,199 644,685 644,685 644,685 644,685
Rate Increase
Required 22.2% 22.2% 22.2% 22.2% 4.4% 4.4% 4.4% 4.4%
Annually: 4.4% 2.2% 1.5% 1.1% 0.9% 0.4% 0.3% 0.2%
Storm Network
5 Years 10 Years 15 Years 20 Years
Infrastructure Deficit 3,553,352 3,553,352 3,553,352 3,553,352
Rate Increase
Required 164.9% 164.9% 164.9% 164.9%
Annually: 33.0% 16.5% 11.0% 8.2%
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3. Any increase in rates required for operations would be in addition to the above
recommendations.
Although this strategy achieves full CapEx funding for rate-funded assets in 10 years for the
Water & Sanitary Sewer Networks, and in 15 years for the Storm Network, the recommendation
does require prioritizing capital projects to fit the annual funding available. Current data shows
a pent-up investment demand of $17.4 million for the Water Network, $4.7 million for the
Sanitary Network, and $19.8 million for the Storm Network.
Prioritizing future projects will require the current data to be replaced by condition-based data.
Although our recommendations include no further use of debt, the results of the condition-
based analysis may require otherwise.
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Use of Debt
For reference purposes, the following table outlines the premium paid on a project if financed
by debt. For example, a $1M project financed at 3.0%5 over 15 years would result in a 26%
premium or $260,000 of increased costs due to interest payments. For simplicity, the table does
not consider the time value of money or the effect of inflation on delayed projects.
Interest Rate Number of Years Financed
5 10 15 20 25 30
7.0% 22% 42% 65% 89% 115% 142%
6.5% 20% 39% 60% 82% 105% 130%
6.0% 19% 36% 54% 74% 96% 118%
5.5% 17% 33% 49% 67% 86% 106%
5.0% 15% 30% 45% 60% 77% 95%
4.5% 14% 26% 40% 54% 69% 84%
4.0% 12% 23% 35% 47% 60% 73%
3.5% 11% 20% 30% 41% 52% 63%
3.0% 9% 17% 26% 34% 44% 53%
2.5% 8% 14% 21% 28% 36% 43%
2.0% 6% 11% 17% 22% 28% 34%
1.5% 5% 8% 12% 16% 21% 25%
1.0% 3% 6% 8% 11% 14% 16%
0.5% 2% 3% 4% 5% 7% 8%
0.0% 0% 0% 0% 0% 0% 0%
It should be noted that current interest rates are near all-time lows. Sustainable funding models
that include debt need to incorporate the risk of rising interest rates. The following graph shows
where historical lending rates have been:
5 Current municipal Infrastructure Ontario rates for 15-year money is 3.2%.
0.00%
5.00%
10.00%
15.00%
Historical Prime Business Interest Rate
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A change in 15-year rates from 3% to 6% would change the premium from 26% to 54%. Such
a change would have a significant impact on a financial plan.
The following tables outline how Aurora has historically used debt for investing in the asset
categories as listed. There is currently $1.9 million of debt outstanding for the assets covered
by this AMP with corresponding principal and interest payments of $367,471, well within its
provincially prescribed maximum of $20.8 million.
Asset Category Current Debt
Outstanding
Use of Debt in the Last Five Years
2016 2017 2018 2019 2020
Bridges & Culverts
Buildings
Fleet
Land Improvement
Machinery &
Equipment
Road Network 1,888,864 3,121,380 5,260,387
Total Tax Funded: 1,888,864 3,121,380 5,260,387 0 0
Water Network
Sanitary Network
Storm Network
Total Rate Funded: 0 0 0 0 0 0
Asset Category Principal & Interest Payments in the Next Ten Years
2020 2021 2022 2023 2024 2025 2030
Bridges & Culverts
Buildings
Fleet
Land Improvement
Machinery & Equipment
Road Network 367,471 367,471 367,471 367,471 367,471 367,471
Total Tax Funded: 367,471 367,471 367,471 367,471 367,471 367,471 0
Water Network
Sanitary Network
Storm Network
Total Rate Funded: 0 0 0 0 0 0 0
The revenue options outlined in this plan allow Aurora to fully fund its long-term infrastructure
requirements without further use of debt.
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Use of Reserves
7.1.8 Available Reserves
Reserves play a critical role in long-term financial planning. The benefits of having reserves
available for infrastructure planning include:
a) the ability to stabilize tax rates when dealing with variable and sometimes uncontrollable
factors
b) financing one-time or short-term investments
c) accumulating the funding for significant future infrastructure investments
d) managing the use of debt
e) normalizing infrastructure funding requirement
By asset category, the table below outlines the details of the reserves currently available to
Aurora.
Asset Category Balance on December 31, 2020
Bridges & Culverts6 0
Buildings 5,616,900
Fleet 1,758,000
Land Improvement 3,373,800
Machinery & Equipment 1,472,200
Road Network 5,380,400
Total Tax Funded: 17,601,300
Water Network 8,917,400
Sanitary Network 1,877,100
Storm Network 7,613,000
Total Rate Funded: 18,407,500
There is considerable debate in the municipal sector as to the appropriate level of reserves that
a Town should have on hand. There is no clear guideline that has gained wide acceptance.
Factors that municipalities should take into account when determining their capital reserve
requirements include:
a) breadth of services provided
b) age and condition of infrastructure
c) use and level of debt
d) economic conditions and outlook
e) internal reserve and debt policies.
6 Bridges are repaired/replaced through the Roads R&R reserve while Culverts are funded through the
Stormwater Services reserve.
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107
These reserves are available for use by applicable asset categories during the phase-in period
to full funding. This coupled with Aurora’s judicious use of debt in the past, allows the scenarios
to assume that, if required, available reserves and debt capacity can be used for high priority
and emergency infrastructure investments in the short- to medium-term.
7.1.9 Recommendation
In 2025, Ontario Regulation 588/17 will require Aurora to integrate proposed levels of service
for all asset categories in its asset management plan update. We recommend that future
planning should reflect adjustments to service levels and their impacts on reserve balances.
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108
Key Insights
8 Appendices
x Appendix A contains decision logic trees from Aurora’s pavement
management system, RoadMatrix, on lifecycle activities for paved
road surfaces, classified by road classes
x Appendix B identifies projected 10-year capital requirements for each
asset category
x Appendix C includes several maps that have been used to visualize
the current level of service
x Appendix D identifies the criteria used to calculate risk for each asset
category
x Appendix E provides a summary of the classification and patrolling
frequency of roads according to the Minimum Maintenance Standards
x Appendix F provides additional guidance on the development of a
condition assessment program
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109
Appendix A: RoadMatrix Decision Tree
Arterial Roads:
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110
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111
Collector Roads:
Page 175 of 329
112
Page 176 of 329
113
Local Roads:
Page 177 of 329
114
Page 178 of 329
115 Appendix B: 10-Year Capital Requirements The following tables identify the capital cost requirements for each of the next 10 years in order to meet projected capital requirements and maintain the current level of service. RRoad Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Paved Roads $3,336,879.59 $81,022.01 $- $- $- $184,773.44 $168,104.30 $969,324.59 $1,201,351.62 $1,686,614.07 $2,443,823.75 Retaining Walls $- $58,651.00 $- $- $- $- $189,996.00 $- $- $- $- Road Signs & Fencing $492,278.00 $3,858.00 $28,583.00 $23,460.00 $29,644.00 $25,372.00 $124,326.00 $30,319.00 $80,699.00 $79,098.00 $39,149.00 Sidewalks $- $- $- $- $- $- $- $- $- $- $- Small Culverts $2,965,751.00 $28,913.00 $- $490,295.00 $2,349.00 $339,691.00 $53,052.00 $- $92,887.00 $- $1,103,942.00 Streetlights & Traffic Lights $7,515,240.00 $740,722.00 $258,322.00 $351,506.00 $196,272.00 $792,809.00 $625,235.00 $1,228,927.00 $576,521.00 $749,857.00 $294,829.00 $14,310,148.59 $913,166.01 $286,905.00 $865,261.00 $228,265.00 $1,342,645.44 $1,160,713.30 $2,228,570.59 $1,951,458.62 $2,515,569.07 $3,881,743.75 Bridges & Culverts Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Bridges $- $- $- $8,000.00 $500,000.00 $- $- $- $- $- $- Structural Culverts $- $- $- $57,000.00 $1,049,600.00 $315,392.00 $- $250,000.00 $- $2,556,170.00 $3,579,007.00 $- $- $- $65,000.00 $1,549,600.00 $315,392.00 $- $250,000.00 $- $2,556,170.00 $3,579,007.00 Page 179 of 329
116 SStorm Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Oil Grit Separators $- $- $- $- $- $- $73,716.00 $- $- $21,743.00 $- Storm Equalization Tanks $- $- $- $- $- $- $- $- $- $- $- Storm Laterals $5,261.00 $- $5,151.00 $- $276.00 $257.00 $- $56,837.00 $8,144.00 $3,885.00 $- Storm Mains $3,881,055.24 $11,660.00 $410,807.00 $- $572,073.98 $1,235,359.13 $235,268.68 $3,444,332.49 $266,351.21 $625,122.05 $245,263.39 Storm Manholes $231,187.00 $- $47,443.00 $- $75,334.00 $152,866.00 $14,931.00 $493,707.00 $46,557.00 $92,518.00 $43,527.00 Storm Structures $94,704.00 $- $305,928.80 $- $37,352.00 $- $- $29,409.00 $7,134.00 $20,754.00 $5,454.00 Storm Valves & Filters $- $- $- $- $- $- $- $- $- $- $- Stormwater Management Ponds $15,361,680.00 $839,667.00 $2,210,522.00 $1,680,055.00 $535,390.00 $1,159,142.00 $2,215,128.00 $184,320.00 $1,767,157.00 $- $235,039.00 $19,847,046.24 $854,793.00 $3,183,729.80 $1,702,747.00 $1,287,450.98 $2,594,151.13 $2,551,394.68 $4,284,130.49 $2,183,270.21 $868,031.05 $643,243.39 Buildings Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 General Government $8,293,464.87 $85,082.23 $987,714.36 $952,789.80 $210,611.49 $3,832,942.00 $8,899,355.01 $796,849.00 $100,745.00 $351,526.30 $232,594.36 Protection Services $901,503.00 $- $2,096,906.00 $- $- $- $155,142.27 $- $31,788.00 $- $1,677,652.00 Recreation & Cultural Services $16,892,912.01 $42,510.00 $466,552.99 $1,485,027.24 $2,946,926.83 $8,963,331.73 $1,612,653.70 $9,154,973.56 $2,153,413.37 $179,344.35 $7,894,258.74 Transportation Services $8,279.00 $- $- $- $- $- $- $- $- $- $- $26,096,158.88 $127,592.23 $3,551,173.35 $2,437,817.04 $3,157,538.32 $12,796,273.73 $10,667,150.98 $9,951,822.56 $2,285,946.37 $530,870.65 $9,804,505.10 Page 180 of 329
117 MMachinery & Equipment Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 General Government $891,534.00 $108,643.00 $804,376.00 $1,494,459.00 $1,567,023.00 $1,138,456.00 $1,259,282.00 $1,098,394.00 $1,644,396.00 $620,720.00 $1,093,637.00 Protection Services $125,525.00 $- $106,726.00 $254,785.00 $106,726.00 $165,305.00 $152,094.00 $471,268.00 $129,884.00 $197,328.00 $149,293.00 Recreation & Cultural Services $- $506,683.00 $425,759.00 $473,849.00 $- $- $92,782.00 $- $450,272.00 $425,759.00 $473,849.00 $1,017,059.00 $615,326.00 $1,336,861.00 $2,223,093.00 $1,673,749.00 $1,303,761.00 $1,504,158.00 $1,569,662.00 $2,224,552.00 $1,243,807.00 $1,716,779.00 Fleet Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Equipment/Attachments $767,050.00 $298,630.00 $21,257.00 $95,128.00 $46,983.00 $150,100.00 $37,995.00 $388,115.00 $653,150.00 $769,459.00 $- Fire Vehicles $82,678.00 $60,575.00 $912,603.00 $29,246.00 $18,702.00 $117,620.00 $38,302.00 $11,808.00 $852,543.00 $629,547.00 $333,117.00 Heavy Duty $712,634.00 $- $114,874.00 $190,815.00 $- $196,719.00 $- $421,729.00 $229,426.00 $607,843.00 $- Light Duty $637,867.00 $114,475.00 $121,338.00 $331,261.00 $578,443.00 $156,270.00 $70,459.00 $273,547.00 $159,999.00 $167,532.00 $- Medium Duty $- $64,094.00 $- $- $212,011.00 $64,610.00 $143,916.00 $185,169.00 $142,802.00 $177,872.00 $- Small Engine $12,767.00 $- $20,766.00 $- $- $- $- $- $- $- $25,084.00 $2,212,996.00 $537,774.00 $1,190,838.00 $646,450.00 $856,139.00 $685,319.00 $290,672.00 $1,280,368.00 $2,037,920.00 $2,352,253.00 $358,201.00 Page 181 of 329
118 LLand Improvement Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Athletic Fields $1,119,031.00 $25,324.00 $119,237.00 $28,867.00 $207,327.00 $- $2,457,481.00 $24,859.00 $- $3,814.00 $54,636.00 Fencing & Gates $320,569.00 $222,672.00 $715,494.00 $127,343.00 $144,855.00 $69,939.00 $165,276.00 $56,398.00 $76,234.00 $33,771.00 $3,126.00 Park Fixtures & Lighting $2,026,617.00 $211,981.00 $68,243.00 $47,554.00 $497,907.00 $792,625.00 $483,706.00 $127,355.00 $116,896.00 $398,623.00 $134,317.00 Park Structures $31,152.00 $- $- $- $- $- $- $- $243,539.00 $- $25,488.00 Parking Lots $1,524,997.57 $- $- $- $- $- $361,294.00 $251,335.54 $- $692,438.40 $- Playgrounds & Splashpads $933,234.00 $34,957.00 $10,342.00 $80,883.00 $102,765.00 $180,695.00 $10,342.00 $266,871.00 $10,342.00 $218,270.00 $118,173.00 Trails & Walkways $454,899.00 $196,080.00 $76,451.00 $747,886.00 $45,698.00 $79,509.00 $184,648.00 $694,918.00 $159,339.00 $73,250.00 $978,066.00 $6,410,499.57 $691,014.00 $989,767.00 $1,032,533.00 $998,552.00 $1,122,768.00 $3,662,747.00 $1,421,736.54 $606,350.00 $1,420,166.40 $1,313,806.00 Water Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Hydrants $1,273,264.00 $314,858.00 $82,732.00 $212,993.00 $63,440.00 $214,812.00 $117,517.00 $181,798.00 $152,016.00 $82,394.00 $79,000.00 Water Booster & Sampling Stations $- $- $- $- $- $- $- $- $- $559,715.00 $- Water Mains $2,608,083.00 $- $527,483.50 $- $1,735,408.00 $168,144.00 $4,630,394.74 $314,961.25 $8,925.00 $1,256.00 $98,364.50 Water Meters $9,378,231.00 $533,262.00 $528,781.00 $525,343.00 $498,585.00 $488,156.00 $- $- $- $- $- Water Service Connections $897.00 $- $- $- $- $- $- $- $228.00 $- $2,164.00 Water Underground Enclosures $87,372.00 $- $- $5,022.00 $- $- $- $- $48,152.00 $11,384.00 $18,468.00 Water Valves $4,043,953.00 $639,864.00 $211,252.00 $645,895.00 $200,545.00 $687,182.00 $267,120.00 $546,041.00 $413,605.00 $341,569.00 $205,221.00 $17,391,800.00 $1,487,984.00 $1,350,248.50 $1,389,253.00 $2,497,978.00 $1,558,294.00 $5,015,031.74 $1,042,800.25 $622,926.00 $996,318.00 $403,217.50 Page 182 of 329
119 SSanitary Sewer Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Sanitary Equalization Tanks $- $- $- $- $- $- $- $- $- $- $- Sanitary Laterals $42,926.00 $- $7,783.00 $7,602.00 $- $215,281.00 $1,565.00 $413,460.00 $- $- $1,731.00 Sanitary Mains $3,646,440.64 $23,831.92 $- $247,258.06 $- $620,844.42 $327,231.15 $2,102,981.00 $6,426.11 $- $5,191.95 Sanitary Manholes $1,058,385.00 $- $99,506.00 $28,945.00 $28,569.00 $99,193.00 $36,907.00 $534,391.00 $55,116.00 $55,541.00 $74,187.00 Sanitary Pumping Stations $- $- $- $- $- $- $1,412.00 $62,056.00 $56,419.00 $- $- $4,747,751.64 $23,831.92 $107,289.00 $283,805.06 $28,569.00 $935,318.42 $367,115.15 $3,112,888.00 $117,961.11 $55,541.00 $81,109.95 10--Year Road Reconstruction Forecast Asset Segment 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Paved Roads $4,113,000.00 $4,309,700.00 $3,214,900.00 $6,228,700.00 $5,338,800.00 $5,574,800.00 $5,983,500.00 $6,466,100.00 $6,835,100.00 $7,252,700.00 $7,784,000.00 Water Mains $460,000.00 $198,300.00 $9,200.00 $263,400.00 $- $218,600.00 $- $335,300.00 $- $- $- Sanitary Mains $720,000.00 $- $31,800.00 $- $- $185,500.00 $- $- $- $- $- Storm Mains $1,844,600.00 $500,000.00 $33,200.00 $376,500.00 $- $208,500.00 $- $613,100.00 $- $- $- $7,137,600.00 $5,008,000.00 $3,289,100.00 $6,868,600.00 $5,338,800.00 $6,187,400.00 $5,983,500.00 $7,414,500.00 $6,835,100.00 $7,252,700.00 $7,784,000.00 Page 183 of 329
120 Appendix C: Level of Service Maps Road Network Map Page 184 of 329
121
Images of Bridge in Good Condition
Bridge 16 – John West Way
Inspected: October 10th, 2020
North Approach
East Elevation
Substandard Buried End Treatment
South Abutment
Images of Culvert in Fair Condition
Culvert 27 - Vandorf Sideroad
Inspected: October 9th, 2020
Looking East
South Elevation
Barrel Looking North
Spall and Delamination with Exposed
Reinforcing Steel
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122 Stormwater Network Maps (26 Maps in total) Page 186 of 329
123 Aurora Storm System Map – Part 1 Page 187 of 329
124 Aurora Storm System Map – Part 2 Page 188 of 329
125 Aurora Storm System Map – Part 3 Page 189 of 329
126 Aurora Storm System Map – Part 4 Page 190 of 329
127 Aurora Storm System Map – Part 5 Page 191 of 329
128 Aurora Storm System Map – Part 6 Page 192 of 329
129 Aurora Storm System Map – Part 7 Page 193 of 329
130 Aurora Storm System Map – Part 8 Page 194 of 329
131 Aurora Storm System Map – Part 9 Page 195 of 329
132 Aurora Storm System Map – Part 10 Page 196 of 329
133 Aurora Storm System Map – Part 11 Page 197 of 329
134 Aurora Storm System Map – Part 12 Page 198 of 329
135 Aurora Storm System Map – Part 13 Page 199 of 329
136 Aurora Storm System Map – Part 14 Page 200 of 329
137 Aurora Storm System Map – Part 15 Page 201 of 329
138 Aurora Storm System Map – Part 16 Page 202 of 329
139 Aurora Storm System Map – Part 17 Page 203 of 329
140 Aurora Storm System Map – Part 18 Page 204 of 329
141 Aurora Storm System Map – Part 19 Page 205 of 329
142 Aurora Storm System Map – Part 20 Page 206 of 329
143 Aurora Storm System Map – Part 21 Page 207 of 329
144 Aurora Storm System Map – Part 22 Page 208 of 329
145 Aurora Storm System Map – Part 23 Page 209 of 329
146 Aurora Storm System Map – Part 24 Page 210 of 329
147 Aurora Storm System Map – Part 25 Page 211 of 329
148 Aurora Storm System Map – Part 26 Page 212 of 329
149 Water Network Maps (27 Maps total) Page 213 of 329
150 Water System Infrastructure (Hydrants and Water Mains) – Part 1 Page 214 of 329
151 Water System Infrastructure (Hydrants and Water Mains) – Part 2 Page 215 of 329
152 Water System Infrastructure (Hydrants and Water Mains) – Part 3 Page 216 of 329
153 Water System Infrastructure (Hydrants and Water Mains) – Part 4 Page 217 of 329
154 Water System Infrastructure (Hydrants and Water Mains) – Part 5 Page 218 of 329
155 Water System Infrastructure (Hydrants and Water Mains) – Part 6 Page 219 of 329
156 Water System Infrastructure (Hydrants and Water Mains) – Part 7 Page 220 of 329
157 Water System Infrastructure (Hydrants and Water Mains) – Part 8 Page 221 of 329
158 Water System Infrastructure (Hydrants and Water Mains) – Part 9 Page 222 of 329
159 Water System Infrastructure (Hydrants and Water Mains) – Part 10 Page 223 of 329
160 Water System Infrastructure (Hydrants and Water Mains) – Part 11 Page 224 of 329
161 Water System Infrastructure (Hydrants and Water Mains) – Part 12 Page 225 of 329
162 Water System Infrastructure (Hydrants and Water Mains) – Part 13 Page 226 of 329
163 Water System Infrastructure (Hydrants and Water Mains) – Part 14 Page 227 of 329
164 Water System Infrastructure (Hydrants and Water Mains) – Part 15 Page 228 of 329
165 Water System Infrastructure (Hydrants and Water Mains) – Part 16 Page 229 of 329
166 Water System Infrastructure (Hydrants and Water Mains) – Part 17 Page 230 of 329
167 Water System Infrastructure (Hydrants and Water Mains) – Part 18 Page 231 of 329
168 Water System Infrastructure (Hydrants and Water Mains) – Part 19 Page 232 of 329
169 Water System Infrastructure (Hydrants and Water Mains) – Part 20 Page 233 of 329
170 Water System Infrastructure (Hydrants and Water Mains) – Part 21 Page 234 of 329
171 Water System Infrastructure (Hydrants and Water Mains) – Part 22 Page 235 of 329
172 Water System Infrastructure (Hydrants and Water Mains) – Part 23 Page 236 of 329
173 Water System Infrastructure (Hydrants and Water Mains) – Part 24 Page 237 of 329
174 Water System Infrastructure (Hydrants and Water Mains) – Part 25 Page 238 of 329
175 Water System Infrastructure (Hydrants and Water Mains) – Part 26 Page 239 of 329
176 Water System Infrastructure (Hydrants and Water Mains) – Part 27 Page 240 of 329
177 Sanitary Network Maps (27 Maps total) Page 241 of 329
178 Sanitary System Infrastructure – Part 1 Page 242 of 329
179 Sanitary System Infrastructure – Part 2 Page 243 of 329
180 Sanitary System Infrastructure – Part 3 Page 244 of 329
181 Sanitary System Infrastructure – Part 4 Page 245 of 329
182 Sanitary System Infrastructure – Part 5 Page 246 of 329
183 Sanitary System Infrastructure – Part 6 Page 247 of 329
184 Sanitary System Infrastructure – Part 7 Page 248 of 329
185 Sanitary System Infrastructure – Part 8 Page 249 of 329
186 Sanitary System Infrastructure – Part 9 Page 250 of 329
187 Sanitary System Infrastructure – Part 10 Page 251 of 329
188 Sanitary System Infrastructure – Part 11 Page 252 of 329
189 Sanitary System Infrastructure – Part 12 Page 253 of 329
190 Sanitary System Infrastructure – Part 13 Page 254 of 329
191 Sanitary System Infrastructure – Part 14 Page 255 of 329
192 Sanitary System Infrastructure – Part 15 Page 256 of 329
193 Sanitary System Infrastructure – Part 16 Page 257 of 329
194 Sanitary System Infrastructure – Part 17 Page 258 of 329
195 Sanitary System Infrastructure – Part 18 Page 259 of 329
196 Sanitary System Infrastructure – Part 19 Page 260 of 329
197 Sanitary System Infrastructure – Part 20 Page 261 of 329
198 Sanitary System Infrastructure – Part 21 Page 262 of 329
199 Sanitary System Infrastructure – Part 22 Page 263 of 329
200 Sanitary System Infrastructure – Part 23 Page 264 of 329
201 Sanitary System Infrastructure – Part 24 Page 265 of 329
202 Sanitary System Infrastructure – Part 25 Page 266 of 329
203 Sanitary System Infrastructure – Part 26 Page 267 of 329
204 Appendix D: Risk Rating Criteria Probability of Failure Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score Road Network Condition 75% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Traffic Count 25% 0-999 1 1000-2999 2 3000-5999 3 6000-7999 4 8000+ 5 Bridges & Culverts Condition 60% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Service Life Remaining 20% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 20% Concrete-Precast 3 Corrugated Steel Pipe 4 Large Concrete Culvert 5 Page 268 of 329
205 Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score Sanitary Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 30% HDPE 2 PVC 2 Ductile Iron 3 Cast Iron 3 Asbestos Cement 4 Concrete Pipe 4 Vitrified Clay 5 Clay Pipe 5 Water Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 30% HDPE 2 PVC 2 Copper 3 Cast Iron 3 Ductile Iron 3 Concrete Pipe 4 Reinforced Concrete 4 Asbestos Cement 5 Storm Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 Page 269 of 329
206 Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score 0-19 5 HDPE 2 PVC 2 Cast Iron 3 CB Lead 3 Corrugated Steel Pipe 3 Material 30% Concrete Pipe 4 Concrete Cast-In Place 4 CP 4 Vitrified Clay 5 Asbestos Cement 5 Clay Pipe 5 Default (All other assets) 80-100 1 60-79 2 Condition 100% 40-59 3 20-39 4 0-19 5 Page 270 of 329
207 Consequence of Failure Asset Category Risk Classification Risk Criteria Value/Range Consequence of Failure Score Road Network Economic (90%) Replacement Cost (100%) $0-$50,000 1 $50,000-$100,000 2 $100,000-$250,000 3 $250,000-$500,000 4 $500,000+ 5 Operational (10%) Lane Count (100%) 1 1 2 2 3 3 4 4 Bridges & Culverts Economic (80%) Replacement Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Social (20%) Detour Distance [km] (100%) 0-2 1 3-5 2 6-8 3 9-10 4 10+ 5 Sanitary Mains Economic (70%) Replacement Cost (100%) $0-$50,000 1 $50,000-$150,000 2 $150,000-$250,000 3 $250,000-$500,000 4 $500,000+ 5 Operational (30%) Diameter [mm] (100%) 0-50 1 50-150 2 150-250 3 250-450 4 450+ 5 Page 271 of 329
208 Asset Category Risk Classification Risk Criteria Value/Range Consequence of Failure Score Water Mains Economic (70%) Replacement Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Operational (30%) Diameter [mm] (100%) 0-50 1 50-150 2 150-250 3 250-400 4 400+ 5 Storm Mains Economic (70%) Replacement Cost (100%) $0-$10,000 1 $10,000-$25,000 2 $25,000-$50,000 3 $50,000-$100,000 4 $100,000+ 5 Operational (30%) Diameter [mm] (100%) 0-150 1 150-300 2 300-500 3 500-750 4 750+ 5 Default (All other assets) Economic (100%) Historical Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Page 272 of 329
209
Appendix E: MMS– Classification &
Patrolling Frequency of Roads
Arterials Roads are a Class 1 or Class 2; Collector Roads are a Class 3 or Class 4; and Local
Roads are a Class 5 or Class 6. The higher the Class of road, the less patrolling is performed on
it.
CLASSIFICATION OF HIGHWAYS
Average Daily Traffic
(number of motor
vehicles)
91 - 100
km/h speed
limit
81 - 90
km/h
speed limit
71 - 80
km/h
speed
limit
61 - 70
km/h
speed
limit
51 - 60
km/h
speed
limit
41 - 50
km/h
speed
limit
1 - 40
km/h
speed
limit
53,000 or more 1 1 1 1 1 1 1
23,000 - 52,999 1 1 1 2 2 2 2
15,000 - 22,999 1 1 2 2 2 3 3
12,000 - 14,999 1 1 2 2 2 3 3
10,000 - 11,999 1 1 2 2 3 3 3
8,000 - 9,999 1 1 2 3 3 3 3
6,000 - 7,999 1 2 2 3 3 4 4
5,000 - 5,999 1 2 2 3 3 4 4
4,000 - 4,999 1 2 3 3 3 4 4
3,000 - 3,999 1 2 3 3 3 4 4
2,000 - 2,999 1 2 3 3 4 5 5
1,000 - 1,999 1 3 3 3 4 5 5
500 - 999 1 3 4 4 4 5 5
200 - 499 1 3 4 4 5 5 6
50 - 199 1 3 4 5 5 6 6
0 - 49 1 3 6 6 6 6 6
PATROLLING FREQUENCY
Class of Highway Patrolling Frequency
1 3 times every 7 days
2 2 times every 7 days
3 once every 7 days
4 once every 14 days
5/6 once every 30 days
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210
Appendix F: Condition Assessment
Guidelines
The foundation of good asset management practice is accurate and reliable data on the current
condition of infrastructure. Assessing the condition of an asset at a single point in time allows
staff to have a better understanding of the probability of asset failure due to deteriorating
condition.
Condition data is vital to the development of data-driven asset management strategies. Without
accurate and reliable asset data, there may be little confidence in asset management decision-
making which can lead to premature asset failure, service disruption and suboptimal investment
strategies. To prevent these outcomes, the Town’s condition assessment strategy should outline
several key considerations, including:
x The role of asset condition data in decision-making
x Guidelines for the collection of asset condition data
x A schedule for how regularly asset condition data should be collected
Role of Asset Condition Data
The goal of collecting asset condition data is to ensure that data is available to inform
maintenance and renewal programs required to meet the desired level of service. Accurate and
reliable condition data allows municipal staff to determine the remaining service life of assets,
and identify the most cost-effective approach to deterioration, whether it involves extending the
life of the asset through remedial efforts or determining that replacement is required to avoid
asset failure.
In addition to the optimization of lifecycle management strategies, asset condition data also
impacts the Town’s risk management and financial strategies. Assessed condition is a key
variable in the determination of an asset’s probability of failure. With a strong understanding of
the probability of failure across the entire asset portfolio, the Town can develop strategies to
mitigate both the probability and consequences of asset failure and service disruption.
Furthermore, with condition-based determinations of future capital expenditures, the Town can
develop long-term financial strategies with higher accuracy and reliability.
Guidelines for Condition Assessment
Whether completed by external consultants or internal staff, condition assessments should be
completed in a structured and repeatable fashion, according to consistent and objective
assessment criteria. Without proper guidelines for the completion of condition assessments
there can be little confidence in the validity of condition data and asset management strategies
based on this data.
Condition assessments must include a quantitative or qualitative assessment of the current
condition of the asset, collected according to specified condition rating criteria, in a format that
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211
can be used for asset management decision-making. As a result, it is important that staff
adequately define the condition rating criteria that should be used and the assets that require a
discrete condition rating. When engaging with external consultants to complete condition
assessments, it is critical that these details are communicated as part of the contractual terms
of the project.
There are many options available to the Town to complete condition assessments. In some
cases, external consultants may need to be engaged to complete detailed technical
assessments of infrastructure. In other cases, internal staff may have sufficient expertise or
training to complete condition assessments.
Developing a Condition Assessment Schedule
Condition assessments and general data collection can be both time-consuming and resource-
intensive. It is not necessarily an effective strategy to collect assessed condition data across the
entire asset inventory. Instead, the Town should prioritize the collection of assessed condition
data based on the anticipated value of this data in decision-making. The International
Infrastructure Management Manual (IIMM) identifies four key criteria to consider when making
this determination:
1. Relevance: every data item must have a direct influence on the output that is required
2. Appropriateness: the volume of data and the frequency of updating should align with
the stage in the assets life and the service being provided
3. Reliability: the data should be sufficiently accurate, have sufficient spatial coverage
and be appropriately complete and current
4. Affordability: the data should be affordable to collect and maintain
Page 275 of 329
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. FIN 2 1 -0 44
_______________________________________________________________________________________
Subject: 2022 Budget Introduction
Prepared by: Jason Gaertner, Manager Financial Management
Department: Finance
Date: October 26, 2021
_______________________________________________________________________________________
Recommendation
1. That Report No. FIN21-044 be received; and
2. That the proposed 2022 budget be referred to Budget Committee for review at its
scheduled meetings starting on November 8, 2021.
Executive Summary
As part of the 2020 budget process, Council approved the Town’s first three-year multi-
year operating budget. This proposed budget includes the 2022 operating and capital
budgets, in addition to the 2022 10-Year Capital Plan. As per provincial legislation,
Council must reaffirm all future year operating budgets which include both the tax levy
and water, wastewater and storm water funded budgets.
The operating budget proposes a tax increase of 2.9 percent for 2022
The user rate funded operating budget proposes combined water and
wastewater increases that are lower than those approved in the 2022 budget
Managing inflationary pressures will be a challenge in 2022
The operating budget focuses on the changes to the approved multi-year budget
for tax and rate funded operations
Total capital budget authority of $198.2 million is being requested in 2022 with
$83.6 million in planned spending for 2022
The 10-year capital plan includes $302 million of capital investments
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October 26, 2021 2 of 12 Report No. FIN21-044
The most recently closed capital projects are presented for Council’s information
The fiscal strategy informed the development of the 2022 budget
Budget Committee will review the budget and be provided with presentations to
support the process
Background
On June 18, 2019, Council adopted the Town’s updated budget principals and
processes. One key change to these documents included the adoption of a multi-year
budget framework for the Town of Aurora. The Town’s multi-year budgeting framework
aligns with each Council’s term. Council approves the first year’s budget of its term and
receives an accompanying forecast of the next three budgets. In the second year of its
term, Council will approve a three-year operating budget, including all related tax
impacts. Years three and four of this budget will be re-affirmed by Council prior to their
commencement. A similar process is followed for its rate funded operations.
On December 10, 2019 Council approved its first three-year multi-year operating budget
for 2020, 2021 and 2022. It has now reached the fourth year of its budget lifecycle being
the reaffirmation of the previously approved 2022 operating budgets as shown in Table
1.
Table 1
Multi-year Key Milestones
On April 28, 2020 Council approved a series of changes to the Town’s budget process
and format to be phased in over the 2021 and 2022 budget processes.
Year Action Status
One Approve 2019
Receive 2020 to 2021
Two Approve 2020 to 2022 Complete
Three Re-affirm 2021 to 2022 Complete
Four Re-affirm 2022 In Progress
Complete
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October 26, 2021 3 of 12 Report No. FIN21-044
Analysis
The operating budget proposes a tax increase of 2.9 percent for 2022
This budget proposes a tax increase of 2.9% for 2022. This annual increase meets the
direction set by Council to not exceed 3.0% per year including 1% for the Town’s fiscal
strategies of contributing to asset management reserves and reducing its reliance upon
non-sustainable revenues such as supplementary taxes (in-year tax growth). Also, the
proposed tax increase remains unchanged from what was originally approved for 2022
in the 2020 to 2022 Budget.
Total gross operating expenditures of $108.1M are proposed for 2022. These planned
expenditures are partially offset by non-tax revenues such as water, wastewater & storm
rate revenue, investment income, user fees, grants, and fines & penalties. All rate funded
service requirements are fully offset through rate revenues. The remaining requirement
is raised through property taxes. Table 2 presents a summary of the Town’s proposed
net tax levy funded requirements for 2022 versus previous years.
Table 2
Operating Budget Summary
The user rate funded operating budget proposes combined water and wastewater
increases that are lower than those approved in the 2022 budget
Water, wastewater and stormwater operations are fully funded from user fees. The two
key factors in the determination of these fees are the costs to deliver theses services
and the volumes to be billed.
2020 2021 2022 2022
Approved Approved Outlook Proposed 2021 Outlook
Departmental:
Expenditures 85,432.9 86,751.4 86,219.5 91,840.9 5,089.5 5,621.4
Non-Tax Revenues (50,951.8)(50,502.9)(47,595.1)(53,865.4)(3,362.5)(6,270.4)
Net Departmental 34,481.1 36,248.5 38,624.4 37,975.5 1,727.0 (649.0)
Central York Fire Services 11,755.3 11,961.6 12,257.5 12,294.9 333.3 37.4
Library 3,868.1 3,896.1 3,934.1 3,934.1 38.0 -
Total Proposed Budget 50,104.5 52,106.2 54,816.0 54,204.5 2,098.3 (611.6)
Assessment Growth $1,209.4 1,000.8 1,165.1 553.5 (447.3)(611.6)
%2.6%2.0%2.2%1.1%(0.9%)(1.1%)
Tax Increase $1,636.6 1,000.9 1,544.8 1,544.7 543.8 (0.1)
%3.4%1.96%2.9%2.9%1.0%0.0%
$000's Net Change to
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October 26, 2021 4 of 12 Report No. FIN21-044
Two of the most significant cost drivers of this budget are the Town’s wholesale water
and wastewater management fees, both of which are paid to York Region. York Region
Council has recently approved 2022 wholesale water and wastewater rate increases of
3.3 percent effective April 1, 2022 compared to the increase of 2.9 percent that was
originally planned for in the 2022 budget resulting in upward pressures on these
budgets. These 2022 pressures are offset by 2021 savings arising from the Region’s
decision to not increase its 2021 wholesale water and wastewater rates by the originally
planned 2.9 percent.
Also of note, in 2020 it was discovered that the calculation of the Town’s stormwater
rates assumed a higher number of billings than were actually being billed resulting in an
understated rate. This budget continues with the phasing in of an adjustment to the
storm water rates to reflect the correct number of billings which is being phased in over
2021 and 2022. Table 3 presents a summary of each proposed rate versus its outlook
which was approved in 2021.
Table 3
Water, Wastewater, Stormwater Rate Summary
Managing inflationary pressures will be a challenge in 2022
The 2022 budget is based on information known when this budget was initially being
developed. In recent months the Consumer Price Index (CPI) for the Toronto area has
increased significantly. The CPI year-over-year increase as of September 30, 2021 was
3.8% for Toronto and 4.4 percent for Ontario. The current recommended 2022 tax
increase includes 1.9% for town operations, including management of inflationary
pressures on existing goods and service purchases. It is staff’s intention to manage any
excess inflationary operating pressures experienced in 2022 within the overall proposed
2020 2021 2021 2022 2022
Rates Budget Current Outlook Proposed Current Outlook
Water Rate 2.18$ 2.34$ 2.18$ 2.34$ 2.27$ 4.1%(3.0%)
Wastewater Rate 2.77$ 2.89$ 2.79$ 2.90$ 2.87$ 2.9%(1.0%)
Combined Rate 4.95$ 5.23$ 4.97$ 5.24$ 5.14$ 3.4%(1.9%)
Residential 7.09$ 9.18$ 9.18$ 11.69$ 11.69$ 27.3%-
Non-Residential 90.07$ 116.64$ 116.64$ 148.51$ 148.51$ 27.3%-
Water and Wastwater ($/m3):
Stormwater Rate ($/month):
Change to
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October 26, 2021 5 of 12 Report No. FIN21-044
budget. However, should inflationary pressure remain at these levels over a longer
period of time, this strategy will not be sustainable.
The operating budget focuses on the changes to the approved multi-year budget for tax
and rate funded operations
As the previously approved 2022 budget is being reaffirmed, this budget’s focus is on
any proposed changes to the original approved outlook budget. The proposed budget
changes include any items that were not foreseen when the 2020 to 2022 Budget was
approved. These changes are presented in detail within the 2022 budget binder that has
recently been distributed to Council members. A few of the key broader and corporate-
wide change drivers in the budget are:
COVID-19 has a significant impact continuing into 2022
Tax assessment growth revenue is less than forecasted in previous budget
Increased water and wastewater wholesale costs from York Region
Increased Fire Services costs relating to an adjustment to the Town’s share of
total service costs
Solid waste collection savings resulting from the Town’s enforcement of its
three-bag limit
These changes are discussed further in Tab 3 – Operating Budget in the 2022 Budget
binder.
Total capital budget authority of $198.2 million is being requested in 2022 with $83.6
million in planned spending for 2022
Capital budget authority represents the approved capital budget commitment for a
project. It is made up of four components:
- Actuals spent to the end of the last fiscal year for the life of the project
- The current year’s capital forecast
- The cash flow planned in the first budget year
- The cash flow, only as needed, for future budget years where contractual
commitments are needed.
This means 2022 capital budget authority includes actuals to December 31, 2020 plus
the 2021 forecast plus 2022 capital cash flow and capital from 2023 and beyond only
as required. This budget proposes a total of $198.2 million in capital budget authority
which is made up of $181.9 million in previously approved capital projects and $16.2
million in net new budget authority requests. A summary of the proposed 2022 capital
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October 26, 2021 6 of 12 Report No. FIN21-044
budget authority categorized by its traditional funding buckets of Rehab & Replacement
(R&R), Growth & New (G&N) and Studies & Other (S&O) is presented in Table 4.
To establish the capital budget authority this budget assumes the approved budgets for
capital projects for active capital projects (approved through a previous budget or by an
in-year report) becomes that project’s capital budget authority. However, projects that
were conditionally approved are treated as new budget requests.
Table 4
Capital Project 2022 Budget Authority Summary
Additionally, a presentation and report to Budget Committee is planned prior to starting
the review of capital projects.
The 10-year capital plan includes $302 million of capital investments
The capital budget proposes a 10-year plan totalling $302 million. This 10-year capital
plan continues to focus its investments on asset management with rehab and
replacement projects representing 52% of the capital plan, growth and new 47% which
includes the construction of Aurora Town Square and studies and other at 1%.
By planning the cash flow in the 10-year capital plan, the Town is able to better manage
its cash, timing of investments and reserve needs on an annual basis. The previous
practice of approving the full project as a lump sum without consideration of actual
planned cash outflows has made the estimation of future reserve needs and cash
availability very difficult, as well as has limited the Town’s ability to determine the
appropriate length of time available for the Town’s long-term investments.
The 2022 rehab & replacement plan continues to be built upon the Town’s previously
approved asset management plan foundation. In October 2021 Council endorsed a
significantly updated asset management plan to maintain its compliance with the
province’s municipal asset management regulation. This second-generation asset
Rehab & Replacement 68,418.1 77,805.8 9,387.7 34,995.7 11,308.9 28,433.9 3,067.3
Growth & New 110,190.4 116,864.9 6,674.5 25,162.9 32,096.1 53,970.8 5,635.0
Studies & Other 3,337.7 3,502.7 165.0 1,194.4 1,043.7 1,164.0 100.6
Proposed Budget 181,946.2 198,173.4 16,227.2 61,353.1 44,448.8 83,568.7 8,802.9
* Includes all active project budgets, adjustments to project budgets and new budget commitments
($000s)
Previously
Approved
Budget
2022 Budget Capital Budget Authority Cash Flow
Capital
Budget
Authority*
Budget
Change
Actuals to
Dec/20
2021
Forecast 2022 2023+
Page 281 of 329
October 26, 2021 7 of 12 Report No. FIN21-044
management includes modernized level of service measures for all core asset
categories upon which future rehab & replacement decisions will be based.
A summary of the Town’s current 10-year capital plan is presented under Table 5.
Details of this plan can be found under chapters 17 to 20 of the budget binder.
Table 5
10-Year Capital Project Summary
The Fiscal Strategy informed the development of the 2022 Budget
The fiscal strategy was approved by Council in 2021. The fiscal strategy provides a
long-term view of financial sustainability through the balancing of the four strategic
pillars: Revenue Management (Tab 3 Operating Budget), Capital Planning (Tab 4 Capital
Budget) and Reserve Management and Debt Management (Tab 5 Reserves and Debt
Management).
This budget supports the fiscal strategy through the following:
Revenue management: Maintaining a predictable tax levy at 2.9 percent by
managing budget pressures through expenditure savings and revenue
adjustments, continuing to reduce the budget reliance on supplementary taxes
and managing one-time COVID-19 pressures through the use of grants
Capital planning: Adding an additional $11 million in rehab and replacement
projects and identifying future asset management needs over the long-term
through the first phase of the second-generation asset management plan
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Studies & Other 1.2 1.0 0.3 0.2 0.5 0.1 0.2 0.0 -0.1
Growth & New 54.0 10.7 21.1 19.2 11.6 10.8 0.1 2.3 2.7 10.3
Rehab & Replacement 28.4 17.8 15.5 9.3 17.4 10.8 15.8 17.1 12.1 11.2
Total 83.6 29.5 36.9 28.7 29.5 21.7 16.2 19.5 14.8 21.7
83.6
29.5 36.9
28.7 29.5 21.7 16.2 19.5 14.8 21.7
-
$20.0M
$40.0M
$60.0M
$80.0M
$100.0M
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October 26, 2021 8 of 12 Report No. FIN21-044
Reserve management: Increasing contributions to rehab & replacement asset
management reserves through the one percent increase in the tax levy for fiscal
strategy and looking ahead at reserve balances to manage the capital plan
Debt management: Identifying annual debt repayments over the 10-year plan,
recommending policy to convert tax-funded debt repayment costs to asset
management reserve contributions once the debt is fully paid off
The most recently closed capital projects are presented for Council’s information
A list of the Town’s most recently closed capital projects as of December 31, 2021 is
included in the budget binder under tab 20 for Council’s information. This list details a
total of 52 projects that will be closed by the Town as of December 31, 2021. These
project closures included a total net $0.6 million in fund returns.
Budget Committee will review the budget and be provided with presentations to support
the process
The 2022 draft budget that has been tabled at this evening’s meeting will be referred to
the Town’s Budget Committee for its review and recommendation to Council for
approval. Four weekly Budget Committee meetings taking place on Monday evenings
starting at 6pm and one Saturday meeting have been scheduled for this review. These
meetings would run from Monday November 8th to Monday November 29th.
Over the course of these meetings, the Budget Committee will receive multiple
presentations and be able to make any necessary inquiries in support of its review of
the proposed 2022 budget. These presentations will include an overview of the changes
to the multi-year operating budget, information on the presented capital budget, and
presentations from the Fire Chief and our community partners (Aurora Public Library,
Aurora Cultural Centre, Aurora Historical Society, Aurora Sport Hall of Fame and the
Aurora Business Improvement Area (BIA)).
Upon conclusion of the Budget Committee’s review, the 2022 budget will be considered
for approval by Council on December 14th, 2021 as shown in Table 6 below.
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October 26, 2021 9 of 12 Report No. FIN21-044
Table 6
Proposed budget meeting schedule
Meeting Description Date
2022 Budget Public Session Tuesday June 1st
General Committee – Budget Kickoff Tuesday October 26th
Budget Committee Reviews
(if required)
Monday November 8th
Monday November 15th
Saturday November 20th
Monday November 22nd
Monday November 29th
Council Approval Tuesday December 14th
Advisory Committee Review
Not applicable.
Legal Considerations
Section 291 of the Municipal Act provides that a municipality may prepare and adopt
multi-year budgets. For the second and each subsequent year, Town Council will have
the opportunity to re-review the budget, make any necessary changes and re-adopt the
budget for the year to which the budget applies.
On October 22, 2019 Council approved By-law Number 6212-19 which updated and
defined the Town of Aurora’s delegation policies and procedures that were approved by
Council in 2007. This By-law also consolidated and identified specific delegations into a
single By-law. Under Schedule “C” of this new By-law, the Treasurer has delegated
authority to close any capital project deemed complete including the adjustment to
project funding to return or draw from the originating funding sources on behalf of
Council and to report to council on an annual basis.
Financial Implications
Residential tax bills contain three different property taxes. Taxes collected for provincial
education purposes represents approximately 20 percent of a residential tax bill, while
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October 26, 2021 10 of 12 Report No. FIN21-044
taxes for York Region are approximately 43 percent and the Town’s share is the
remaining 37.0 percent.
The Town’s proposed tax increase of 2.9 percent for 2022 would add approximately
$8.94 per year to the Town’s share of the tax bill for each $100,000 of assessment. For
an average home in Aurora assessed at $800,000, the Town’s share of the tax bill in
2021 is $2,465.70. If the proposed tax increase of 2.9% is approved, this tax bill will
increase by $71.51 to $2,537.21 for 2022.
The average quarterly residential water bill assumes the use of 54 cubic meters of
water during the three-month period. The rates for water and wastewater are charged
per cubic meter and then the stormwater charge is a monthly fee. So, each residential
bill will include three months. The average residential bill in 2021 was $295.92 in 2021;
if approved, the rates in this budget for water, wastewater and stormwater will increase
this average bill by $16.71 to $312.63 in 2022.
Compared to the rates proposed in the multi-year budget approved last year, the
average bill will be lower. The average bill in 2022 is estimated to be $312.63 which is
$5.40 less than the approved outlook. This reduction relates mostly to the savings in
purchased water and wastewater services from York Region in 2021 partially offset by
an increase to the rates they charge effective April 1st, 2022.
The proposed 2022 capital plan is affordable should Council reaffirm the proposed
allocation of 0.9 percent of the total planned fiscal strategy 1 percent tax rate increase
in support of the Town’s capital infrastructure renewal. The affordability of the
presented 10-year capital plan (2022 to 2031) will be determined as part of the Town’s
ongoing delivery of its long-term fiscal strategy.
Communications Considerations
The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There
are five different levels of community engagement to consider, with each level providing
the community more involvement in the decision-making process. These levels are:
Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in
the Community Engagement Policy. These options are based on the International
Association of Public Participation (IAP2) Spectrum and assist in establishing
guidelines for clearly communicating with our public and managing community
engagement. Staff will inform the public of the changes to the budget process by
posting information to the Town website. The calendar of budget-related meetings will
also be shared on the website and through social media.
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October 26, 2021 11 of 12 Report No. FIN21-044
Link to Strategic Plan
Developing the annual budget supports all aspects of the Strategic Plan. Specifically,
this report supports the Plan principles of Leadership in Corporate Management,
Leveraging Partnerships, and Progressive Corporate Excellence and Continuous
Improvement.
Alternative(s) to the Recommendation
1. None at this time. The Committee may make recommendations for changes to
the 2021 and/or 2022 draft budgets at any time during its review process.
Conclusions
The 2022 Budget represents the final year of the three-year multi-year budget. Even in
light of the considerable pressures that the Town is anticipating such as decreased
assessment growth, inflationary and COVID-19 pressures, Staff have successfully
tabled a 2022 operating budget that requires an equivalent tax increase to what was
previously approved by Council as part of the 2021 – 2022 budget. The Town’s
recommended water, wastewater and storm water rates reflect all necessary changes
at this time and strive to manage any upward pressure on water rates responsibly.
The presented 2022 capital budget is affordable with Council’s approval of the
proposed operating budget support of the Town’s capital asset sustainability.
The 2022 Budget Binder containing all supporting material for this year’s budget
process will be provided to Council at the end of this evening’s meeting for its review
prior to the commencement of the scheduled Budget Committee meetings in early
November.
Attachments
Attachment 1: Budget Presentation
Previous Reports
FIN21-012, 2022 Budget Process and Timeline, March 23, 2021
Page 286 of 329
October 26, 2021 12 of 12 Report No. FIN21-044
Pre-submission Review
Agenda Management Team review on October 14, 2021
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director Finance/Treasurer
Approved by Doug Nadorozny, Chief Administrative Officer
Page 287 of 329
TOWN OF AURORA2022 Budget and10-Year Capital PlanCouncilOctober 26, 2021Page 288 of 329
•Budget overview•Operating budget•Capital budget•Reserves and debt management•Next steps2AgendaOctober 26, 2021 2022 BudgetPage 289 of 329
3Multi-year budget processYear 1Approve Year 1Receive Years 2-4Year 2Approve Years 2 to 4Year 3Re-affirm Years 3 &4Year 4Re-affirm Year 4Council TermOctober 26, 2021 2022 BudgetPage 290 of 329
4Proposed budget at a glanceOperating Budget:Outlook Proposed ChangeGross Expenditures $107.1M $108.1M $1.0MNet Levy $54.8M $54.2M ($0.6M)Tax Increase 2.9% 2.9% 0%Capital Budget:2022 Expenditures $83.6MNew: Capital Budget Authority $16.3M10-Year Plan $302MNew: 2021 Debt Authority NoneOctober 26, 2021 2022 BudgetPage 291 of 329
5Average household impact2022$16.71Annual 2.9% tax increaseAverage house assessedat $800,0002022$71.51Quarterly water bill increase* with average consumption of 54m3/quarterPage1-4*Includes water, wastewater and stormwater chargeOctober 26, 2021 2022 BudgetPage 292 of 329
Operating BudgetPage 293 of 329
72022 proposed operating budgetOctober 26, 2021 2022 BudgetSavings and revenues adjustments were needed to offset $611,600 in lower growthOutlook Proposed ChangeGross Expenditures ($000s) 107,073 108,124 1,051Non-Tax Revenues ($000s) (52,257) (53,920) (1,663)Net Tax Levy ($000s) 54,816 54,204 (612)Assessment Growth 2.2% 1.1% (1.1%)Tax Increase 2.9% 2.9% 0.0%New Permanent FTE 5.0 5.0 -2022Page 294 of 329
The budget is balanced82022 Expenditures $108.1M 2022 Funding $108.1M Page1-52022 Expenditures $108.1M 2022 Funding $108.1M Page 295 of 329
October 26, 2021 2022 Budget9Tax levy breakdown over the yearsPage3-2Page32Page 296 of 329
October 26, 2021 2022 Budget10Inflation could be a challenge in 2022Page3-4Page 297 of 329
October 26, 2021 2022 Budget11Changes to the tax funded budgetApproved Outlook 54,816.0Non-COVID related changes (611.6)COVID-19 related pressues 987.6COVID Grant Funding (987.6)Proposed Budget 54,204.5($000s) 2022Page 298 of 329
12Gross spending vs….. Net budgetPage1-5Page 299 of 329
Proposed user rates13Page3-82020 2021 2021 2022 2022Rates Budget Current Outlook Proposed Current OutlookWater Rate 2.18$ 2.34$ 2.18$ 2.34$ 2.27$ 4.1% (3.0%)Wastewater Rate 2.77$ 2.89$ 2.79$ 2.90$ 2.87$ 2.9% (1.0%)Combined Rate4.95$ 5.23$ 4.97$ 5.24$ 5.14$ 3.4% (1.9%)Residential 7.09$ 9.18$ 9.18$ 11.69$ 11.69$ 27.3% -Non-Residential 90.07$ 116.64$ 116.64$ 148.51$ 148.51$ 27.3% -Stormwater Rate ($/month):Change toWater and Wastwater ($/m3):Page 300 of 329
14Average residential water billPage3-92020 2021 2022 2022Rates Current Outlook Propsed Current OutlookWater 54m3$117.72 $117.72 $126.36 $122.58 $4.86 ($3.78)Wastewater 54m3$149.58 $150.66 $156.60 $154.98 $4.32 ($1.62)Stormwater 3 months $21.27 $27.54 $35.07 $35.07 $7.53 -Average Quarterly Bill $288.57 $295.92 $318.03 $312.63 $16.71 ($5.40)Average Annual Bill $1,154.28 $1,183.68 $1,272.12 $1,250.52 $66.84 ($21.60)Change toPage 301 of 329
15Key operating budget assumptionsInitiatives included in the multi-year budget will continueYork Region will increase water rates by 3.3% in 2022COVID-19 pressures will continue in 2022Inflation may be a challenge in 2022 for new contractsAssessment growth revenue is 1.1% lower in 2022Page 302 of 329
Capital budgetPage 303 of 329
17Proposed Capital Budget AuthorityPage4-2Rehab & Replacement 68,418.1 77,805.8 9,387.7 34,995.7 11,308.9 28,433.9 3,067.3Growth & New 110,190.4 116,864.9 6,674.5 25,162.9 32,096.1 53,970.8 5,635.0Studies & Other 3,337.7 3,502.7 165.0 1,194.4 1,043.7 1,164.0 100.6Proposed Budget 181,946.2 198,173.4 16,227.2 61,353.1 44,448.8 83,568.7 8,802.9* Includes all active project budgets, adjustments to project budgets and new budget commitments($000s)Previously Approved Budget2022 Budget Capital Budget Authority Cash FlowCapital Budget Authority*Budget ChangeActuals to Dec/202021Forecast2022 2023+Page 304 of 329
18Growth & New is most of the planPage4-6Pa4Page 305 of 329
19The plan is $8.5M higher this year2021 10-Year Plan $293.5M2022 10-Year Plan $302.0MPage4-5Page 306 of 329
Larger projects with capital budget authority include:•$51.9M Aurora Town Square•$38.0M Roads R&R program•$13.7M Fire Hall 4-5•$8.2M SARC Gym•$6.4M Storm sewer R&R20CBA is increasing by $16.2MPage4-2Page 307 of 329
Reserves and debt managementPage 308 of 329
2210-year capital reserve balancesPage5-2Page 309 of 329
23Development charge forecastPage5-6Page 310 of 329
24Debt repayment in the 10-year planPage5-7PagPage 311 of 329
Capital planning •Adding an additional $11 million in repair and replacement projects• Identifying future asset management needs over the long-termReserve management •Increasing contributions to repair to asset management reserves (1% fiscal strategy levy)• Looking ahead at reserve balances to manage the capital plan Debt management • Identifying annual debt repayments over the 10-year plan• Recommending policy to convert completed tax-funded debt repayment costs to reserve contributionsRevenue management • Maintaining a predictable tax levy at 2.9 percent• Continuing to reduce the budget reliance on supplementary taxes• Managing one-time COVID-19 pressures with grants25Fiscal strategy in the budgetPage 312 of 329
Next stepsPage 313 of 329
27Budget process next stepsTues Dec 14 7pmCouncil• Consider Budget for ApprovalMon Nov 22 & Nov 296-9pmBudget Committee• Finalization of budgetSat Nov 20 9-4pmBudget Committee• Aurora Cultural Centre• Capital budget review of projectsMon Nov 15 6-9pmBudget Committee• Central York Fire Service• Aurora Public Library• Aurora Historical Society• Aurora Sports Hall of Fame• Aurora Business Improvement AreaMon Nov 8 6-9pmBudget Committee• Presentation and review of operating budget changes by department•Budget survey reportPage 314 of 329
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Motion
Notice given O ctober 19, 2021
_______________________________________________________________________________________
Re: Mental Health Resources
To: Mayor and Members of Council
From: Councillor Rachel Gilliland
Date: October 26, 2021
_______________________________________________________________________________________
Whereas the COVID-19 pandemic has contributed to loss of income, loss of life,
uncertainty about the future, lack of education, supports, and resources; and
Whereas mental health issues are on the rise in all age groups, including students,
adults, and the elderly, as a result of the aforementioned impacts of the pandemic; and
Whereas information on mental health resources is not locally centralized and the
thought of searching for help can contribute to and cause further anxiety to those who
need help; and
Whereas Council members and the municipal staff are positioned to be conduits for
information for residents who may reach out for help; and
Whereas it would be beneficial for Council members and staff to have consistent and
up to date information on local organizations and not-for-profit resources on hand to be
able to immediately support residents in need or distress;
1. Now Therefore Be It Hereby Resolved That staff be directed to establish a page on
the Town’s website to provide information on local organizations and local not-for-
profit resources that support and promote mental and emotional health in response
to the COVID-19 pandemic; and
2. Be It Further Resolved That the web page be regularly updated as needed, and that it
be shared with and promoted to the community and with community partners
through the Town’s social media accounts and other appropriate communication
and marketing channels.
Page 315 of 329
The Corporation of the Town of Aurora
By-law Number XXXX-21
Being a By-law to allocate any 2021 Operating Fund surplus and any 2021
Water, Wastewater, and Stormwater Operating Fund surplus or deficit.
Whereas paragraph 290(4)(b) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended
(the “Act”), provides that in preparing the budget for a year, the local municipality shall
treat as estimated revenues any surplus of any previous year;
And whereas paragraph 290(4)(c) of the Act provides that in preparing the budget for a
year, the local municipality shall provide for any deficit of any previous year;
And whereas paragraph 290(4)(g) of the Act provides that in preparing the budget for a
year, the local municipality may provide for such reserve funds as the municipality
considers necessary;
And whereas paragraph 11(2)(3) of the Act provides that municipalities may pass by-
laws respecting the financial management of the municipality and its local boards;
And whereas the Council of The Corporation of the Town of Aurora (the “Town”) deems
it necessary and expedient to control the 2021 Operating Fund surplus or deficit as it
may arise;
And whereas the Council of the Town deems it necessary and expedient to control the
2021 Operating Fund surplus for the Aurora Public Library as it may arise;
And whereas the Council of the Town deems it necessary and expedient to control the
2021 Water, Wastewater, and Stormwater Operating Fund surplus or deficit as it may
arise;
And whereas the Council of the Town adopted the recommendations and controls
contained in Report No. FIN21-035 with respect to the 2021 Operating Fund surplus and
the 2021 Water, Wastewater, and Stormwater Operating Fund surplus or deficit at the
Council meeting of September 28, 2021;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as
follows:
1. The Treasurer is hereby authorized to make the adjustments and allocations in
accordance with the approved resolutions arising from Report No. FIN21-035 by
re-allocating an amount or amounts from any 2021 Operating Fund surplus to
one or more of the reserve funds of the Town.
2. The Treasurer is hereby authorized to allocate any 2021 Operating Fund deficit
from the appropriate stabilization reserve funds of the Town.
3. The Treasurer is hereby authorized to allocate any 2021 Water, Wastewater, and
Stormwater Operating Fund surplus, net of any approved budget carry forwards,
to the Water and Sewer capital reserve funds in accordance with Report No.
FIN21-035.
4. The Treasurer is hereby authorized to fund any 2021 Water, Wastewater, and
Stormwater Operating Fund deficit from the Water, Wastewater, and Stormwater
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By-law Number XXXX-21 Page 2 of 2
capital reserve funds in accordance with Report No. FIN21-035.
5. The Treasurer shall report to Council on all amounts allocated as authorized by
this By-law, either before or at the time when the 2021 annual statements are
presented to Council or a Committee of Council.
Enacted by Town of Aurora Council this 26th day of October, 2021.
___________________________________
Tom Mrakas, Mayor
___________________________________
Michael de Rond, Town Clerk
Page 317 of 329
The Corporation of the Town of Aurora
By-law Number XXXX-21
Being a By-law to amend By-law Number 5553-13, as amended, to establish
various Reserve Funds for the Town of Aurora.
Whereas on November 26, 2013, the Council of The Corporation of the Town of Aurora
(the “Town”) enacted By-law Number 5553-13, as amended, being a by-law to establish
various Reserve Funds for the Town of Aurora, including the Discretionary Infrastructure
Repair and Replacement reserve fund as Schedule RR7;
And whereas on June 10, 2014, the Council of the Town enacted By-law Number 5633-
14, being a by-law to amend By-law Number 5553-13, as amended, by adding various
reserve funds, including the Debt Deferral – Library reserve fund as Schedule S4;
And whereas on September 28, 2021, the Council of the Town passed a motion
contained in Report No. FIN21-035, to delete six reserves as no longer being required,
including the Discretionary Infrastructure Repair and Replacement reserve fund as
Schedule RR7 and the Debt Deferral – Library reserve fund as Schedule S4;
And whereas the Council of the Town deems it necessary and expedient to amend By-
law Number 5553-13, as amended, to delete reserves identified in Report No. FIN21-035
as no longer being required;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as
follows:
1. By-law Number 5553-13, as amended, be and is hereby amended by deleting the
following:
(a) Schedule: RR7
Reserve Fund Category: Infrastructure Sustainability/Repair and
Replacement
Reserve Fund Name: Discretionary Infrastructure Repair and Replacement
2. By-law Number 5553-13, as amended by By-law Number 5633-14, be and is
hereby amended by deleting the following:
(a) Schedule: S4
Reserve Fund Category: Stabilization
Reserve Fund Name: Debt Deferral - Library
Enacted by Town of Aurora Council this 26th day of October, 2021.
___________________________________
Tom Mrakas, Mayor
___________________________________
Michael de Rond, Town Clerk
Page 318 of 329
The Corporation of the Town of Aurora
By-law Number XXXX-21
Being a By-law to prohibit and regulate noise in the Town of Aurora.
Whereas subsection 8(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended (the
“Municipal Act”), provides that powers of a municipality shall be interpreted broadly so
as to confer broad authority on the municipality to enable the municipality to govern its
affairs as it considers appropriate and to enhance the municipality’s ability to respond
to municipal issues;
And whereas section 9 of the Municipal Act provides that a municipality has the
capacity, rights, powers and privileges of a natural person;
And whereas it is in the public interest to reduce the noise level in the Town of Aurora,
so as to preserve, protect and promote public health, safety, welfare and peace and
quiet of the inhabitants of the Town;
And whereas subsection 11(3) of the Municipal Act provides that a local municipality
may pass by-laws respecting economic, social and environmental well-being of the
municipality, respecting health, safety and well-being of persons, and respecting
protection of persons and property;
And whereas section 129 of the Municipal Act provides that, without limiting sections 9
and 11 of the Municipal Act, a municipality may prohibit and regulate with respect to
noise, vibration and to prohibit the same unless a permit is obtained from the
municipality for those matters and that the municipality may impose conditions for
obtaining, continuing to hold and renewing the permit, including requiring the
submission of plans;
And whereas section 128 of the Municipal Act provides that a municipality may prohibit
and regulate with respect to public nuisances, including matters that, in the opinion of
Council are or could become public nuisances;
And whereas in the opinion of Council for the Town of Aurora, certain kinds of noise are
or could become a public nuisance;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as
follows:
1.Definitions
1.1 In this by-law, the following words have the following meanings:
(a)"Construction" includes erection, alteration, repair, dismantling, demolition,
structural maintenance, painting, moving, land clearing, earth moving,
grading, excavating, the laying of pipe and conduit whether above or below
ground level, street and highway building, concreting, equipment
installation and alteration and the structural installation of construction
components and materials in any form for any purpose, and includes any
work, delivery or movement of any equipment or materials in connection
therewith;
(b)"Council" means the council of the Town;
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By-law Number XXXX-21 Page 2 of 10
(c)"Director" means the department head responsible for the Bylaw Services
division of the Town, or his/her designate or successor;
(d)"Manager" means the manager of the Bylaw Services division or his/her
designate or successor;
(e)"Municipal Act" means the Municipal Act, 2001, S.O. 2001, c. 25, as
amended or successor thereto;
(f)"Noise" means a sound that a Person finds disturbing to their peace, rest,
enjoyment, comfort or convenience;
(g)"Officer" means a Person appointed by the Town as a Municipal Law
Enforcement Officer and any police officer;
(h)“Persistent Noise” means any Noise that is continuously heard for a
period of ten minutes or more, or intermittently heard over a period of one
hour or more;
(i)"Person" includes an individual, sole proprietorship, partnership, limited
partnership, trust or corporation, or an individual in his or her capacity as a
trustee, executor, administrator or other legal representative;
(j)“Point of Reception” means any location on the premises of a Person
where sound originating from other than those premises is received, and
the following locations are points of reception:
(i)an outdoor area that is:
1. near the façade of a building, at a height of 1.5 metres above
ground, typically in backyards, front yards, terraces or patios;
or
2. on a balcony or elevated terrace (for example, a rooftop)
provided it is not enclosed; or
(ii)an indoor area that is inside a building with windows and doors
closed;
(k)"Residential Abutting" means any property or business that is located
adjacent to a property that is zoned as a Residential Zone, as identified in
section 2.1, or in a succeeding provision thereof, of the Zoning By-law;
(l)"Residential Renovation" means any Construction on a property that is
zoned as residential or on a property that permits residential use under the
Zoning By-law that is conducted by:
(i)a property owner on his or her own property, or
(ii)an occupant or tenant on a property on which they ordinarily reside,
but shall not include any Construction by a Person that is hired to
do such work;
(m)"Town" means The Corporation of the Town of Aurora and/or the
geographical limits of the Town of Aurora, depending on the context of the
provision in which the term appears;
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(n)“Unreasonable Noise” means any Noise that would disturb the peace, rest,
enjoyment, comfort or convenience of a reasonable Person in the
circumstances, but does not include commonplace household or
workplace sounds such as sound from furniture being moved, children
playing or people engaging in conversation;
(o)"Waste" means any discarded or unwanted material including, but not
limited to, garbage, recyclable material, debris, refuse, compostable
material, excrement, ashes, packing material, cans, bottles, mechanical
equipment, cardboard, grass clippings, tree branches, or leaves;
(p)“Zoning By-law” means the Zoning By-law of the Town of Aurora as
amended or successor legislation thereto.
2.Prohibitions
2.1 No Person shall make, cause or permit Noise, at any time, that is Unreasonable
Noise and Persistent Noise that is audible at a Point of Reception.
2.2 Notwithstanding section 2.1 above, the prohibition set out in section 2.1 does not
apply to:
(a) Noise resulting from Construction activity,
(b) Noise resulting from Residential Renovation, and
(c) Noise resulting from collection, disposal or emptying of Waste using
mechanical means, and
(d) Noise made by an animal.
2.3 No Person shall make, emit, cause, or permit any Noise resulting from any
Construction activity, other than Residential Renovation, that is audible at a Point
of Reception during the following times:
(a) on any statutory holiday,
(b) from 8:00 p.m. to 7:00 a.m. the following day, Monday to Friday,
(c) from 8:00 p.m. on Friday to 9:00 a.m. on Saturday, and
(d) from 5:00 p.m. on Saturday to 7:00 a.m. on Monday.
2.4 No Person shall make, emit, cause or permit any Noise resulting from any
Residential Renovation activity that is audible at a Point of Reception during the
following times:
(a) from 9:00 p.m. to 7:00 a.m. the following day, Monday to Saturday, and
(b) from 8:00 p.m. on Saturday to 9:00 a.m. on Sunday, and
(c) from 5:00 p.m. on Sunday to 7:00 a.m. on Monday.
2.5 No Person shall make, emit, cause, or permit any Noise resulting from the
collection, disposal or emptying of Waste using mechanical means from any
Residential Abutting property that is audible at a Point of Reception during the
following times:
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By-law Number XXXX-21 Page 4 of 10
(a) from 11:00 p.m. to 5:00 a.m. the following day.
2.6 No Person shall cause or permit Persistent Noise, at any time, that is audible at a
Point of Reception, including barking, calling, or whining or other similar
Persistent Noise, to be made by any animal kept or used for any purpose, except
for:
(a) farm animals on lands on which agricultural use is permitted pursuant to
the Zoning By-law;
(b) animals at a veterinary hospital, clinic, office or veterinary service lawfully
operated and supervised by a veterinarian licensed to practice in Ontario;
(c) animals at a premise registered as a research facility in accordance with
the Animals For Research Act, R.S.O. 1990, c. A.22, as amended, or any
successor legislation thereto;
(d) animals at a kennel licensed by the Town in accordance with the Town’s
Licensing By-law; and
(e) animals at a facility that provides animal services that is legally operated
on premises where the Zoning By-law permits such uses, such as pet
retailers, pet shops, obedience schools, and animal daycare, grooming or
spa facilities.
3.Exemptions
3.1 Despite any other provisions of this by-law, it shall be lawful to make, emit, cause,
or permit the emission of sound as a result of or as part conducting the activities
listed in Schedule "A".
3.2 Any Person may apply for an exemption permit from the Noise limitation
provision in section 2.2 of this by-law in connection with Construction activities
by submitting an application to the Manager. The form, content, terms,
conditions and requirements of the application for the exemption shall be as
prescribed by the Manager from time to time and the Manager may, without
limiting the Manager’s authority to prescribe the application and its form,
content, terms, conditions and requirements, require as part of an application:
(a) description of the Construction activity that the applicant wishes to have
exempted;
(b) description of the time(s) and location(s) for which the exemption is being
sought;
(c) the name, address and telephone number of the applicant;
(d) explanation of why the exemption is being sought; and
(e) application fee as outlined in the Town’s Fees and Charges By-Law.
3.3 Upon receipt of an application for a Noise exemption under section 3.2 of this by-
law and any applicable fees, the Manager shall make investigations as necessary
to assess the application, including considering the evaluation criteria outlined in
this by-law and considering any submissions from neighbouring property owners
or occupants, and may:
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By-law Number XXXX-21 Page 5 of 10
(a) issue a Noise exemption permit after receipt of a complete application;
(b) in the case of an approved application for a Noise exemption, impose
such terms and conditions on the permit as deemed appropriate by the
Manager:
(i) for the protection of any public infrastructure and property abutting
the area subject to the permit,
(ii) for the protection of health, safety and well-being of Persons and
the environment,
(iii) for the purposes of ensuring that areas and Persons affected by the
exemption are kept informed with respect to activities subject to
the exemption;
(iv) for the purposes of administration of the permit and the operations
of the Town,
(v) for the purposes of protecting the Town interests with respect to
any risks associated with the activities pursuant to the permit, and
(vi) to satisfy any requirements of this by-law or any other applicable
legislation.
(c) refuse to issue a Noise exemption permit if:
(i) the application is not completed, all the information as required
under this by-law is not provided or the application does not meet
all the requirements of this by-law,
(ii) in the opinion of the Manager, based on the evaluation criteria set
out in this by-law, the Noise exemption is unwarranted or not in the
public interest, or
(iii) the required fees are not provided.
3.4 As part of reviewing and evaluating any application for a Noise exemption, the
Manager shall consider:
(a) the necessity for the Noise exemption and any undue hardship and
difficulty for the applicant if such exemption is not provided;
(b)any negative impact, including on the health, welfare and safety, on any
Persons that may be affected by the Noise exemption.
3.5 Any decision of the Manager pursuant to this article 3 shall be final without a
right to appeal to the Council.
4.Administration and Enforcement
4.1 The Director and the Manager shall be responsible for and are delegated the
power to administer and enforce this by-law, including prescribing the content of
any forms or other documents required under this by-law.
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By-law Number XXXX-21 Page 6 of 10
4.2 The Manager shall be responsible for and is delegated the power to issue,
revoke, suspend, set conditions of, process and administer Noise exemption
permits and any related applications.
4.3 The Director, the Manager and Officers are hereby delegated the authority to
enforce this by-law, including the authority to conduct inspections pursuant to
this by-law, the Municipal Act, as amended, and any other applicable by-law or
legislation.
4.4 The Director is authorized to delegate responsibilities for the administration and
enforcement of this by-law to any Town staff or external third parties deemed to
be qualified and appropriate by the Director for such purposes.
5.Power of Entry, Inspection, Prohibitions
5.1 An Officer, or any other individual authorized to enforce this by-law on behalf of
the Town, may at any reasonable time enter upon any land for the purpose of
carrying out an inspection to determine whether the following are being complied
with:
(a) this by-law
(b) any permit issued pursuant to this by-law,
(c) any direction or order under this by-law;
(d) an order issued under section 431 of the Municipal Act.
5.2 Where an inspection is conducted pursuant to this section, an Officer or any
other individual authorized to enforce this by-law on behalf of the Town, may:
(a) require the production for inspection of documents or things relevant to
the inspection;
(b) inspect and remove documents or things relevant to the inspection for the
purpose of making copies and extracts;
(c) require information from any Person concerning a matter related to the
inspection; and
(d) alone or in conjunction with a Person possessing special or expert
knowledge, make examinations or take tests, samples or photographs
necessary for the purpose of the inspection.
5.3 No Person shall hinder or obstruct or attempt to hinder or obstruct the Town, its
employees, officers, or agents from carrying out any powers or duties under this
by-law.
5.4 No Person shall fail to comply with, or contravene, any order or direction issued
by the Town pursuant to this by-law or the Municipal Act.
5.5 Where an Officer, or an individual authorized to enforce this by-law, has
reasonable grounds to believe that an offence has been committed by any
Person, they may require the name, address, and proof of identity of that Person,
and the Person shall supply the required information.
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By-law Number XXXX-21 Page 7 of 10
5.6 No Person shall decline or neglect to give, produce or deliver any information,
document or other thing that is requested by the Town pursuant to this by-law.
5.7 No Person shall knowingly make, participate in, assent to or acquiesce in the
provision of false information in a statement, affidavit, application or other
document prepared, submitted or filed under this by-law.
6.Orders
6.1 Where the Manager or any Officer is satisfied that a contravention of this by-law
has occurred, such Manager or Officer may make an order requiring that the
Person who caused or permitted such contravention, or the owner or occupier of
the land on which the contravention occurred, to discontinue the contravening
activity and/or to do work to correct the contravention.
6.2 An order pursuant to this article 6 shall set out the following:
(a) reasonable particulars identifying the location of the land on which the
contravention occurred;
(b) reasonable particulars of the contravention;
(c) what is required of the Person subject to the order (i.e., what activity is to
be seized and/or actions or work to be done);
(d) the date by which there must be compliance with the order and/or, if any
work is ordered, the date by which any such work must be done; and
(e) information regarding the Town's contact Person.
6.3 An order pursuant to this article 6 shall be deemed to have been received upon:
(a) personal service of the order on the Person subject to the order;
(b) one day after transmission of the order through electronic means to an
email or social media address provided by the Person subject to the order;
(c) one day after posting the order in a conspicuous location on the property
subject to the order;
(d) the fifth (5th) day after the order is sent by registered mail to the last
known address of the Person who is subject to the order.
6.4 In the case where there is evidence that the occupant of the land subject to an
order is not the registered property owner, such order shall be served on both the
registered property owner and the occupant of the land.
7.Remedial Action and Cost Recovery
7.1 Wherever this by-law or an order issued under this by-law directs or requires any
matter or thing to be done by any Person within a specified time period, in default
of it being done by the Person directed or required to do it, the action may be
taken under the direction of the Director or an Officer at that Person’s expense
and the Town may recover the costs incurred through a legal action or by
recovering the costs in the same manner as taxes.
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By-law Number XXXX-21 Page 8 of 10
7.2 For the purposes of taking remedial action under this article 7, the Town, its staff
and/or its agents may enter, at any reasonable time, upon any lands on which a
default to carry out a required thing or matter occurred.
8.Offences and Penalties
8.1 Every Person who contravenes any provision of this by-law is guilty of an offence
and upon conviction is liable to a fine as provided for in the Provincial Offences
Act, R.S.O. 1990, c. P. 33.
8.2 Every Person who contravenes any order issued pursuant to this by-law is guilty
of an offence and upon conviction is liable to a fine as provided for in the
Provincial Offences Act, R.S.O. 1990, c. P. 33.
8.3 If a corporation has contravened a provision of this by-law, including an order
issued under this by-law, every director and officer who knowingly concurred in
such a contravention is guilty of an offence.
8.4 Pursuant to subsection 429(2) of the Act, all contraventions of this by-law or
orders issued under this by-law are designated as continuing offences. If a
contravention of any provision of this by-law has not been corrected, or an order
issued under this by-law has not been complied with, the contravention of such a
provision or an order shall be deemed to be a continuing offence for each day or
part of a day that the contravention remains uncorrected or an order not
complied with.
8.5 On conviction of an offence under this by-law, every Person is liable to a fine in
accordance with the following rules pursuant to the Municipal Act:
(a) to a fine of not less than $500.00 and not more than $100,000.00;
(b) in the case of a continuing offence, for each day or part of a day that the
offence continues, the minimum fine shall be $500.00 and the maximum
fine shall be $10,000.00, despite paragraph (a), the total of all the daily
fines for an offence is not limited to $100,000;
(c) in the case of a multiple offence, for each offence included in the multiple
offence, the minimum fine shall be $500.00 and the maximum fine shall
be $10,000.00, despite paragraph (a), the total of all fines for each
included offence is not limited to $100,000.
8.6 In addition to fines under this article 8, a Person convicted of an offence under
this by-law may be liable to a special fine in the amount of the economic
advantage or gain that such a Person obtained from the contravention of this by-
law. Notwithstanding section 8.5 above, a special fine my exceed $100,000.
8.7 Where a Person is convicted of an offence under this by-law, the court in which
the conviction has been entered, and any court of competent jurisdiction,
thereafter, may make an order prohibiting the continuation or repetition of the
offence by the Person convicted.
9.Administrative Penalties
9.1 Instead of laying a charge under the Provincial Offences Act, R.S.O. 1990, c. P. 33,
as amended, for a breach of any provision of this by-law, an individual authorized
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By-law Number XXXX-21 Page 9 of 10
to enforce this by-law on behalf of the Town may issue an administrative penalty
to the Person who has contravened this by-law.
9.2 Individuals authorized to enforce this by-law on behalf of the Town have the
discretion to either proceed by way of an administrative penalty or a charge laid
under the Provincial Offences Act, R.S.O. 1990, c. P.33. If an administrative
penalty is issued to a Person for the breach, no charge shall be laid against that
same Person for the same breach.
9.3 The amount of the administrative penalty for a breach of a provision of this by-
law, shall be as established pursuant to applicable Town by-laws.
9.4 A Person who is issued an administrative penalty shall be subject to the
procedures as provided for in the applicable Town by-laws relating to
administrative penalties.
9.5 An administrative penalty imposed on a Person pursuant to this by-law that is not
paid within fifteen (15) days after the day it becomes due and payable,
constitutes a debt of the Person to the Town and may be added to a municipal
tax roll and collected in the same manner as municipal taxes.
10.Presumption
10.1 An owner of a property on which a non-compliance or contravention has
occurred shall be presumed to have carried out or caused or permitted to be
carried out the non-compliance or contravention, which presumption may be
rebutted by evidence to the contrary on a balance of probabilities.
11.Severability
11.1 If a court of competent jurisdiction declares any provision, or any part of a
provision, of this by-law to be invalid or to be of no force and effect, it is the
intention of the Town in enacting this by-law that such provision or part of a
provision shall be severable, and such a decision shall not affect the validity of
the remaining sections, subsections, clauses, or phrases of this by-law.
12.Repeal and Transition
12.1 By-law Number 4787.06.P, as amended, be and is hereby repealed.
12.2 Notwithstanding the repeal, By-law Number 4787.06.P shall continue to apply to
any acts, omissions, or occurrences and to any offences that took place prior to
the enactment of this by-law.
Enacted by Town of Aurora Council this 26th day of October, 2021.
___________________________________
Tom Mrakas, Mayor
___________________________________
Michael de Rond, Town Clerk
Page 327 of 329
By-law Number XXXX-21 Page 10 of 10
Schedule "A"
Exempted Activities
1. Operation of emergency vehicles by police, fire, and paramedic services.
2. Any special event that is specifically approved by the Town, only to the extent of
the authority for such event.
3. Any projects, activities or operations undertaken by the Town, or by any agents or
contractors of the Town engaged in carrying out projects, activities, or operations
on behalf of the Town.
4. Any Construction, rehabilitation or maintenance work conducted by the Province
of Ontario, the Government of Canada and any of their agencies or agents
including the operation of motor vehicles and equipment actually engaged in the
work.
5. Any Construction, rehabilitation or maintenance work conducted by The Regional
Municipality of York, the Lake Simcoe Region Conservation Authority, the Toronto
and Region Conservation Authority, or any utility company, provided that
reasonable prior notice of such activity is provided to the Town.
6. Measures undertaken for the immediate health, safety, or welfare of Persons
under emergency circumstances.
7. Operation of farm equipment or machinery for cultivating, seeding, crop
maintenance, or harvesting on any lands on which agricultural use is permitted
pursuant to the Zoning By-law.
8. Operation of bells, chimes, carillons, and clocks in any building dedicated to
religious worship, including a church, synagogue, temple, mosque, monastery, or
convent, between the hours of 7:00 a.m. to 10 p.m. of any day.
9. Operation of bells, chimes, carillons, and clocks in any school when the school is
open and in operation for students.
10. Operation of any transit vehicles, trains or equipment that is operated by any
public transit authority, public government body, railroad authority or any agency
of the aforementioned.
11. Operation of bells or horns utilized as traffic control devices, including the
following:
(a) bells and other audible devices at traffic signal locations; and
(b) bells and horns associated with railway crossings.
12. Snow removal activities that are necessary to render safe and/or operational any
property on which a business, a school or a residential condominium is located.
For clarity, this exemption does not extend to maintenance, staging and
preparation of equipment that is used as part of such snow removal activities,
unless such maintenance, staging or preparation is part of the snow removal
activity and is conducted on, or in the immediate vicinity, of the property subject
to the snow removal.
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The Corporation of The Town of Aurora
By-law Number XXXX-21
Being a By-law to confirm actions by Council
resulting from a Council meeting
on October 26, 2021.
The Council of the Corporation of The Town of Aurora hereby enacts as follows:
1. That the actions by Council at its Council meeting held on October 26, 2021, in
respect of each motion, resolution and other action passed and taken by the
Council at the said meeting is hereby adopted, ratified and confirmed.
2. That the Mayor and the proper officers of the Town are hereby authorized and
directed to do all things necessary to give effect to the said action or to obtain
approvals where required and to execute all documents as may be necessary in
that behalf and the Clerk is hereby authorized and directed to affix the corporate
seal to all such documents.
Enacted by Town of Aurora Council this 26th day of October, 2021.
Tom Mrakas, Mayor
Michael de Rond, Town Clerk
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