AGENDA - General Committee - 20211005Town of Aurora
General Committee
Meeting Agenda
Date:October 5, 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.Call to Order
Councillor Gaertner in the Chair.
Land Acknowledgement
2.Approval of the Agenda
3.Declarations of Pecuniary Interest and General Nature Thereof
4.Community Presentations
5.Delegations
6.Consent Agenda
7.Advisory Committee Meeting Minutes
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.
1.
7.2.Heritage Advisory Committee Meeting Minutes of September 13, 2021 8
That the Heritage Advisory Committee meeting minutes of
September 13, 2021, be received for information.
1.
8.Consideration of Items Requiring Discussion (Regular Agenda)
8.1.CS21-073 - Administrative Procedure No. 58: Insurance and Risk
Management
14
(Presentation to be provided by Sara Eve White, Junior Consultant & Risk
Analyst, and Jack Gordon from Sigma Risk)
That Report No. CS21-073 be received; and1.
That the Risk Management Policy and Enterprise Risk
Management Framework attached to this report be approved in
principle.
2.
8.2.PDS21-101 - Servicing Allocation Update 60
That Report No. PDS21-101 be received for information.1.
8.3.FIN21-038 - 2022 Fees and Charges Re-affirmation 69
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.
8.4.CS21-072 - 2022 Council and Committee Meeting Schedule 105
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.
8.5.PDS21-102 - Request to Remove 103 Gurnett Street from the Aurora
Register of Properties of Cultural Heritage Value or Interest
121
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.
8.6.PDS21-103 - Heritage Permit Application, File: HPA-2021-08, 124
Wellington Street East
138
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 124 Wellington Street East.
2.
8.7.PDS21-106 - Heritage Permit Application, File: HPA-2021-09, 80 George
Street
156
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.
9.Notices of Motion
10.Regional Report
10.1.York Regional Council Highlights of September 23, 2021 169
That the York Regional Council Highlights of September 23,
2021, be received for information.
1.
11.New Business
12.Public Service Announcements
13.Closed Session
There are no Closed Session items for this meeting.
14.Adjournment
1
Town of Aurora
Accessibility Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, September 8, 2021
7:00 p.m.
Video Conference
Committee Members: Rachelle Stinson (Chair)
Matthew Abas (Vice Chair)
John Lenchak
Hailey Reiss
Max Le Moine (arrived at 7:56 p.m.)
Jo-anne Spitzer
Members Absent: Councillor John Gallo
Other Attendees: Councillor Wendy Gaertner
Mat Zawada, Accessibility Advisor
Ishita Soneji, Council/Committee Coordinator
_____________________________________________________________________
1. Procedural Notes
This meeting was held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Chair called the meeting to order at 7:03 p.m.
2. Approval of the Agenda
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
That the agenda as circulated by Legislative Services, be approved.
Carried
Page 1 of 179
2
3. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
4. Receipt of the Minutes
4.1 Accessibility Advisory Committee Meeting Minutes of June 9, 2021
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
That the Accessibility Advisory Committee meeting minutes of June 9,
2021, be received for information.
Carried
5. Delegations
None.
6. Matters for Consideration
6.1 Memorandum from Accessibility Advisor, Re: Site Plan Application SP-2021-
08 (Submission #1), 20 and 25 Mavrinac Boulevard
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee. The Committee and staff
reviewed the site plan and a further suggestion was made regarding
consideration for an additional path from the west parkette to the adjacent
blocks.
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Site Plan Application SP-2021-08
(Submission #1), 20 and 25 Mavrinac Boulevard, be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application SP-2021-08 (Submission #1) be received and referred
to staff for consideration and further action as appropriate.
Carried
Page 2 of 179
3
6.2 Memorandum from Accessibility Advisor; Re: Site Plan Application OPA-
2021-03, ZBA-2021-03 & SP-2021-07 (Submission #1), 15296, 15306 and
15314 Yonge Street
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee. The Committee reviewed the site
plan and sought clarification regarding the proposed accessible parking
and the layout of the main lobby from the Yonge Street entrance. The
Committee and staff further discussed regarding adequate accessible
access to the main lobby elevator. The Committee had no further input.
Moved by Matthew Abas
Seconded by John Lenchak
1. That the memorandum regarding Site Plan Application OPA-2021-03,
ZBA-2021-03 and SP-2021-07 (Submission #1), 15296, 15306 and
15314 Yonge Street be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application OPA-2021-03, ZBA-2021-03 & SP-2021-07
(Submission #1) be received and referred to staff for consideration
and further action as appropriate.
Carried
6.3 Memorandum from Accessibility Advisor; Re: Site Plan Application ZBA-
2017-06 (Submission #1), 15356 Yonge Street
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee. The Committee reviewed the site
plan and had no further input.
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Site Plan Application ZBA-2017-06
(Submission #1), 15356 Yonge Street, be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application ZBA-2017-06 (Submission #1) be received and
referred to staff for consideration and further action as appropriate.
Carried
Page 3 of 179
4
6.4 Memorandum from Accessibility Advisor; Re: Site Plan Application SP-2021-
01 (Submission #2), 45 Eric T Smith Way
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee, noting the developer's responses
to the previous submission. The Committee reviewed the site plan and
had no further input.
Moved by Hailey Reiss
Seconded by Matthew Abas
1. That the memorandum regarding Site Plan Application SP-2021-01
(Submission #2), 45 Eric T Smith Way, be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application SP-2021-01 (Submission #2) be received and referred
to staff for consideration and further action as appropriate.
Carried
6.5 Memorandum from Accessibility Advisory; Re: Site Plan Application SPM-
2021-01 (Submission #2), 15520 Yonge Street
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee, noting the developer's responses
to the previous submission. The Committee reviewed the site plan and
had no further input.
Moved by Hailey Reiss
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Site Plan Application SPM-2021-01
(Submission #2), 15520 Yonge Street, be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application SPM-2021-01 (Submission #2) be received and
referred to staff for consideration and further action as appropriate.
Carried
6.6 Memorandum from Accessibility Advisor; Re: Site Plan Application OPA-
2020-05, ZBA-2020-05 & SP-2020-04 (Submission #2), 1675 St. John’s
Sideroad
Page 4 of 179
5
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee, noting the developer's responses
to the previous submission. The Committee and staff reviewed the site
plan and further suggestions were made regarding consideration for
relocating the three barrier free parking spots on the south side of the
retail building to the west parking lot, closer to the sidewalk, and addition
of an elevator in the office building.
Moved by Matthew Abas
Seconded by Max Le Moine
1. That the memorandum regarding Site Plan Application OPA-2020-05,
ZBA-2020-05 & SP-2020-04 (Submission #2), 1675 St. John’s Sideroad,
be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application OPA-2020-05, ZBA-2020-05 & SP-2020-04
(Submission #2) be received and referred to staff for consideration
and further action as appropriate.
Carried
6.7 Memorandum Accessibility Advisor; Re: Site Plan Application SP-2018-05
(Submission #4), 1623 Wellington Street East
Staff provided an overview of the site plan and comments submitted to
the Planner on behalf of the Committee. The Committee reviewed the site
plan and had no further input.
Moved by Matthew Abas
Seconded by John Lenchak
1. That the memorandum regarding Site Plan Application SP-2018-05
(Submission #4), 1623 Wellington Street East, be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application SP-2018-05 (Submission #4) be received and referred
to staff for consideration and further action as appropriate.
Carried
Page 5 of 179
6
6.8 Round Table Discussion; Re: Town of Aurora Accessibility Plan 2018 to
2024
Staff provided an update on the accessibility video project to create videos
on various accessibility topics and to bring awareness in the community
regarding accessibility. Staff further provided details of the various video
topics thus far including Accessibility Advisory Committee's (AAC)
purpose and information on various types of disabilities and assisting
guidelines. The Committee provided further suggestions for the videos
and discussed on various means to make the videos available in addition
to the Town website and social media platforms. The Committee and staff
further discussed about introductory bios for AAC members on the Town
website and the Committee members agreed to follow up.
Staff advised that the Town of Aurora Accessibility Plan 2022 to 2026 is
being developed noting that the first draft will be circulated to the
Committee for review. The Committee and staff discussed about the
acknowledgement statement from the AAC on the plan and the
Committee agreed to develop and submit a collective statement. Staff
further noted that public consultation sessions will be held and advised
that the format of the plan has changed with more details forthcoming.
Staff provided an update on various summer projects to be discussed at
forthcoming meetings including an accessibility language guideline for
public and staff and developing a disability survey for International
Disabilities Day. Staff further provided an update regarding the installation
of ramp leading to the Aurora Senior's Centre entrance noting its
completion.
Staff advised on a new project for upgrading the downtown core with
various accessibility features such as accessible entrances to businesses,
Wifi access and wayfinding beacons, accessible lighting and on-street
parking, and accessible streetscape and landscape.
Staff noted that draft letters of appreciation for developers and
businesses for their efforts in making businesses and sites accessible will
be circulated to the Committee for review and comments.
Moved by Jo-anne Spitzer
Seconded by John Lenchak
Page 6 of 179
7
1. That the Accessibility Advisory Committee comments regarding the
Town of Aurora Accessibility Plan 2018 to 2024 be received and
referred to staff for consideration and further action as appropriate.
Carried
7. Informational Items
None.
8. Adjournment
Moved by Hailey Reiss
Seconded by Matthew Abas
That the meeting be adjourned at 9:23 p.m.
Carried
Page 7 of 179
1
Town of Aurora
Heritage Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Monday, September 13, 2021
7 p.m.
Video Conference
Committee Members: Jeff Lanthier (Chair)
John Green
Matthew Kinsella
Bob McRoberts
Councillor Sandra Humfryes (arrived 7:09 p.m.)
Members Absent: Hoda Soliman (Vice Chair)
Other Attendees: Mayor Tom Mrakas (ex-officio)
Brashanthe Manoharan, Planner/Heritage Planning
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Procedural Notes
This meeting was held electronically as per Section 19. i) of the Town's
Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation.
The Chair called the meeting to order at 7:06 p.m.
2. Approval of the Agenda
Moved by John Green
Seconded by Matthew Kinsella
That the agenda as circulated by Legislative Services, as amended with the
following addition, be approved:
Hassan Faraji, Applicant; Re: Item 6.1 - HPA-2020-04 - 74 Centre Street; in
attendance to speak to item and answer questions
Carried as amended
Page 8 of 179
2
3. Declarations of Pecuniary Interest and General Nature Thereof
Matthew Kinsella declared a pecuniary interest regarding Item 6.5 -
Memorandum from Planner/Heritage Planning; Re: Request to Remove 103
Gurnett Street from the Aurora Register of Properties of Cultural Heritage Value
or Interest, as he is the owner of the property; therefore, he did not take part in
the discussion of, or vote on, any question in respect of the matter.
4. Receipt of the Minutes
4.1 Heritage Advisory Committee Meeting Minutes of June 7, 2021
Moved by Matthew Kinsella
Seconded by John Green
That the Heritage Advisory Committee meeting minutes of June 7, 2021,
be received for information.
Carried
5. Delegations
5.1 Steve Armes, Resident; Re: Item 6.1 - Memorandum from Planner/Heritage
Planning; Re: Heritage Permit Application HPA-2020-04 - 74 Centre Street
Steve Armes expressed his opposition to the redevelopment proposal for
74 Centre Street and requested that the Committee reject the proposed
inappropriate redevelopment of the property and encourage the applicant
to engage with the community for input on a suitable design and plan. He
expressed concerns regarding the lack of design and appropriate heritage
styles, lot limitations, proposed parking, and front porch. Mr. Armes
expressed further concern regarding the long-term impact of unsuitable
construction within the heritage district.
Moved by John Green
Seconded by Matthew Kinsella
That the comments of the delegation be received and referred to Item 6.1.
Carried
Page 9 of 179
3
6. Matters for Consideration
The Committee consented to consider items in the following order: 6.1, 6.6, 6.2,
6.3, 6.4, and 6.5.
6.1 Memorandum from Planner/Heritage Planning; Re: Heritage Permit
Application HPA-2020-04 - 74 Centre Street
Hassan Faraji, Applicant, provided an overview of his application revisions
and neighbourhood consultation efforts. He spoke to the concerns
regarding vegetation, parking, front porch, interior and exterior design, and
compatibility. Mr. Faraji noted the need for multi-unit affordable housing
and reaffirmed his willingness to work with the community and staff.
Staff provided an overview of the memorandum and revised application.
The Committee expressed concerns regarding the timing and extent of the
applicant's community consultation, parking spaces across the front of
the house, unit parking distribution and control, front porch depth and
proximity/view to parking, potential basement units, and traffic. The
Committee expressed further concern about setting a precedent with the
first addition of a multi-unit dwelling in the heritage conservation district
(HCD) since it was established, and questioned the need for intensification
in the HCD. The Committee inquired about whether safeguards are included
in the HCD plan to restrict multi-unit dwellings, and recommended the plan
be reviewed and tightened up if needed. The Committee inquired about the
disposition of comments previously provided by members on the application,
and staff provided clarification on any comments received and next steps.
The Committee recommended that the applicant engage an experienced
heritage architect toward a good design that is compatible with the HCD
prior to arranging further consultation with the neighbourhood.
Moved by Matthew Kinsella
Seconded by Bob McRoberts
1. That the memorandum regarding Heritage Permit Application HPA-
2020-04 be received; and
2. That the Heritage Advisory Committee comments regarding Heritage
Permit Application HPA-2020-04 be received and referred to staff for
consideration and further action as appropriate.
Carried
Page 10 of 179
4
6.2 Memorandum from Planner/Heritage Planning; Re: Heritage Permit
Application File: HPA-2021-11 - 65 Spruce Street
Staff provided a brief overview of the memorandum and application.
The Committee expressed support and had no further comments.
Moved by Matthew Kinsella
Seconded by Bob McRoberts
1. That the memorandum regarding Heritage Permit Application File:
HPA-2021-11 be received; and
2. That the Heritage Advisory Committee comments regarding Heritage
Permit Application File: HPA-2021-11 be received and referred to staff
for consideration and further action as appropriate.
Carried
6.3 Memorandum from Planner/Heritage Planning; Re: Heritage Permit
Application File: HPA-2021-09 - 80 George Street
Staff provided a brief overview of the memorandum and application.
The Committee expressed support and had no further comments.
Moved by Bob McRoberts
Seconded by Matthew Kinsella
1. That the memorandum regarding Heritage Permit Application File:
HPA-2021-09 be received; and
2. That the Heritage Advisory Committee comments regarding Heritage
Permit Application File: HPA-2021-09 be received and referred to staff
for consideration and further action as appropriate.
Carried
6.4 Memorandum from Manager Parks and Fleet; Re: Tree Removal Permit
Application - 55 Metcalfe Street
Staff provided a brief overview of the memorandum and application.
The Committee commented on the maturity of the Linden tree and its
significance to the streetscape and inquired about any replacement plans.
Staff indicated that clarification would be sought from Parks staff. The
Page 11 of 179
5
Committee suggested that the Linden tree be replaced with a mature tree
of a different species.
Moved by John Green
Seconded by Bob McRoberts
1. That the memorandum regarding Tree Removal Permit Application –
55 Metcalfe Street be received; and
2. That the Heritage Advisory Committee comments regarding the Tree
Removal Application - 55 Metcalfe Street be received and referred to
staff for consideration and further action as appropriate.
Carried
6.5 Memorandum from Planner/Heritage Planning; Re: Request to Remove 103
Gurnett Street from the Aurora Register of Properties of Cultural Heritage
Value or Interest
Staff provided a brief overview of the memorandum and application.
The Committee commented on the poor condition of the dwelling and the
low score assigned to the property by the Evaluation Working Group, and
expressed support for staff's recommendation to remove the property
from the Register.
Moved by Councillor Humfryes
Seconded by John Green
1. That the memorandum regarding the removal of 103 Gurnett Street
from the Aurora Register of Properties of Cultural Heritage Value or
Interest be received; and
2. That the Heritage Advisory Committee comments regarding the
removal of 103 Gurnett Street from the Aurora Register of Properties
of Cultural Heritage Value or Interest be received and referred to staff
for consideration and further action as appropriate.
Carried
6.6 Memorandum from Planner/Heritage Planning; Re: Heritage Permit
Application File: HPA-2021-08 - 124 Wellington Street East
Chris Pretotto, Architect, of cspace architecture, provided background and
details about the proposed replacement windows, doors, and signage.
Page 12 of 179
6
Stacy DiPasquale, Melanie Harold, and Matt Powell, of Powell Contracting,
were also present to answer any questions.
Staff provided a brief overview of the memorandum and application.
The Committee inquired about the construction details of the windows
and the applicant provided clarification.
Moved by Bob McRoberts
Seconded by John Green
1. That the memorandum regarding Heritage Permit Application File:
HPA-2021-08 be received; and
2. That the Heritage Advisory Committee comments regarding Heritage
Permit Application File: HPA-2021-08 be received and referred to staff
for consideration and further action as appropriate.
Carried
7. Informational Items
None.
8. Adjournment
Moved by Matthew Kinsella
Seconded by Bob McRoberts
That the meeting be adjourned at 9:16 p.m.
Carried
Page 13 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CS2 1 -0 73
Subject: Administrative Procedure No. 58: Insurance and Risk Management
Prepared by: Sarah Gill, Paralegal – Insurance, Risk Management and Litigation
Department: Corporate Services
Date: October 5, 2021
Recommendation
1. That Report No. CS21-073 be received; and
2. That the Risk Management Policy and Enterprise Risk Management Framework
attached to this report be approved in principle.
Executive Summary
The purpose of this report is to advise Council of the work undertaken by staff and the
Town’s consultant to develop a new Risk Management framework and to introduce the
framework to Council prior to CAO approval and corporate-wide implementation.
The proposed Risk Management Policy aims to ensure the Town has an
appropriate risk management framework that is supported by consistent policies
and procedures that can be easily implemented by staff
An effective risk management program minimizes the uncertainty presented by
risks and is a key element of corporate governance
Through a solid Enterprise Risk Management Framework, the Town will be more
capable of identifying potential future events that could threaten success
The Town’s objectives for the Enterprise Risk Management Framework are to
provide an approach to risk management that encourages intelligent risk taking
There are numerous key benefits to an Enterprise Risk Management Framework
The implementation of a Corporate-wide Risk Management Policy will require a
significant shift in the way the Town operates
Page 14 of 179
October 5, 2021 2 of 6 Report No. CS21-073
Background
The Town’s Administrative Procedure No. 58: Insurance and Risk Management was
implemented in December 2001 and has not been updated or revised since its
inception. The Policy framework is significantly outdated and focuses primarily on
insurable risks.
Risk management is an integral part of the Town’s corporate governance framework,
and the Town requires policies and procedures that will formally integrate risk
management principles and strategies into the Town’s daily operations. This can be
achieved through formalized policies and procedures that address the Town’s strategic,
operational, and insured risks.
Further, the Town does not have a defined corporate risk tolerance level which creates a
lack of integration across the corporation. Individually staff assess risk; however, it’s
applied as an add-on rather than being embedded in the Town’s corporate culture and
integrated with other management processes which creates a “silo” approach, rather
than a strategic approach.
The purpose of this report is to advise Council of the work undertaken by staff and the
Town’s consultant to develop a new Risk Management policy and framework and to
introduce the framework to Council prior to CAO approval and corporate-wide
implementation.
Analysis
The proposed Risk Management Policy aims to ensure the Town has an appropriate risk
management framework that is supported by consistent policies and procedures that can
be easily implemented by staff.
Municipalities end up with some of the biggest risks in society and provide critical
services where mistakes can be costly, both financially and in terms of life safety. The
proposed Risk Management Policy, attached to this report, provides a concise policy
statement that embraces and commits to enhanced risk management in all aspects of
the Town’s operations, not just insured risks. It also includes an Enterprise Risk
Management Framework which will assist staff in identifying risks impacting the Town
and provide a method to treat, monitor and document risks through risk mitigation
plans. Lastly, the proposed policy provides for the implementation of a corporate Risk
Management Committee to advise, guide, and monitor the development and
Page 15 of 179
October 5, 2021 3 of 6 Report No. CS21-073
implementation of the policy and framework and to assist with the revision of existing
processes and the development of new procedures.
An effective risk management program minimizes the uncertainty presented by risks and
is a key element of corporate governance.
The process of risk management isn’t necessarily about avoiding all-risks, it’s more
about creating an integrated and balanced approach to intelligent risk taking which
aligns with the Town’s corporate objectives and creates a foundation for financial
health and operational success.
Risk management is a key element of corporate governance in public sector
organizations and should be embedded in the Town’s corporate culture.
Through a solid Enterprise Risk Management Framework, the Town will be more capable
of identifying potential future events that threaten could success.
Through a solid risk management framework, the Town will be more capable of
identifying potential future events that could threaten success, allow risks to be rated in
terms of likelihood and the extent of impact and allow staff to corporately consider
whether to tolerate, treat, transfer or terminate a risk.
The Town’s objectives for the Enterprise Risk Management Framework provide an
approach to risk management that encourages intelligent risk taking.
The Town’s objectives for the ERM Framework are as follows:
to encourage the integration of Risk Management into the activities of all staff;
to provide a systematic approach to the early identification and management of
risks;
to raise awareness of the operational risks that are associated with the Town’s
operations;
to encourage staff in intelligent risk taking in the pursuit of new ideas and
innovation;
to ensure legal and statutory compliance as a minimum standard;
to provide consistent Risk Assessment criteria;
to make available accurate and concise risk information that informs decision -
making;
Page 16 of 179
October 5, 2021 4 of 6 Report No. CS21-073
to adopt risk treatment strategies that are cost effective in reducing risk to an
acceptable level; and
to monitor and review risk levels on a continuous basis to ensure that risk exposure
remains within an acceptable level.
There are numerous key benefits to an Enterprise Risk Management Framework.
The key benefits and expectations of the Enterprise Risk Management Framework are
summarized as follows:
Risk Awareness: an enhanced understanding of risks and related controls
Resource Allocation: cost-effective Risk Mitigation priorities are clearly defined.
Dependencies: improved appreciation of internal organizational dependencies.
Proactivity: risk issues are identified earlier.
Communication: practical and useful basis for reporting on risk.
Risk Culture: creating a transparent, inclusive, integrated, and systematic approach
to Risk Management to improve risk-based decision-making at all levels.
Continuous Improvement: progressively enhanced processes and procedures, Risk
Assessment and decision-making skills within the Town’s staff.
The implementation of a Corporate-wide Risk Management Policy will require a significant
shift in the way the Town operates.
The implementation of the attached Corporate-wide Risk Management Policy will
require change management and corporate-wide training and development for new and
existing staff. Further, in order to properly implement the Town’s Enterprise Risk
Management Policy and Framework, the next step in the program is to revise existing
processes and develop new procedures. The development of best practices will guide
staff in effective risk management, improve service levels, address operational and
strategic risks and minimize the Town’s losses related to claims. Staff have requested
additional funding in the 2022 budget for this next step in the program.
Advisory Committee Review
Not Applicable
Page 17 of 179
October 5, 2021 5 of 6 Report No. CS21-073
Legal Considerations
Failure to adopt a robust risk management framework can have a negative impact on
the Town in relation to the following risk categories: political, social, people, culture,
process, systems, financial and insurable. Further, it may negatively impact the Town’s
financial health, lead to project failure, have negative reputational impacts, and reduce
operational efficiency.
Financial Implications
Staff have requested additional funding in the 2022 budget to further develop the
Town’s Enterprise Risk Management Policy and Framework through development of
best practices and procedures.
Communications Considerations
The Town will use “inform” as the level of engagement for this item. If approved, the
Town’s ERM Policy will be shared with the community by way of the Town’s website, as
well as through the monthly Council Highlights media release.
Link to Strategic Plan
Promoting service accountability, excellence and innovation.
Alternative(s) to the Recommendation
1. That Council direct revisions to the Enterprise Risk Management Framework and
Policy.
Conclusions
The implementation of a corporate-wide Enterprise Risk Management Framework and
Policy is a key element of corporate governance and will aid the Town in creating a
foundation for financial health and operational success.
Attachments
1. Risk Management Policy Development Report and Policy, June 4, 2021.
Page 18 of 179
October 5, 2021 6 of 6 Report No. CS21-073
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on September 16, 2021
Approvals
Approved by Techa Van Leeuwen, Director, Corporate Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 19 of 179
Topic: Risk Management Report Affects: All Staff
Section: Replaces:
Original Policy Date: December 4, 2001 Revision Date: August 4, 2021
Effective Date: January 1, 2022 Proposed Revision Date: January 1, 2024
Prepared By: Legal Services Approval Authority: CAO
Risk Management Policy Development Report
With Respect to Policy No. 58 Risk Management Policy
Page 20 of 179
2
Town of Aurora
Project No. 2020-22-CS-L
Risk Management Policy Development
Final Report
Submitted by Sigma Risk Management Inc.
June 4, 2021
Page 21 of 179
3
Risk Management Policy Development
Table of Contents
1. GENERAL ....................................................................................................................................... 4
Introduction ............................................................................................................................ 4
Objectives............................................................................................................................... 4
Deliverables............................................................................................................................ 4
Information ............................................................................................................................ 4
2. REVIEW OF CURRENT RISK MANAGEMENT ............................................................................... 5
Policy ...................................................................................................................................... 5
Current Risk Management .................................................................................................... 5
Policy Desiderata ................................................................................................................... 6
3. RISK MANAGEMENT POLICY ....................................................................................................... 7
4. RISK IDENTIFICATION AND ASSESSMENT ................................................................................ 8
Risk Orientation ..................................................................................................................... 8
Risk Identification .................................................................................................................. 8
Risk Assessment ................................................................................................................... 8
5. RISK PRIORITIZATION .................................................................................................................. 9
Risk Matrices ......................................................................................................................... 9
Key Risks .............................................................................................................................. 12
6. Conclusion ................................................................................................................................... 13
Administrative Policies & Procedures ............................................................................................... 14
APPENDIX A: RISK MANAGEMENT POLICY ..................................................................................... 14
APPENDIX B: RISK REGISTER ............................................................................................................ 25
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1. GENERAL
Introduction
This report outlines the results of a study to develop and draft a Risk Management Policy for the
Town of Aurora.
Objectives
Objectives of the study were as follows:
1. Review and assess the Town’s existing risk management policy;
2. Speak to and engage with Town staff;
3. Draft a new risk management policy;
4. Finalize the draft with the Town’s staff;
5. If necessary, present the new policy to Town Council.
Deliverables
The project deliverables were as follows:
1. Report on the project;
2. Draft risk management policy;
3. Final risk management policy;
4. Presentation materials to Council, if requested.
Information
The information reviewed included the following:
Table 1-1: Information Reviewed
1. Insurance and Risk Management Policy No. 58
2. Aurora Hazard Identification and Risk Assessment 2020
3. Combined Municipalities Hazard Identification and Risk Assessment 2020
4. Face Coverings During COVID-19 Procedure
5. Detail on Town’s operations and financials (as available on its website)
Discussions were held with the following persons:
Table 1-2: Discussions
1. Doug Nadorozny
2. Techa Van Leeuwen
3. Rachel Wainwright-van Kessel
4. Robin McDougall
5. Al Downey
6. David Waters
7. Bill Jean
8. Anna Henriques
9. Anca Mihail
10. Lisa Hausz
11. Phillip Rose-Donahoe
12. John Firman
13. Patricia De Sario
14. Slav Szlapczynski
15. Sarah Gill
16. Polina Romanos
17. Franco DeMarco
18. Karie Papillion
19. Ivy Henriksen
20. Alexander Wray
21. Demetre Rigakos
22. Eliza Bennett
23. Michael De Rond
24. Dan Johnson
25. Lianne Jalali
26. Martin Stefanczyk
27. Michael Mulvenna
28. Adrian Wong
29. Elizabeth Adams
30. Jason Gaertner
31. Anna Ruberto
32. Jim Tree
33. Sara Tienkamp
34. Dan Naccarato
35. Lindsay Hayworth
36. Shawna White
37. Doug Bertrand
38. Lisa Warth
39. Shelley Ware
40. Michelle Morris
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2. REVIEW OF CURRENT RISK MANAGEMENT
Policy
Currently the Town does not have an integrated risk management policy.
There is an insurance and risk management policy (Administrative Procedure No. 58). This policy
is more than twenty years old and is directed only at Insurable Risk, insurance and third-party
claims against the Town.
We understand that the procedure is regarded by Legal Services, who have responsibility for
insurance, as obsolete and is not used.
Current Risk Management
The Town has some of the following Risk Management practices in place at the departmental
level:
1. health, safety and environmental policy and procedures
2. cyber and IT Risk Management
3. facilities security
4. fire and emergency services
5. corporate insurance program
6. project management office (including Risk Management) on capital projects (particularly
the Town Square and Fire Hall projects)
7. hazardous materials risk Control (including refrigeration media)
8. COVID-19 protocols
9. social Risk Mitigation processes
10. water treatment risk Control
11. facility inspection, securities, fire and vandalism prevention
12. urban forest disease prevention programs
13. storm sewer maintenance and protection
14. financial security and monitoring on development projects
15. contract management/ownership (including additional insured status on contractor’s
insurance)
16. internal Controls on finance, treasury, and procurement functions
17. privacy protection on personal information
18. some succession planning
19. periodic internal audits
20. tax stabilization reserve for self insured on uninsured loss
21. environmental assessments on developments.
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For the most part, these risk mitigation measures are not formally documented and are conducted
in a departmental silo and have not been integrated at the corporate level.
Policy Objectives
The Town’s expressed objectives for a new risk management policy are as follows:
• integrate current Risk Management principles and strategies into a formal policy;
• provide a strong resilient policy that is efficient and effective to assist staff in decisions;
• results in improved and consistent practices;
• tailored to the Town’s specific operational and strategic risks;
• user-friendly for staff;
• identify the Town’s Key Risks.
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3. RISK MANAGEMENT POLICY
Based upon our review and discussion with Town Staff, Sigma Risk drafted a new risk
management policy based upon the generally accepted integrated enterprise risk management
approach as tailored for the Town.
This policy is set forth in Appendix A.
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4. RISK IDENTIFICATION AND ASSESSMENT
As part of our engagement with the Town’s staff, we facilitated four risk processes with the group,
three of which are discussed below.
The fourth - risk prioritization - is discussed in Section 5.
Risk Orientation
A brief orientation on the project and its framework was provided to staff.
Risk Identification
Fourteen meetings were held with Town staff (see Table 1.2). In each meeting, staff identified
possible adverse Events that would pose a threat to the Town and its objectives.
These Events were recorded in the following risk categories:
• Political and Social Risk
• Financial Risk
• People and Culture Risk
• Process and Systems Risk
• Insurable Risk
Over eighty Events were recorded on the Town’s first ever Risk Register.
Risk Assessment
Town staff were then asked to anonymously rate each Event as to its Likelihood, and to estimate
the Impact of the Event in three categories: financial, employee well-being/public safety and
reputational.
The qualitative rating metrics used were as follows:
Likelihood Financial Impact
Employee Well Being or
Public Safety Impact Reputational Impact
1. Remote 1. Minimal 1. Minimal 1. None
2. Unlikely 2. Minor 2. Minor 2. Low
3. Somewhat Likely 3. Moderate 3. Moderate 3. High
4. Likely 4. Major 4. Major
5. Very Likely
The results for each Event were then recorded on the Town’s Risk Register, which is set forth in
full in Appendix B.
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5. RISK PRIORITIZATION
Risk Matrices
The quantitative results of the Risk Assessment were then plotted on two separate Risk Matrix
heat maps.
The first Risk Matrix (Figure 5-1) was based solely on the financial Impact metric from the Risk
Register. The second Risk Matrix is based upon the combined financial, employee well-being and
reputational impact metrics from the Risk Register. That Risk Matrix is shown in Figure 5-2.
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Figure 5-1: Financial Risk Matrix
Risk Tolerance
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11
Risk Tolerance
Figure 5-2: Organization Risk Matrix
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Key Risks
On each Risk Matrix and based on discussions, judgment and experience, a Risk Tolerance
demonstration line is (shown in red on each Risk Matrix).
From this analysis, thirteen events emerged Key Risks to be prioritized for response. These Key
Risks are set forth in Table 5-1, along with the Risk Owner.
Table 5-1: Key Risks
Event Risk Owner
Financial
1. underfunding of asset management Department Heads 1
2. cost overrun or delay on library extension project Community Services
3. pandemic CAO’s Office
4. recession CAO’s Office
Organizational
5. blockage of storm ponds resulting in flood Operations
6. employee mental health deterioration Human Resources
7. insufficient human resources Department Heads 2
8. transgression by resident or other person CAO’s Office
9. Unplanned work arising from Council decisions CAO’s Office
Insurable
Risk Control Insurance
10. liability for sanitary or storm sewer backup Operations Legal Services
11. windstorm damage Community Services, Operations Legal Services
12. winter storm damage Community Services, Operations Legal Services
13. third party bodily injury liability Community Services, Operations Legal Services
Notes:
1. Financial and insurable Events were derived using only financial Impacts.
2. Organizational Events were derived from adding financial, employee/public well-being and reputational
Impact ratings.
1 Subject to Council final approval
2 Subject to Council final approval
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6. Conclusion
To complete the Town’s enterprise Risk Management processes, the Town will need to
1. complete the Risk Mitigation Action Plans for the Key Risks in accordance with the
Risk Management Policy
2. communicate the results through various communication channels within the Town,
to Council and to the Town’s other stakeholders
3. prepare or update supporting policies and procedures, for instance
• Driver Vehicle Policy (who can drive, minimum qualifications, abstracts,
demerit points)
• Facility Users Insurance Policy and Program
• Full review of the Insurance Coverage/Program
• Insurance Requirements Policy and Standards
• Risk Management Committee Policy and Terms of Reference
• Litigation and Claims Policy
• Incident/Accident Reporting and Review
• Municipal Alcohol Policy
• Waivers and Informed Consents
• Contract Management
• Risk Assessment Procedure
• Property Inspection and Appraisals
• Loss Control Policy
• Security and Holdback Release Procedure
The Town will then need to repeat the Risk Identification, Risk Assessment and Risk Prioritization
processes, either fully or partially, on an annual basis.
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APPENDIX A: RISK MANAGEMENT POLICY
Topic: Risk Management Policy Affects: All Staff
Section: Replaces: Administrative Procedures No. 58
Original Policy Date: December 4, 2001 Revision Date: June 2, 2021
Effective Date: January 1, 2022 Proposed Revision Date: January 1, 2024
Prepared By: Legal Services Approval Authority: CAO
1. Policy Statement
The leadership at The Corporation of the Town of Aurora (the “Town”) recognizes that Risk
Management is an integral part of the Town’s governance framework and operating environment
and is committed to establishing an environment that ensures Risk Management is a
fundamental part of all of the Town’s activities.
The ability of the Town to protect its financial health and meet its strategic and operational
objectives relies heavily on the Town’s ability to identify, analyze, evaluate, react to and manage
risks.
This document sets out the Town’s policy and approach to integrated Risk Management
(generally referred to as Enterprise Risk Management or ERM) and the assignment of roles and
responsibilities for that function.
This document also sets forth the ERM Framework adopted by the Town for identifying,
assessing, managing, and responding to the risk of adverse Events that may materialize, and the
risk processes required.
Administrative Policies & Procedures
Policy No. 58 Risk Management Policy
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2. Purpose
The purpose of this policy is to ensure the Town is a risk aware institution focused on properly
managing its risks while pursuing opportunities to enhance the delivery of services to the
residents of the Town of Aurora. All Town employees are responsible for managing risk as part
of their daily responsibilities and the Town has implemented a formal program to guide the
identification, assessment, treatment, monitoring and reporting of risks across the organization.
The Town’s objectives for the ERM Framework are as follows:
• to encourage the integration of Risk Management into the activities of all staff;
• to provide a systematic approach to the early identification and management of risks;
• to raise awareness of the operational risks that are associated with the Town’s operations;
• to encourage staff in intelligent risk taking in the pursuit of new ideas and innovation;
• to ensure legal and statutory compliance as a minimum standard;
• to provide consistent Risk Assessment criteria;
• to make available accurate and concise risk information that informs decision-making;
• to adopt risk treatment strategies that are cost effective in reducing risk to an acceptable
level; and
• to monitor and review risk levels on a continuous basis to ensure that risk exposure
remains within an acceptable level.
The key benefits and expectations of the ERM Framework are summarized as follows:
• Risk Awareness: an enhanced understanding of risks and related Controls
• Resource Allocation: cost-effective Risk Mitigation priorities are clearly defined.
• Dependencies: improved appreciation of internal organizational dependencies.
• Proactivity: risk issues are identified earlier.
• Communication: practical and useful basis for reporting on risk to the ELT.
• Risk Culture: creating a transparent, inclusive, integrated and systematic approach to Risk
Management to improve risk-based decision-making at all levels and for all issues that
aids in the application of due diligence in decision-making and exercising an appropriate
level of due care in daily operations.
• Continuous Improvement: progressively enhanced Risk Assessment and decision-
making skills within the Town’s staff.
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3. Scope
ERM Framework
The term Enterprise Risk Management (ERM) refers to a generally-accepted framework designed to
identify and assess all of the Events with the potential to adversely and materially Impact the
enterprise and then prioritize and manage these risks on an integrated and cost-effective basis.
The Town’s ERM Framework, policy, processes and reporting is based upon, and is intended to be in
compliance with, the COSO ERM Standard, the ISO 31000 Risk Management Standard and the
Treasury Board Secretariat Framework for the Management of Risk.
For overall graphical perspective, the Risk Processes are shown graphically below.
Risk Categories
For purposes of Risk Tolerance and risk processes, the following risk categories have been
adopted:
1. Political and Social Risk
2. People and Culture Risk
3. Process and Systems Risk
4. Financial Risk
5. Insurable Risk
Identify
Assess
Respond
Mitigate
Communicate
Monitor Risk Register
Risk Matrix
Risk Mitigation
Plans
Figure 1: Town’s ERM Processes and Documents (as per TBS)
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Risk Tolerance
The Town’s ERM Framework is to produce an annual Risk Tolerance Statement to define the
amount of risk that the Town is generally willing to assume in each risk category.
The Risk Tolerance is to be integrated into the Town’s strategic planning and daily operational
processes and its decision making.
The Risk Tolerance is set annually by Council, upon the recommendation of ELT, and will consider
a number of factors and information including overall risk appetite, emerging risks, temporal
changes in Likelihoods and Impacts, input from stakeholders and the expectations of the Town’s
citizens and partners.
The Town’s Risk Tolerance Statement will set forth the Town’s tolerance in each risk category in
accordance with the following definitions.
Very Low - the Town is not willing to tolerate any material exposure to adverse Events.
Controls are substantial.
Low Risk - the Town is willing to tolerate Events that will not seriously impede its strategic
and operational objectives. Controls are designed to be effective to a high confidence
level.
Moderate Risk - the Town is willing to tolerate certain types of Events that may delay or
disrupt its strategic and operational objectives. Controls and monitoring are in place and
are generally effective.
Healthy Risk - the Town is willing to tolerate certain categories of Events that may cause
serious delay or disruption to the Town’s short-term strategic or operational objectives, if
the expected benefits justify the risk taken or if no or little cost-effective Control is
feasible.
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4. Definitions
CAO: the Town’s Chief Administrative Officer.
Consequence: outcome of an Event affecting objectives; same as Impact. An Event can lead to a
range of Consequences. A Consequence can be certain or uncertain and can have positive or
negative outcomes. Consequences can be expressed qualitatively or quantitatively. Initial
Consequences can escalate through knock-on effects.
Control: measure that is modifying risk.
ELT: the Town’s Executive Leadership Team.
Event: occurrence or change of a particular set of circumstances. An Event can be one or more
occurrences, and can have several causes. An Event can consist of something not happening. An
Event is sometimes referred to as an “incident” or “accident”. An event without Consequences
can also be referred to as a “near miss”.
ERM Framework: has the meaning as set out in section 4.1.
External Risk: a risk that arises from outside Events over which the Town has no or limited
Control.
Financial Risk: a risk that would impact the Town’s short-term or long-term financial viability
and/or operational or capital budgets.
Frequency: number of Events or outcomes per defined unit of time.
Impact: outcome of an Event affecting the Town’s strategic or operational objectives; same as
Consequence.
Insurable Risk: any Event for which insurance is available.
Key Risk: is a risk that exceeds the Town’s Risk Tolerance and should be mitigated to the extent
that it is cost-beneficial.
Legal, regulatory and compliance: risk failure of an organization's adherence to laws, regulations,
guidelines and specifications relevant to its business processes.
Likelihood: chance of something happening; same as Probability.
People and Culture Risk: the risk of fault or shortfall in the Town human resources or its
management or an Event that has negative Consequences for staff or the public that Impacts
overall safety.
Political and Social Risk: the risk that political decisions, Events, or conditions will adversely
affect the Town’s strategies and objectives, or that the risk that society (or parts thereof) will not
support, or will disrupt, the Town’s strategies or objectives.
Probability: measure of the chance of occurrence expressed as a number between 0 and 1, where
0 is no possibility of an Event occurring and 1 is with absolute certainty of an Event occurring.
Process and Systems Risk: the risk of failure in the Town’s business processes or systems.
Reputational Risk: the possibility that an Event may damage the good name or standing of the
Town.
Risk Acceptance: informed decision to accept and retain a particular risk.
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Risk Assessment: overall process of Risk Identification, risk analysis and Risk Evaluation.
Risk Evaluation: process of comparing the results of Risk Analysis with risk criteria to determine
whether magnitude is acceptable or tolerable. Risk Evaluation assists in the decision about risk
treatment; same as Risk Response or Risk Prioritization.
Risk Identification: process to finding, recognizing, and describing possible adverse Events,
providing a Risk Register.
Risk Indicator: a measure used to indicate how risky an activity is.
Risk Management: coordinated activities to direct and Control an organization with regard to risk.
Risk Management Committee or RMC: a staff working group created for the purpose of working
on Risk Management initiatives.
Risk Matrix: a tool for ranking and displaying risks by defining ranges for Consequence and
Likelihood of risk.
Risk Mitigation: the process to modify an Events Probability and/or Impact.
Risk Owner: person or department with the accountability and authority to manage a risk.
Risk Register: schedule of possible adverse Events, including the Event’s Probability, Impact and
Reputational effects.
Risk Tolerance: amount of risk that the Town will accept and tolerate for a given type of Event.
5. Responsibilities
The Town’s Council, upon recommendation of ELT, will annually review, update, and
communicate the Risk Tolerance Statement to the Corporation.
ELT and Managers will know and apply the Town’s Risk Tolerance in planning and decision-
making and will ensure that Events within each category of risk are being cost-effectively
managed to within the specified Risk Tolerance. Directors and Managers will participate in the
annual Risk Identification process.
Legal Services will be responsible for maintaining and updating, as necessary, this Risk
Management Policy document, for facilitating the annual Risk Identification process and for
producing the Risk Register, Risk Matrix and list of prioritized Key Risks in conjunction with the
Town’s RMC. Legal Services will also be responsible for the evaluation of all Insurable Risks, the
procurement of the appropriate insurance coverage, the administration of third party, automobile,
and insurance claims and for ensuring the Town has appropriate risk transfer policies and
procedures for staff to follow.
Risk Management is the responsibility of all Town staff. Before initiating any significant Event or
activity, an operational Risk Assessment process is to be undertaken.
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6. Procedure
This section provides procedures for conducting the ERM risk processes, as follows:
1. Risk Identification
2. Risk Assessment
3. Risk Response
4. Risk Mitigation
5. Risk Monitoring
6. Risk Communication
7. Training.
Risk Identification
The Town’s management and staff shall identify Events that present internal and/or External
Risks that may prevent the fulfilment of the Town’s strategic or operational objectives. This Risk
Identification exercise is to be repeated annually with a view to identifying change in already
recorded risks and in emerging risks.
Before initiating any significant Event or activity, an operational Risk Identification and Risk
Assessment process is to be undertaken by the appropriate staff. Risk Assessment should also
consider the Frequency and Legal and Regulatory Compliance.
The Events are to be recorded on the Town’s Risk Register.
Legal Services will oversee and facilitate the Risk Identification process in conjunction with the
RMC. The Risk Register will be prepared, reviewed, and maintained by Legal Services.
Risk Assessment
Directors and Managers shall annually receive orientation on the Risk Matrix through the RMC
and then collectively discuss and determine:
1. the Likelihood of any adverse event on the Risk Register occurring;
2. the expected resultant adverse Impact (both financially and organizationally) on the Town;
and
3. the Reputational Risk effects.
Table 1 provides Likelihood classes against which events can be assessed in terms of Likelihood.
Table 1: Likelihood Criteria
Class Descriptor Probability Range Next 2-3 Years
1 Remote <5%
2 Unlikely 5-10%
3 Somewhat Likely 10-25%
4 Likely 25-50%
5 Very Likely >50%
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Table 2 summarizes Impact rating criteria to be used in Risk Assessment.
Table 2: Impact Classes
Impact
Class Description Characteristic
1 Minimal
the impact of the event on the Town is minimal and well within it’s ability to
absorb without threat to the Town’s strategic or operational objectives or
resources and/or there is no threat to employee well-being or public safety.
2 Minor
there is some impact on the Town and it’s within budget and resources, but
within its ability and budgeted and scheduled variance allowances, and/or
there is a minor impact on employee well-being or public safety and the risk
can be mitigated.
3 Moderate
there is a notable delay or disruption to either strategic or operational
objectives, as well as budget and/or schedule and/or there is a moderate
impact on employee well-being or public safety and the risk mitigation would
be difficult to achieve.
4 Major
there is a serious disruption of strategic and operational objectives and/or
serious stress on resources and budget and/or there is major impact to
employee well-being or public safety and the risk cannot be mitigated.
Risk Response
Legal Services will collate and facilitate the results of the Risk Assessment process through the
RMC by inserting the Likelihood and Impact Risk Metrics for each event on the Risk Register.
Legal Services through the RMC will prepare a Risk Matrix, with the Town’s Risk Tolerance
imbedded thereon.
Events which appear to be at, or outside of, the corporate Risk Tolerance on the Risk Matrix will
be identified by the RMC and will be reported to ELT to designate the Town’s Key Risks.
Ownership of a Key Risk will be assigned by the CAO to the appropriate director, manager, or
department.
A Key Risk Indicator or Indicators will then be agreed upon with the Risk Owner(s).
Risk Mitigation
The Town may choose Risk Acceptance, transfer, Control, prevent, insure, or take steps to
otherwise avoid the risks on the Risk Register.
Possible risk response options include:
• Tolerate - do nothing, retain the risk and accept the Impact of the risk (e.g., self-insure);
• Transfer - transfer risk ownership and liability to a third party (e.g., insurance, outsourcing,
obtain indemnity, etc.);
• Terminate - change or Control a business process or objective so as to avoid the risk (e.g.,
eliminate, prohibit, divest, etc.); and
• Treat - undertake actions aimed at reducing either the likelihood or impact (or both) of the
risk (e.g., process or control improvement, re-organization, re-design, etc.)
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In determining the preferred Risk Mitigation strategy, consideration will be given to the cost of the
treatment as compared to the likely risk reduction that will result, as would be determined under
a benefit-cost analysis. The larger the risk or cost, the more rigorous the benefit-cost analysis will
be.
Risk Owners will be responsible for developing and implementing Risk Mitigation action plans
based on the Town‘s chosen risk response.
The CAO or ELT will approve the Risk Mitigation action plans.
On approval of the preferred Risk Mitigation action plan, the following will occur:
1. The risk will be mitigated if it can be implemented within existing financial resources;
2. The cost of any Risk Mitigation action shall be incorporated into the relevant budget and
planning process;
3. A cost and schedule for the Risk Mitigation plan will be established;
4. A Key Risk Indicator or Indicators will be determined by the Risk Owner to measure
progress and effectiveness; and
5. Where Risk Mitigation is out of budget or cannot be achieved within the Town’s existing
policies, a report will be brought to Council for additional funding or a decision on Risk
Mitigation.
The Risk Management Committee will support and monitor the development and deployment of
Risk Mitigation action plans by providing self-assessment and monitoring tools that allow Risk
Owners to ascertain where controls are required and/or where improvement is needed.
Each Risk Mitigation action plan will clearly define what Controls currently exist, what further
action is required, who will be responsible for planning and executing the actions, the benefit-cost
of the Risk Mitigation, a schedule, and a budget.
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Table 3 below sets forth a template for a Risk Mitigation Action Plan.
Table 3: Risk Mitigation Action Plan
TOWN OF AURORA KEY RISK MITIGATION ACTION PLAN TEMPLATE
RISK CATEGORY:
EVENT:
RISK TOLERANCE FOR EVENT:
LIKELIHOOD OF EVENT:
IMPACT:
OWNER OF RISK:
BACKGROUND ON RISK:
CURRENT AND PLANNED RISK MITIGATION:
BUDGET AND SCHEDULE:
PROGRESS:
KEY RISK INDICATOR(S):
DATE:
DATE OF NEXT PLAN UPDATE:
Risk Monitoring
To ensure that changes in risk, emerging risks and progress on Risk Mitigation action plans are
monitored, RMC through Legal Services will report annually to the ELT on the following:
1. the Risk Mitigation action plans and their progress and approval,
2. updated Risk Register,
3. updated Risk Matrix,
4. updated Key Risk Indicators.
Communication
Communication of the Risk Management Framework and the risk processes to staff will be the
responsibility of the Legal Services, through the RMC.
Legal Services, through the RMC, will have responsibility to ensure adequate information and
communication channels are present within the corporation so that directors, managers and staff
are aware of the risks facing the Town and are aware of their responsibility to mitigate negative
outcomes.
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Training
Legal Services, through the RMC, is responsible for ensuring that appropriate Risk Management
orientation and training is provided to relevant personnel, including new staff and Council, and
that information on the Risk Management Framework, processes and results is disseminated to
all employees.
Training for Council will be at the beginning of the term at Council orientation.
7. Regulatory/References/Codes/Standards
Committee of Sponsoring Organizations of the Treadway Commission, Enterprise Risk
Management - Integrated Framework
https://www.coso.org/Pages/erm-integratedframework.aspx
International Organization for Standardization, ISO 31000 - Risk Management
https://www.iso.org/iso-31000-risk-management.html
Treasury Board of Canada Secretariat, Guide to Integrated Risk Management
https://www.canada.ca/en/treasury-board-secretariat/corporate/risk-management/guide-
integrated-risk-management.html
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APPENDIX B: RISK REGISTER
Risk Category Event Likelihood Financial
Impact
Org.
Impact
Political and Social Risk 1 change in Provincial legislation 3.26 2.22 5.22
Political and Social Risk 2 unplanned work arising from Council decisions 4.45 1.90 5.22
Political and Social Risk 3 insufficient consultation with the community 2.70 1.63 5.32
Political and Social Risk 4 transgression by resident or other person 4.35 1.45 6.46
Political and Social Risk 5 failure in social media platform management 2.53 1.19 5.07
Political and Social Risk 6 uncredited copyright resulting in claim 2.50 1.92 5.27
Political and Social Risk 7 social media backlash 3.89 1.16 5.58
Political and Social Risk 8 misalignment of political and administrative objectives 3.06 1.94 5.72
Political and Social Risk 9 alleged or actual conflict of interest by town councillor 2.22 1.87 6.15
Financial Risk 10 tenant’s failure to pay rent 2.87 1.80 4.30
Financial Risk 11 loss of revenue from facility closure 3.82 2.24 5.74
Financial Risk 12 paid vendor not performing due to contract wording dispute 2.67 1.88 5.29
Financial Risk 13 inadequate reserve for self-insured loss 1.00 2.00
Financial Risk 14 recession 3.18 2.56 5.90
Financial Risk 15 underfunding of asset management 3.24 2.88 6.69
Financial Risk 16 interest rate increase 3.53 2.33 5.19
Financial Risk 17 taxpayer default 3.00 2.00 4.86
Financial Risk 18 loss of revenue from non-collection of fees 3.12 2.00 5.00
Financial Risk 19 insurance cost increase 4.00 1.00
Financial Risk 20 default of a developer 2.08 2.58 5.74
Financial Risk 82 cancellation of excess worker’s compensation insurance 2.0 2.0
People and Culture Risk 21 lack or failure of succession plan 3.10 1.58 5.16
People and Culture Risk 22 failure to adequately recruit personnel 3.00 1.78 5.88
People and Culture Risk 23 labour disruption 1.82 2.20 6.61
People and Culture Risk 24 failure of inter-departmental communication 3.25 2.11 5.89
People and Culture Risk 25 errors or omissions 2.06 2.00 5.95
People and Culture Risk 26 insufficient human resources 3.00 1.83 6.52
People and Culture Risk 27 employee harm 1.72 2.13 7.24
People and Culture Risk 28 employee mental health deterioration 3.05 1.76 6.98
People and Culture Risk 29 failure of self-insured group benefits plan 1.87 1.29 4.83
People and Culture Risk 30 employee abuse 2.79 1.53 6.69
People and Culture Risk 31 non-conformance with code of conduct 3.21 1.24 5.71
People and Culture Risk 32 human rights claim 1.94 2.13 6.90
People and Culture Risk 33 lack of oversight by Management 2.53 2.06 6.18
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Risk Category Event Likelihood Financial
Impact
Org.
Impact
Process and Systems Risk 34 failure of program software 2.89 1.81 5.28
Process and Systems Risk 35 cost overrun or delay on library extension project 3.40 2.73 6.87
Process and Systems Risk 36 pool leak 3.07 2.27 5.67
Process and Systems Risk 37 damage of donated item (museum) 1.62 1.31 4.38
Process and Systems Risk 38 IT system loss 3.13 2.21 5.81
Process and Systems Risk 39 failure in contract management 2.76 2.27 6.06
Process and Systems Risk 40 breach of privacy 2.56 1.94 6.43
Process and Systems Risk 41 contract agreement not renegotiated upon expiry 3.07 1.79 4.85
Process and Systems Risk 42 wrongful dismissal 2.07 2.21 6.35
Process and Systems Risk 43 voting fraud in Municipal election 1.47 1.86 6.19
Process and Systems Risk 44 failure to meet accessibility requirements 2.44 1.88 5.73
Process and Systems Risk 45 redundancy in projects across divisions 2.83 1.75 4.83
Process and Systems Risk 46 failure to meet public sector accounting standards 1.57 1.75 5.21
Process and Systems Risk 47 failure of payroll system 2.12 2.07 6.14
Process and Systems Risk 48 failure or error in procurement process 2.50 2.47 6.09
Process and Systems Risk 49 insufficient snow removal 2.44 1.73 6.03
Process and Systems Risk 50 infestation in urban forest 2.67 2.18 5.77
Process and Systems Risk 51 blockage of storm ponds resulting in flood 2.86 2.85 7.35
Process and Systems Risk 52 pool leak 4.00 1.00
Process and Systems Risk 53 pandemic 5.00 2.00
Process and Systems Risk 54 physical security breach 1.80 3.00
Process and Systems Risk 55 failure to obtain additional insured status 3.80 2.00
Process and Systems Risk 56 failure to maintain roads 3.00 2.00
Process and Systems Risk 57 cost overrun and/or schedule delay on new fire hall project 3.00 2.00
Process and Systems Risk 58 defects in newly acquired commercial property 2.00 2.00
Process and Systems Risk 59 failure to adequately test water quality 1.00 3.00
Process and Systems Risk 60 major electrical power outage 2.00 2.00
Process and Systems Risk 61 violence or terrorism 1.00 3.00
Process and Systems Risk 62 failure to maintain Town property 2.00 2.00
Process and Systems Risk 63 key aspect missed in developing agreement 2.00 2.00
Page 45 of 179
27
Risk Category Event Likelihood Financial
Impact
Org.
Impact
Insurable Risk 64 collapse of air supported bubble 3.00
No impact assuming
insurance is in place and
responds
Insurable Risk 65 robbery 1.00
Insurable Risk 66 flood 2.00
Insurable Risk 67 urban interface fire 1.00
Insurable Risk 68 fire at town property 2.00
Insurable Risk 69 fraud or crime 2.00
Insurable Risk 70 earthquake 1.00
Insurable Risk 71 windstorm 3.00
Insurable Risk 72 winter storm 3.00
Insurable Risk 73 liability for sanitary/storm sewer backup 3.00
Insurable Risk 74 third party bodily injury liability 5.00
Insurable Risk 75 ammonia release at town facility 2.00
Insurable Risk 76 serious security incident at town hall or other facility 2.00
Insurable Risk 77 cyber incident, breach, or ransomware 3.00
Insurable Risk 78 theft or vandalism 4.00
Insurable Risk 79 error or omission in design resulting in unsafe structure 2.00
Insurable Risk 80 error or omission in building or safety code inspection 2.00
Insurable Risk 81 errors and omissions liability to developers 2.00
Page 46 of 179
Risk Management Project Policy Development Presentation to Council PREPARED BY SIGMA RISK MANAGEMENT INC. OCTOBER 5, 2021 TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 1 Page 47 of 179
- What is Risk Management? Risk management is the process of identifying, evaluating and assessing possible risks to properly avoid or minimize their impact. Risk management is a tactic used to ensure an organization is prepared for an event that could have an adverse impact. (E.g. property insurance is purchased in the event of a fire. Or a procedure when a pandemic results in staff working from home). As a way to identify risks, we hold collaborative discussions with employees, and use industry data. As a way to evaluate risks, we determine their Likelihood and IImpact. As a way to assess risks, we determine which risks are outside of the RRisk Tolerance. Risks outside of the risk tolerance are classified as KKey Risks. TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 2 Page 48 of 179
Purpose • Upgrade risk management policies and framework. TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 3 Page 49 of 179
- Scope of Work Scope of Work Staff Engagement (14+ meetings) Report Outlining 1. current state 2. key issues 3. recommendations for new policy Risk Management Policy Presentation to Council TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 4 Page 50 of 179
- The Risk Processes That Were Completed • Risk Tolerance • Risk Management Policy and Framework • Risk Identification • Risk Assessment • Risk Prioritization Underway by Town: Risk Mitigation Planning and Implementation TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 5 Page 51 of 179
- Risk Tolerance Risk Toleranceis the willingness of the Town to accept or reject a given level of residual risk (exposure). THE TOWN’S RISK TOLERANCE MATRIX Risk Category Risk Tolerance Political Risk Not Yet Defined Financial Risk Not Yet Defined People, Culture and Social Risk Not Yet Defined Process and Systems Risk Not Yet Defined Insurable Risk Not Yet Defined Reputational Risk Not Yet Defined Employee Well Being and Public Safety Risk Not Yet Defined TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 6 Page 52 of 179
- Risk Management Policy 1. Policy Statement 2. Purpose 3. Scope 4. Definitions 5. Responsibilities • Executive Leadership Team • Managers • Legal Services • Other Employees 6. Procedures 7. Standards TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 7 Page 53 of 179
Risk Identification • 81 events were identified by Town Staff o 9 Political and Social Risk Events o 12 Financial Risk Events o 13 People and Culture Risk Events o 30 Process and Systems Risk Events o 18 Insurable Events This becomes the new risk register. TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 8 Page 54 of 179
Risk Assessment Town staff anonymously (online survey) rated each event on the risk register as to likelihood and impact Three categories of impact: financial, employee well-being/public safety and reputational. The rating metrics used were as follows: Likelihood Financial Impact Employee Well Being or Public Safety Impact Reputational Impact 1. Remote (<5%) 1. Minimal (<$100,000) 1. Minimal 1. None 2. Unlikely (5-10%) 2. Minor ($100,000-$1 million) 2. Minor 2. Low 3. Somewhat Likely (10-25%) 3. Moderate ($1-$5 million) 3. Moderate 3. High 4. Likely (25-50%) 4. Major (>$5 million) 4. Major 5. Very Likely (>50%) TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 9 Page 55 of 179
- Financial Risk Assessment Results TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 10 Page 56 of 179
Organizational Risk Assessment Results TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 11 Page 57 of 179
The 13 Key Risks Event Risk Owner Financial underfunding of asset management Department Heads cost overrun or delay on library extension project Community Services pandemic CAO’s Office recession CAO’s Office Organizational blockage of storm ponds resulting in flood Operations employee mental health deterioration Human Resources insufficient human resources Department Heads transgression by resident or other person CAO’s Office unplanned work arising from Council decisions CAO’s Office Insurable Insurance liability for sanitary or storm sewer backup Operations Legal Services windstorm damage Community Services, Operations Legal Services winter storm damage Community Services, Operations Legal Services liability for third party bodily injury Community Services, Operations Legal Services TOWN OF AURORA - ENTERPRISE RISK MANAGEMENT ORIENTATION 12 Page 58 of 179
- ERM Documents To Be Updated Annually • Risk Tolerance ض • Risk Register ض • Risk Matrix ض • Key Risk List ض • Key Risk Mitigation Plans (currently in progress) TOWN OF AURORA ENTERPRISE RISK MANAGEMENT ORIENTATION 13 Page 59 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS 21-101
Subject: Servicing Allocation Update
Prepared by: Matthew Volpintesta, Senior Policy Planner
Department: Planning and Development Services
Date: October 5, 2021
Recommendation
1. That Report No. PDS21-101 be received for information.
Executive Summary
Servicing allocation capacity, assigned from York Region to Aurora for residential
planning applications, is necessary for development to proceed. Allocation is granted by
Council on a ‘First Come, First Served’ basis, at draft plan or site plan approval stages,
and is subject to the revoking policies of the Town’s Official Plan.
Servicing allocation capacity, assigned from York Region to Aurora for residential
planning applications, is necessary for developments to proceed.
Aurora’s Official Plan prescribes a ‘Use It or Redistribute It’ revoking approach.
The Town is awaiting the outcome of Provincial Bill 306, York Region Wastewater
Act, 2021.
York Region did not allocate any new servicing capacity in 2019, or 2020. York
Region is expected to allocate an additional 1,000 persons of servicing capacity
to be evenly split between Aurora, Newmarket and East Gwillimbury.
Estimated 2021 balances represent approximately 3.5 to 4-year supply. Current
2021 servicing balances are 4,677 persons, or 1,440 units worth and does not yet
account for the additional 333 persons expected to be assigned.
Page 60 of 179
October 5, 2021 2 of 9 Report No. PDS21-101
York Region has introduced interim servicing projects in Aurora due to delays of
the Upper York Sewage Solution (UYSS).
Allocation remains available for all active planning residential planning
applications, however significant capacity is needed for future development.
Further, additional servicing capacity will be required before UYSS is operational.
York Region bonusing programs remain a good incentive for marginal balance
extensions.
Background
Servicing allocation capacity, assigned from York Region to Aurora for residential
planning applications, is necessary for developments to proceed.
Servicing allocation capacity, assigned from York Region to Aurora to development
applications, is necessary for development to proceed. All residential development
applications in Aurora require servicing allocation credits, or water and sewage
capacity, in order to proceed. York Region rations servicing allocation capacity to area
municipalities, due to constraints in the water/sewer system. Municipalities, in turn,
assign servicing allocation to developments. Residential servicing allocation is
accounted for by number of persons, which can be converted to number of units using
average household sizes by structure type (single detached, semi-detached, rows,
apartments). Industrial, commercial, and institutional (ICI) developments do not require
servicing allocation.
Aurora’s Official Plan prescribes a ‘Use It or Redistribute It’ revoking approach
Section 14.3 of the Town’s Official Plan prescribes that Council is responsible for
granting servicing allocation, and provides timelines for when unused servicing
allocation can be revoked. The general approach in the Official Plan is ‘first come, first
serve’; any application that is ready to proceed for approval is recommended to receive
servicing allocation. Draft Plan of Subdivision, or Condominium must be registered
within three years of the date of draft approval, or allocation may be revoked.
Approved Site Plan applications have preliminary allocation granted for one year, in
which time they are required to execute an agreement or the preliminary allocation may
be revoked. Prior to revoking allocation, the Town will provide the applicant an
opportunity to address the Town on the matter. Servicing allocation is to be formally
Page 61 of 179
October 5, 2021 3 of 9 Report No. PDS21-101
assigned at the time of the execution of the subdivision agreement and/or
condominium agreement.
At this time, there are no active Draft Plan of Subdivision, Condominium applications, or
Site Plan applications which are affected by the Town’s Official Plan revoking policies.
Staff are currently monitoring three Site Plan applications which may be subject to the
revoking policies before the next servicing update report. As shown in Table 1, a single
Site Plan application had partial revoking of allocation supported by Council earlier this
year (report PDS021-64) due to the applicant’s deciding to reduce the number of units
as part of revised site plan.
The Town is awaiting the outcome of Provincial Bill 306, York Region Wastewater Act,
2021
Bill 306, York Region Wastewater Act was introduced for first reading by Ontario
Minister of Environment, Conservation, and Parks on June 3, 2021. If implemented, the
proposed legislation would:
Put a hold on any decision under the Environmental Assessment Act in respect
of the application for the Upper York Sewage Solutions (UYSS) Undertaking that
was submitted for approval by the Regional Municipality of York.
Put a hold on any actions to advance the Upper York Sewage Solutions
Undertaking.
Allow the Lieutenant Governor in Council (LGIC) to repeal the provision that puts
the application on hold.
Prevent the commencement or continuation of any action or proceeding in
respect of the enactment of the Bill.
The rationale for the actions included within Bill 306 suggest the Ministry would like to
further assess regional needs, citing “more information from technical and other
experts is needed to better understand the significant environmental, technical, social
and financial implications of any wastewater servicing solution for York Region”.
Since the initiation of the Environmental Assessment for the UYSS in 2009, there have
been repeated delays in approval by the Province. York Region planned to resolve the
servicing allocation constraints in Aurora, Newmarket, and East Gwillimbury with the
Upper York Sewage Solutions project (UYSS). The proposed Water Reclamation Centre
of the UYSS would be located in East Gwillimbury. Originally intended to be online and
operational by now, ongoing delays in the UYSS Environmental Assessment with the
Province of Ontario have now pushed back the estimated operational date to 2028.
Page 62 of 179
October 5, 2021 4 of 9 Report No. PDS21-101
Both York Region and the Town of Aurora acknowledge the reliance of the UYSS to fulfil
future development needs and the concerning impact of Bill 306, could have. In this
regard, the Town did provide comments during the first consultation period, outlining
such. The Town is engaging in on-going discussions with the Region to ensure there is
no delay in granting service allocation and remain optimistic that potential outcomes of
Bill 306 will be reconsidered.
York Region did not allocate any new servicing capacity in 2019, or 2020. The Region is
expected to allocate an additional 1,000 persons of servicing capacity to be evenly split
between Aurora, Newmarket and East Gwillimbury.
York Region did not allocate any new capacity to the Town in 2019 or 2020.
Approximately 333 persons worth of additional servicing allocation is expected to be
granted by York Region before the end of 2021 based on upgrades to servicing
infrastructure. This additional capacity has not been officially assigned and it will be
available to developments located in Centres and Corridors including Aurora’s MTSA.
The Region is expected to present at Aurora General Committee on November 2, 2021
to provide an update on the Regional Water & Wastewater Master Plan, and an update
to Aurora’s capacity assignment. This expected additional capacity assignment is not
yet accounted for in the following analysis.
Analysis
Estimated 2021 balances represent approximately 3.5 to 4-year supply. Current 2021
servicing balances are 4,677 persons, or 1440 units worth, and does not account for the
additional 333 persons expected to be assigned.
Estimated current servicing allocation balances are 4,677 persons, or 1,440 units worth.
As part of report PDS21-013 of February 16, 2021, staff updated Aurora’s servicing
allocation balances to year-end 2020 based on the Region’s year-end 2019 figures, by
accounting for applications already allocated in the draft plan and site plan approvals
stages (a difference from the Region-reported balances), factoring in development
activity in 2020, and adjusting a small number of corrections. Note, these 2021
estimates should be considered preliminary, as they have yet to confirmed by the
Region, and factor in assumptions made on regional data from two years ago.
These estimated 2021 balances are calculated by factoring in service allocation
assigned since year-end 2020, as well as the revoking of 1 Site Plan approval allocation,
as seen in Table 1:
Page 63 of 179
October 5, 2021 5 of 9 Report No. PDS21-101
Using the historical 10-year average pace of development, the estimated year-end 2020
servicing balances available for the Town would represent about 3.4 years worth of
allocation.
Using the 10-year forecast average pace of development, estimated year-end 2020
servicing balances would represent approximately 3.8 years worth of allocation, until
late 2024 or early 2025.
Using two different forecast methods, the current estimated servicing allocation
balances available represent 3.5 to 4 year supply, bringing Aurora into 2024-2025.
As stated herein, the expected 333 persons worth of allocation to be assigned to Aurora
has not yet been accounted for and will be available for developments within the MTSA
and Centres and Corridors in Aurora according to Regional staff.
File #Development
Name Address Staff
Report #Units Persons
Allocation
SP-2020-13 Starlight 145 and 147 Wellington Street West TBC 56 town 151
SP-2016-10 Metropolitan Square Inc.180, 190 & 220 Wellington Street East TBC 223 Apt's 381
SUB-2017-02 TFP Aurora 20-25 Mavrinac Blvd PDS21-75
37 Single/
209 Row
685
525 1217
SP-2018-03 Silhouette 15086, 15094 & 15106 Yonge Street PDS21-64 6 row 17
6 units 17
519 1200
1959 5877
519 1200
1440 4677
*As of Aug 31, 2021
2021 Est'd Net Change
Est'd 2021 Allocation Balance-to-date*
3 Applications with servicing allocation GRANTED
1 Site Plan applications with servicing allocation REVOKED
Net Change to Aurora's Servicing Allocation Balances in 2021
2020 Y/E Balance
Table 1: Town of Aurora Servicing Allocation Granted & Revoked, 2021
Page 64 of 179
October 5, 2021 6 of 9 Report No. PDS21-101
York Region has introduced interim servicing projects in Aurora due to delays of the
Upper York Sewage Solution
To address Aurora’s declining servicing allocation balances, the Region introduced
interim solutions to relieve the immediate constraints in the absence of the UYSS. In
Aurora, this includes upgrades to the pumping station at 242 St. John’s Sideroad at the
terminus of Industrial Parkway North, and a new pumping station and forcemain at
14452 Yonge Street. York Region is currently updating its water & wastewater planning
documents and will present an update at Aurora’s General Committee of Council
Meeting on November 2, 2021.
Allocation remains available for all active residential planning applications, however
significant capacity is needed for future development. Further, additional servicing
capacity will be required before UYSS is operational.
Sufficient servicing allocation reserves currently exist to cover all active residential
development applications on Aurora’s Planning Application Status List at this point in
time. This is not to say that all currently active applications are guaranteed servicing
allocation, as it is always possible that future applications could proceed to draft plan
approval or site plan approval sooner than some active applications. It should be noted
that several active applications within the Town identify future residential development
blocks. With the future proposed unit mix for these lands undetermined, they are not
factored into the calculations above.
With the uncertainty of the timing of approval of the UYSS, additional servicing will be
required. As mentioned above, York Region is planning a capacity monitoring report for
Fall 2021, and a capacity assignment report in 2023.
The Town of Aurora has expressed concern over the uncertainty of the UYSS approval
to the Region, and has asked for contingency planning to be included as part of the
review of the York Region Water and Wastewater Masterplan work currently being
undertaken.
York Region bonusing programs remain a good incentive for marginal balance
extensions.
The Region’s servicing incentive programs promote sustainable residential
development, while allowing local municipalities to extend the life of their servicing
capacity. They include: Servicing Incentive Program (SIP), for ground-related
development, Sustainable Development Through Leadership in Energy and
Page 65 of 179
October 5, 2021 7 of 9 Report No. PDS21-101
Environmental Design (LEED) Incentive Program, for high-rise, Developer-funded Inflow
and Infiltration (I&I) Reduction Program.
With these programs, if all developments in Aurora enrolled in bonusing programs,
allocation balances could grow by up to 20%, which would represent approximately an
additional 10-12 month supply based on current balances and projected rates, into
2025.
Advisory Committee Review
Not Applicable.
Legal Considerations
As per the policies of the Town's Official Plan, Council may revoke the municipal
servicing allocation in whole or in part.
Financial Implications
There is a potential financial risk to the Town of Aurora that if its servicing allocation
balances are allowed to fully deplete, its planned development may become impeded
thus delaying or eliminating planned growth-related revenues. These revenues may
include planning and building application fees, development charges, and additional
tax levy revenues.
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. In order to inform the public, this report will be posted to
the Town’s website.
Page 66 of 179
October 5, 2021 8 of 9 Report No. PDS21-101
Link to Strategic Plan
This report supports the Strategic Plan objective of Investing in Sustainable
Infrastructure, specifically through the action item of developing policies to ensure
that growth is phased and coordinated with existing and planned infrastructure.
Alternative(s) to the Recommendation
Not applicable.
Conclusions
Council must assign servicing allocation before a development may proceed. It is
granted on a ‘First Come, First Served’ basis, typically at draft plan approval or site plan
approval stage. No active Draft Plan or Site Plan applications require revoking at this
time.
York Region granted no new allocation to Aurora in 2019 or 2020. Updating servicing
allocation balances mid-year 2021, approximately 4,677 persons or 1440 units worth
are available, representing a 3.5 to 4-year supply. At this time, sufficient allocation is
currently available to cover all active residential planning applications, but additional
capacity will be required prior to the estimated in-service date for the Upper York
Sewage Solutions, if the UYSS proceeds as planned.
Attachments
None
Previous Reports
PDS18-068, Servicing Allocation Update, July 17, 2018
PDS20-006, Servicing Allocation Update, March 3, 2020
PDS20-032, Revoking Servicing Allocation, June 16, 2020
PDS21-013. Servicing Allocation Update, February 16, 2021
Pre-submission Review
Agenda Management Team review on September 16, 2021
Page 67 of 179
October 5, 2021 9 of 9 Report No. PDS21-101
Approvals
Approved by David Waters, MCIP, RPP, PLE, Director, Planning & Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 68 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. FIN 2 1 -0 38
_______________________________________________________________________________________
Subject: 2022 Fees and Charges Re-affirmation
Prepared by: Laura Sheardown, Financial Management Advisor
Department: Finance
Date: October 5, 2021
_______________________________________________________________________________________
Recommendation
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.
Executive Summary
All fees and charges listed on the schedules attached to the Fees and Charges By-law
are for user pay services, where the requesting party is the sole beneficiary from the
service. Most of the fees are on a full cost recovery basis, which allows the Town to
fully recover the cost of providing a specific service or use of property.
The regular review of the Fees and Charges By-law allows staff the opportunity to
ensure that the Town is recovering the cost of user pay services and make changes if
required. Please note that this review of the by-law is adjusting fees for 2022, which is
necessary to be aligned with the Town’s current budget framework.
Inflationary increases to fees and charges were previously approved by Council
The changes of the Town’s fees and charges for 2022 are predominately a
combination of adjustments for easier cash management and the simplification
of the fees listed
Should a need arise to modify the fees and charges for 2022, the Town’s Fees
and Charges By-law would require amendment
Page 69 of 179
October 5, 2021 2 of 7 Report No. FIN21-038
Background
Last Review of Fees and Charges By-law
Council last reviewed the Town’s Fees and Charges By-law in October of 2020. The by-
law is structured to align fees with departmental owners in the form of schedules for
each department to facilitate reviews and updates as required. It has been the Town’s
practice to review the attached schedules annually and to make revisions as required.
Analysis
Inflationary increases to fees and charges were previously approved by Council
In support of the multi-year operating budget framework, Council approved inflationary
increases to most fees for 2022 as part of the process in 2019. The inflationary
increases are necessary to maintain desired applicable service cost recovery
benchmarks.
The changes to the Town’s fees and charges for 2022 are predominately a combination
of adjustments for easier cash management and the simplification of fees listed
All fee changes that have not yet been presented to Council are being shown in a
separate column from those previously approved with reasons and rationales listed
below and are flagged with the ‘*’ symbol on the right-hand side. The final schedules to
the Fees and Charges By-law will only include the 2022 fee column.
Changes that are being made for cash management purposes include the rounding up
or down of the existing fee to make it easier for Town Staff to provide correct change in
return. Any changes to fees include the old information being struck-through and the
new information is underlined within the schedules.
Schedule A – General Fees and Charges
No changes are being requested at this time.
Schedule B – Planning and Development Services
The EV (Electric Vehicle) Charging Stations fee of $2.50 per hour, as previously
presented to Council, has been added.
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October 5, 2021 3 of 7 Report No. FIN21-038
Schedule C – Corporate Services
Some of the descriptions for the Legal Services fees have been clarified and Minor Site
Plan/Stable Neighbourhood (non-owner occupied) fee has been added to provide
clarification of documentation preparation and review services offered.
The Commissioning Services fee has been increased to bring the Town in line with what
other municipalities are charging and to reflect the cost of providing this service more
accurately.
Schedule D – Community Services
The User Fee Review is now complete and the changes that require amendments to the
by-law are included in this report is the addition of a 20% non-resident charge for Learn
to Swim and day camp programs to ensure that there is sufficient space for Aurora
residents that wish to take part.
The rental of Town facilities has expanded since the practice was first introduced
leading to a very complex and extensive list of rental rates. Staff are recommending that
the individual room rental rates be removed from the by-law schedule and replaced with
a room rental range, similar to seasonal programs, user guide ads, aquatics programs
and drop-in programs. This change will allow staff to respond to the changing needs of
the user groups and ensure the recovery of all costs associated with the rental of town
space, including Aurora Town Square. A detailed list of room rental rates will still be
maintained and posted to the website by Community Services.
Fees for the Aurora Sports Dome have been added, of which Items a) through e) were
previously presented to Council. The creation of event fees are to encourage use of the
facility during non-prime hours when the facility is usually empty (g & h). The final fees
added to the list are to recognize the higher cost of running the facility with air
conditioning during the summer months.
Schedule E – Operational Services
The Road Occupancy Permit is being increased to better reflect the cost of providing
this service.
Increases to the prices for green bins, blue bins and kitchen catchers are due to the
catastrophic events that took place in Texas this year seriously damaging many of the
major refineries and producers of plastic resin causing the price of these goods to rise
by close to 30%.
Page 71 of 179
October 5, 2021 4 of 7 Report No. FIN21-038
The residential waste bag tag program, as previously presented to Council, is coming
into effect as of January 1, 2022 and the price per bag has been added.
Correction of the wording for tree removal permits to match the Tree Permit By-law.
Schedule F - Finance
No changes are being requested at this time.
Schedule G – Building Division
No changes are being requested at this time.
Schedule H – Development Planning Division
No changes are being requested at this time.
Schedule I – By-law Services Division
No changes are being requested at this time.
Schedule J – Animal Services
Changes for items with frequent cash payments to make it easier for the user to provide
the exact change and staff to provide change. All other changes are inflationary
increases that were missed in the previous review.
Should a need arise to modify the fees and charges for 2022, the Town’s Fees and
Charges By-law would require amendment
As staff are setting the Town’s fees and charges for the next year, there is the possibility
that one or more of these fees and charges may require revision as new information
becomes available. In instances where staff determine that a new fee or charge revision
is in order, a replacement gee and charge schedule for the remainder of the yea will be
brought forward to Council for its review and approval.
Advisory Committee Review
The Finance Advisory Committee is not mandated to review the proposed fee changes
prior to the review by General Committee.
Page 72 of 179
October 5, 2021 5 of 7 Report No. FIN21-038
Legal Considerations
Section 11(2)(3) and Section 391(1) of the Municipal Act allow a municipality to enact
by-laws for its financial management, and in particular, to impose fees or charges on
persons for services or activities provided or done by or on behalf of it. Other legislation
affecting the setting of fees and charges appear in the Planning Act and the Building
Code Act.
Financial Implications
The revised fees proposed here are used by staff in the revenue projections for the
development of the 2022 budget. This impacts the tax levy proposed as part of the next
budget.
The proposed 2022 fees and charges have been adjusted to reflect changes to
departmental costs in providing applicable services to users. All fee increases will
alleviate pressure of the 2022 tax base; when costs increase because of inflation, but
non-tax revenues do not, the tax levy must accommodate this additional budget burden.
Consequently, it is important that the fees and charges keep pace with inflation; the
proposed fees and charges within this bylaw strive to achieve this goal. Council should
be aware that the fees presented in these schedules include HST where applicable.
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. There 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.
Finance and Corporate Communications staff will work together to ensure the proposed
fee changes are posted in accordance with the Town’s Notice Provision Policy.
Link to Strategic Plan
Reviewing and updating the Town’s fees and charges on a regular basis for user pay
services contributes to achieving the Strategic Plan guiding principle of ‘Leadership in
Page 73 of 179
October 5, 2021 6 of 7 Report No. FIN21-038
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. Leave fees at the previously approved 2022 levels and absorb the cost of providing
services that a cost recovery fee has not been approved for within the Town’s tax
levy for the next year.
Conclusions
Staff recommend endorsement of the proposed changes to the Fees and Charges By-
law. This update of the fees and charges, ensures that all changes brought forward are
a fair representation of the cost of these services and that they are in line with
surrounding municipalities for similar services.
Attachments
Schedule A – General Fees and Charges
Schedule B – Planning and Development Services
Schedule C – Corporate Services
Schedule D – Community Services
Schedule E – Operational Services
Schedule F – Finance
Schedule G – Building Division
Schedule H – Development Planning Division
Schedule I – By-law Services
Schedule J – Animal Services
Page 74 of 179
October 5, 2021 7 of 7 Report No. FIN21-038
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on September 16, 2021
Approvals
Approved by Rachel Wainwright-van Kessel, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
Page 75 of 179
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CS2 1 -0 72
Subject: 2022 Council and Committee Meeting Schedule
Prepared by: Samantha Yew, Deputy Town Clerk
Department: Corporate Services
Date: October 5, 2021
Recommendation
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.
Executive Summary
The purpose of this report is to seek approval of the 2022 Council and Committee
meeting schedule.
Approval of the 2022 Meeting Schedule is required
The proposed 2022 Meeting Schedule was developed using dates established in
the Procedure By-law and Committee Terms of Reference
Background
Approval of the 2022 Meeting Schedule is required
As per Section 19 of the Town’s Procedural By-law (By-law No. 6228-19), Council must
approve a meeting schedule for each calendar year. In order to allow for report
forecasting, agenda planning, and sufficient public notice, a 2022 Meeting Schedule
must be approved before the end of 2021.
Page 105 of 179
October 5, 2021 2 of 4 Report No. CS21-072
Analysis
The proposed 2022 Meeting Schedule was developed using dates established in the
Procedure By-law and Committee Terms of Reference
Section 19 of the Procedure By-law establishes rules for the timing of Standing
Committee and Council meetings. The proposed 2022 Meeting Schedule, developed
using the provisions in the By-law and past meeting schedule practices, is provided as
Attachment No. 1. As 2022 is an election year, staff propose a variation of Council’s
past meeting schedules. These variations include:
A reduced meeting cycle in September to accommodate 2022 Election
preparations;
The conclusion of most Advisory and Ad Hoc Committees in or prior to June 2022;
Rescheduling the September Heritage Advisory Committee meeting from Monday,
September 12, to Wednesday, September 7, to allow for meeting minutes to be
brought forward to the Tuesday, September 13 General Committee meeting for
consideration;
No Standing Committee or Council meetings in October or November, with the
exception of the final meeting of the incumbent Council on Tuesday, November 8;
and
Inaugural Council Meeting of 2022-2026 Council on Tuesday, November 15.
Due to changes in the Municipal Elections Act, the final meeting of the incumbent
Council and the Inaugural Council Meeting will occur in early November. The last two
weeks of November will be used for training purposes.
The Mayor’s Golf Classic Funds Committee, Aurora Cultural Centre Board, Aurora Public
Library Board, Aurora Economic Development Board, Joint Council Committee,
Committee of Adjustment, Aurora Appeal Tribunal and Property Standard Committee
will continue to be scheduled as outlined in their respective Terms of Reference or by-
law until the Election. As in past election years, the 2023 Capital and Operating Budgets
will be brought forward in early 2023 for Council consideration.
Advisory Committee Review
None
Legal Considerations
None
Page 106 of 179
October 5, 2021 3 of 4 Report No. CS21-072
Financial Implications
None
Communications Considerations
The Town will use “inform” as the level of engagement for this report. Information on
Town of Aurora Council and Committee meetings will be shared by way of the Town’s
website as well as through the Noticeboard and the monthly Council Highlights release.
Link to Strategic Plan
The proposed 2022 Meeting Schedule supports Progressive corporate excellence and
continuous improvement by implementing policy and processes that reflect sound and
accountable governance.
Alternative(s) to the Recommendation
1. Council may choose to approve an alternative Meeting Schedule.
2. Council may choose to provide direction on amendments they deem appropriate.
Conclusions
This report has been prepared to provide Council with a proposed 2022 Meeting
Schedule. In order to allow for report forecasting, agenda planning, and sufficient public
notice, approval of the 2022 Meeting Schedule is required.
Attachments
Attachment 1 – Proposed 2022 Meeting Schedule
Previous Reports
None
Pre-submission Review
Agenda Management Team review on September 16, 2021
Page 107 of 179
October 5, 2021 4 of 4 Report No. CS21-072
Approvals
Approved by Techa Van Leeuwen, Director, Corporate Services
Approved by Doug Nadorozny, Chief Administrative Officer
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
January 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
2 3 4 5 6 7 1/8 9:30 a.m. Joint Council
Committee (TBD)
New
Year’s
Day
9 10 11 12 13 14 15 5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
7 p.m. Committee of
Adjustment (CC)
16 17 18 19 20 21 22 5:45 p.m. Finance
Advisory Committee
(HR)
7 p.m. Public Planning
(CC)
7 p.m. Anti-Black
Racism and Anti-Racism
Task Force (HR)
7 p.m. Aurora Cultural
Centre Board
23 24 25 26 27 28 29 5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (CC)
6 p.m. Property
Standards Committee
/Aurora Appeal
Tribunal (if required)
30 31
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
February 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
6 7 8 9 10 11 12 7 p.m. Heritage
Advisory Committee
(HR)
5:45 p.m. Finance
Advisory Committee
(HR)
7 p.m. Public Planning
(CC)
7 p.m. Accessibility
Advisory Committee
(HR)
7 p.m. Aurora Cultural
Centre Board
7 p.m. Committee of
Adjustment (CC)
13 14 15 16 17 18 19
5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
7 p.m. Anti-Black Racism
and Anti-Racism Task
Force (HR)
7 p.m. Aurora Public
Library Board
7 p.m. Community
Advisory Committee
(HR)
20 21 22 23 24 25 26
Family Day
Municipal
Offices Closed
5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (CC)
7 p.m. Environmental
Advisory Committee
(HR)
6 p.m. Property
Standards Committee/
Aurora Appeal Tribunal
(if required)
27 28
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
March 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 9:30 a.m. Joint Council
Committee (TBD)
5:45 p.m. Council
Closed Session (if
required)
7 p.m. General Committee
(CC)
6 7 8 9 10 11 12 5:45 p.m. Finance
Advisory Committee (HR)
7 p.m. Public Planning
(CC)
7 p.m. Accessibility
Advisory Committee (HR)
7 p.m. Committee of
Adjustment (CC)
13 14 15 16 17 18 19
School Mid-Winter
Break Begins
School Mid-
Winter Break
Ends
20 21 22 23 24 25 26 5:45 p.m. Council
Closed Session (if
required)
7 p.m. General Committee
(CC)
7 p.m. Anti-Black Racism
and Anti-Racism Task
Force (HR)
6 p.m. Property
Standards Committee/
Aurora Appeal Tribunal
(if required)
27 28 29 30 31 5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (CC)
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April 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2
3 4 5 6 7 8 9 7 p.m. Heritage
Advisory
Committee (HR)
5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (CC)
7 p.m. Committee of
Adjustment (CC)
10 11 12 13 14 15 16
5:45 p.m. Finance
Advisory Committee
(HR)
7 p.m. Public Planning
(CC)
6:30 p.m. Aurora Cultural
Centre Board (Public
Meeting)
7 p.m. Accessibility
Advisory Committee (HR)
7 p.m. Community
Advisory Committee
(HR) Good Friday
Municipal
Offices Closed
Passover
(First Day)
17 18 19 20 21 22 23
Easter
Sunday
Easter
Monday
5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (CC)
7 p.m. Anti-Black Racism
and Anti-Racism Task
Force (HR)
7 p.m. Aurora Public
Library Board
Passover
(Last Day)
24 25 26 27 28 29 30 5:45 p.m. Council Closed
Session (if required)
7 p.m. Council (CC)
7 p.m. Environmental
Advisory Committee (HR)
6 p.m. Property
Standards Committee/
Aurora Appeal Tribunal
(if required)
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May 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 6 7 9:30 a.m. Joint Council
Committee (TBD)
5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (VC)
8 9 10 11 12 13 14 5:45 p.m. Finance
Advisory Committee (HR)
7 p.m. Public Planning
(CC)
7 p.m. Accessibility
Advisory Committee
(HR)
7 p.m. Aurora Cultural
Centre Board
7 p.m. Committee of
Adjustment (CC)
15 16 17 18 19 20 21 5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (CC)
7 p.m. Anti-Black
Racism and Anti-Racism
Task Force (HR)
7 p.m. Aurora Public
Library Board
22 23 24 25 26 27 28 Victoria Day
Municipal
Offices Closed
5:45 p.m. Council Closed
Session (if required)
7 p.m. Council (CC)
6 p.m. Property
Standards Committee/
Aurora Appeal Tribunal
(if required)
29 30 31
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June 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4
FCM Conference, Regina FCM FCM
5 6 7 8 9 10 11
FCM
7 p.m. Heritage
Advisory
Committee (HR)
6:15 p.m. Budget
Committee (Public
Consultation) (CC)
7 p.m. General
Committee (CC)
6:30 p.m. Aurora Cultural
Centre Board
(AGM/Public Meeting)
7 p.m. Accessibility
Advisory Committee (HR)
7 p.m. Committee of
Adjustment (CC)
12 13 14 15 16 17 18 5:45 p.m. Finance
Advisory Committee (HR)
7 p.m. Public Planning
(CC)
7 p.m. Anti-Black Racism
and Anti-Racism Task
Force (VC)
7 p.m. Aurora Public
Library Board
7 p.m. Community
Advisory Committee (HR)
19 20 21 22 23 24 25 5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (VC)
7 p.m. Environmental
Advisory Committee (HR)
6 p.m. Property
Standards Committee/
Aurora Appeal Tribunal
(if required)
26 27 28 29 30 6:15 p.m. Audit
Committee (CC)
7 p.m. Council (CC)
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July 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 Canada Day
Municipal
Offices Closed
3 4 5 6 7 8 9 9:30 a.m. Joint Council
Committee (TBD)
5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
7 p.m. Committee of
Adjustment (CC)
10 11 12 13 14 15 16 5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (VC)
7 p.m. Aurora Cultural
Centre Board
17 18 19 20 21 22 23
24/31 25 26 27 28 29 30
Page 115 of 179
(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
August 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 6
Civic Holiday
Municipal
Offices Closed
5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
7 8 9 10 11 12 13 5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (CC)
7 p.m. Committee of
Adjustment (CC)
14 15 16 17 18 19 20
AMO
Conference
Ottawa AMO AMO AMO
21 22 23 24 25 26 27
28 29 30 31
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
September 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3
4 5 6 7 8 9 10
Labour Day
Municipal
Offices Closed
6:30 p.m. Aurora Cultural
Centre Board (Public
Meeting)
7 p.m. Heritage Advisory
Committee (HR)
7 p.m. Committee of
Adjustment (CC)
11 12 13 14 15 16 17
5:45 p.m. Council Closed
Session (if required)
7 p.m. General
Committee (CC)
7 p.m. Aurora Public
Library Board
18 19 20 21 22 23 24
5:45 p.m. Council Closed
Session (if required)
7 p.m. Council (CC)
25 26 27 28 29 30
Rosh Hashanah
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
October 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
2 3 4 5 6 7 1/8
Yom Kippur
9 10 11 12 13 14 15 Thanksgiving Day
Municipal
Offices Closed
7 p.m. Aurora Cultural
Centre Board
7 p.m. Committee of
Adjustment (CC)
16 17 18 19 20 21 22
7 p.m. Aurora Public
Library Board
23 24 25 26 27 28 29
Municipal Election
Voting Day
30 31
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
November 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5
6 7 8 9 10 11 12 7 p.m. Council (CC) 7 p.m. Committee of
Adjustment (CC)
Remembrance
Day
13 14 15 16 17 18 19 7 p.m. Council Inaugural
(CC)
20 21 22 23 24 25 26
27 28 29 30
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(CC) Council Chambers (HR) Holland Room (LR) Leksand Room (VC) Video Conference (TBD) To Be Determined Rev: DRAFT
December 2022
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3
4 5 6 7 8 9 10
5:45 p.m. Council
Closed Session (if
required)
7 p.m. General
Committee (CC)
7 p.m. Committee of
Adjustment (CC)
11 12 13 14 15 16 17 5:45 p.m. Council
Closed Session (if
required)
7 p.m. Council (CC)
28 19 20 21 22 23 24 Hanukkah
(First Day)
School Christmas
Break Begins
Christmas
Eve
25 26 27 28 29 30 31
Christmas
Day
Hanukkah
(Last Day)
Boxing Day
Municipal
Offices Closed
In lieu of
Christmas Day
Municipal
Offices Closed
Municipal
Offices Closed
Municipal
Offices Closed
School Christmas
Break Ends
Municipal
Offices Closed
New Year’s
Eve
Page 120 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS21 -102
Subject: Request to Remove 103 Gurnett Street from the Aurora Register of
Properties of Cultural Heritage Value or Interest
Prepared by: Brashanthe Manoharan, Planner/Heritage Planning
Department: Planning and Development Services
Date: October 5, 2021
Recommendation
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.
Summary
The purpose of this report is to recommend to Council the removal of 103 Gurnett
Street from the Aurora Register of Properties of Cultural Heritage Value or Interest.
The Heritage Advisory Committee’s Working Group performed an evaluation of
the property on August 11, 2021 and concluded that the property is not worthy of
heritage designation.
Background
Property Description
The subject property is located on the east side of Gurnett Street, south of Wellington
Street East and east of Yonge Street (see Attachment 1). The property is listed on the
Town’s Register of Properties of Cultural Heritage Value or Interest. There is a one and a
half (1 ½ ) storey dwelling on the property with a detached garage on the property (see
Attachment 2). Records indicate that the dwelling was constructed in 1860. The
architectural style of the dwelling can be described as a Georgian Cottage, with
Page 121 of 179
October 5, 2021 2 of 5 Report No. PDS21-102
influences of Classic Revival, characterized by its from hip roof, centered entrance,
horizontal siding, and single hung windows.
Photos of the dwelling are attached hereto as “Attachment 2 – Photos of building”.
History of the Property
The house was built in 1860 by H.M. Gurnett. The house is believed to have been
associated with John T. Gurnett, who opened Gurnett Street from Victoria Street to
Connaught Avenue in 1863 to provide housing for tannery workers. The house is
associated with the industrial base and development of the Southeast Old Aurora
neighbourhood.
The house was later acquired by the Bak family, who resided in the home for over 100
years.
Provincial Policy Statement (2020)
The Provincial Policy Statement (PPS) provides policy direction on matters of provincial
interest. The PPS identifies that significant built heritage resources and significant
cultural heritage landscapes shall be conserved. Built heritage resource is defined in
the PPS as a building, structure, monument, installation or any manufactured remnant
that contributes to a property’s cultural heritage value or interest as identified by a
community; and they are generally located on a property that has been designated
under Part IV or V of the Ontario Heritage Act, or included on local, provincial and/or
federal registers.
York Region and Town of Aurora Official Plans
The York Region Official Plan encourages local municipalities to compile and maintain a
register of significant cultural heritage resources, in consultation with heritage experts
and local heritage committees. It requires local municipalities to conserve significant
cultural heritage resources and ensure that development and site alteration of adjacent
lands to protected heritage properties will conserve the attributes of the protected
heritage property.
Page 122 of 179
October 5, 2021 3 of 5 Report No. PDS21-102
The Town’s Official Plan states that all significant heritage resources shall be
designated as being of cultural heritage value or interest in accordance with the Ontario
Heritage Act to ensure effective protection and their continuing maintenance,
conservation and restoration.
Analysis
The Heritage Advisory Committee’s Working Group performed an evaluation of the
property and concludes that the property is not worthy of heritage designation.
On August 11, 2021, the Heritage Advisory Committee’s Evaluation Working Group met
with Planning Staff to perform an evaluation of the subject property based on the
criteria prescribed in the Town’s Heritage Evaluation Guidelines (see Attachment 3). The
property scored 32.6/100. The score places the property in Group 3, which suggests
that the property is not worthy of heritage designation. Below is a summary of the
comments from the Working Group:
Although the exterior of the dwelling appears to be in good condition, the interior
of the dwelling is in poor condition and is need of extensive structural repair. As a
result of the poor foundation and minimal maintenance and restoration over the
years, the second floor appears to have dropped over 6 inches (see Attachment
2).
Although the house was associated with the Gurnett’s Tannery in the late 1800s,
the house has limited contextual value and is not considered to be of significant
importance to the local community. Further, the building is not considered to be a
heritage landmark in the local community.
Unique features as noted in the Town’s Register (chimney and original siding)
have been removed over the years.
While a majority of the elements of the house have remained unaltered over the
years, it does not serve as a visual, historical, or cultural point of reference.
Advisory Committee Review
The Heritage Advisory Committee reviewed the application at its meeting on September
13, 2021. The Committee discussed the intent of the delisting application. The owner,
Matthew Kinsella, stated that the intent is to replace the existing dwelling with one that
maintains a visually historically significant appearance.
Page 123 of 179
October 5, 2021 4 of 5 Report No. PDS21-102
The Committee recognized that although the external appearance of the dwelling
appears to be in fair condition, the submitted pictures of the basement, foundation, and
interior revealed that the dwelling has been subject to severe deterioration, as it has not
been properly maintained over the years. HAC agreed with the results of the evaluation
undertaken by the Heritage Advisory Committee’s Working Group and supported the
removal of 103 Gurnett Street from the Aurora Register of Properties of Cultural
Heritage Value or Interest.
Legal Considerations
According to Section 27 of the Ontario Heritage Act (the “Act”), a municipal register of
cultural heritage value or interest may include properties that have not been designated
under the Act, but that Council believes to be of cultural heritage value or interest.
Before deciding to remove a property from the list, Council shall consult with the
Heritage Advisory Committee.
Where a property is listed, the property owner shall not demolish or remove a building or
structure on the property without providing Council with at least 60 days written notice.
This gives Council the time to determine whether the property should be designated. If
Council de-lists the subject property, this section will no longer apply. The owner would
still be required to obtain a demolition permit in accordance with the Building Code Act,
1992.
Financial Implications
There are no direct financial implications arising from this report.
Communications Considerations
The Town will use ‘Inform’ as the level of engagement for this application. 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. In order to inform the public, this report will be posted to the Town’s
website.
Page 124 of 179
October 5, 2021 5 of 5 Report No. PDS21-102
Link to Strategic Plan
The conservation of heritage resources supports the Strategic Plan goal of Supporting
an Exceptional Quality of Life for All through its accomplishment in satisfying
requirements in objective Celebrating and Promoting our Culture.
Alternative(s) to the Recommendation
1. That Council refuse the removal of 103 Gurnett Street from the Aurora Register of
Properties of Cultural Heritage Value or Interest with an explanation for the refusal.
Conclusions
The Heritage Advisory Committee’s Working Group performed an evaluation of the
existing building at 103 Gurnett Street and concluded that the property does not meet
the criteria for heritage designation under Part IV of the Ontario Heritage Act. Staff
recommend that 103 Gurnett Street be removed from the Aurora Register of Properties
of Cultural Heritage Value or Interest.
Attachments
Attachment 1 – Location Map
Attachment 2 – Photos of building
Attachment 3 – Working Group Evaluation
Previous Reports
Heritage Memorandum - Delisting of 103 Gurnett Street - September 13, 2021
Pre-submission Review
Agenda Management Team review on September 16, 2021
Approvals
Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 125 of 179
Victoria StreetMetcalfe Street
Harrison Avenue
Conna ught Ave nue
Kennedy Stre et Ea stGurnett StreetYongeStreetWells StreetKennedy Street East
Church Street
LEGAL DESCRIPTION: PLAN 1B LOT 4 LOT 5 MUNICIPAL ADDRESS: 103 Gurnett StreetDelisting of 103 Gurnett Street
0 60 120
Metres
Map created by the Town of Aurora Planning Department, August 23, 2021Base data provided by York Region. This map is for addressing purposes only and should not be used for calculations or measurements.
LOCATION MAP
¯St John's Sdrd
Wellington St E
Vandorf SdrdHenderson Drive ^
Wellington St W
UV404
UV404
Subject Lands
Leslie StYonge StBathurst StBayview AveBloomington Rd
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Page 136 of 179
Municipal Address: _______________________________________________
Legal Description: _____________________ Lot: ______ Cons: _______ Group:
Date of Evaluation: ________________ Name of Recorder: _____________
HISTORICAL E G F P TOTAL
Date of Construction 30 20 10 0 /30
Trends/Patterns/Themes 40 27 14 0 /40
Events 15 10 5 0 /15
Persons/Groups 15 10 5 0 /15
Archaeological (Bonus) 10 7 3 0 /10
7 3 0 /10
/10
Historic Grouping (Bonus) 10
HISTORICAL TOTAL 53/100
ARCHITECTURAL E G F P TOTAL
Design 20 13 7 0 /20
Style 30 20 10 0 /30
Architectural Integrity 20 13 7 0 /20
Physical Condition 20 13 7 0 /20
Design/Builder 10 7 3 0 /10
Interior (Bonus) 10 7 3 0 /10
ARCHITECTURAL TOTAL 22/100
ENVIRONMENTAL/CONTEXTUAL TOTAL
Design Compatibility 40 27 14 0 /40
Community Context 20 13 7 0 /20
Landmark 20 13 7 0 /20
Site 20 13 7 0 /20
ENVIRONMENTAL/CONTEXTUAL TOTAL 13/100
SCORE INDIVIDUAL OLD AURORA
Historical Score X 40% = _______ X 20% = _______
Architectural Score X 40% = _______ X 35% = _______
Enviro/Contextual Score X 20% = _______ X 45% = _______
TOTAL SCORE
HERITAGE BUILDING EVALUATION: SCORESHEET
GROUP 1 = 70-100 GROUP 2 = 45-69 GROUP 3 = 44 or less
20
5
103 Gurnett Street
August 11, 2021 Brashanthe M
21.2
8.8
2.6
32.6
Page 137 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS21 -103
Subject: Heritage Permit Application File: HPA-2021-08
124 Wellington Street East
Prepared by: Brashanthe Manoharan, Planner/ Heritage Planning
Department: Planning and Development Services
Date: October 5, 2021
Recommendation
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.
Summary
A heritage permit application has been submitted for the purposes of replacing two (2)
existing doors and seven (7) existing windows on the east façade, replacing all existing
windows on south façade, replacing five (5) existing windows on the west façade,
proposing four (4) new window openings on the west façade, replacing the existing
door with window and removal of the steel landing and stairs on the west façade, and
proposing exterior signage on the south and east façades on the existing building
located at 124 Wellington Street East.
Staff support the replacement of the existing windows, proposed window
openings, and proposed exterior signage as it will not adversely affect the
original heritage character of the building.
Staff support the proposed exterior signage on the south and east façades on
the existing building.
Page 138 of 179
October 5, 2021 2 of 7 Report No. PDS21-103
Background
Property Description
The subject property is located on the north side of Wellington Street East, east of
Walton Drive (see Attachment 1). The property contains three storey brick building
constructed circa 1920, known as “Baldwin’s Restaurant”, which was designated in
2019 under Part IV of the Ontario Heritage Act. The building is an example of a building
with pre-World War II Georgian Revival and Industrial architectural influence. The
building features a flat roof, numerous sash windows and decorative brickwork.
Historically, the building operated as a flour mill and was built by William Baldwin after
the original mill further west on Wellington Street was destroyed by fire. The Baldwin
building is located distinctively on the west side of the railway tracks, which was a prime
location to easily transport goods and made the building an early community landmark
at the busy Wellington railway intersection.
The Baldwin building is an important community landmark featuring a high degree of
craftsmanship in its build. It is one of the last pre-World War II industrial buildings
remaining in Town, was owned by one of Aurora’s more prominent historical families,
and its presence serves as a visual reminder of the early industrial and commercial
growth of Aurora focussed on the railway.
The 6-bay building is symmetrical and well-proportioned, with generous red brick wall
space. The numerous windows are indicative of the Industrial functional style, which
permitted more lighting and ventilation for the mill. The third storey belt course is
juxtaposed with various vertical stone bands, which accent the six-over-six light sash
windows. The south façade on Wellington also features unique 14-over-21 and 20-over-
20 light sash windows on the first floor, while the entrance is along the eastern wall
facing the railway tracks. Stone window sills accent the windows against the red brick
walls while the simple stone cornice helps to define the third storey height addition and
brings attention to the decorative recessed brick masonry detailing.
Heritage Designation
In 2019, Town Council passed By-law 6164-19 to designate 124 Wellington Street East
under Part IV of the Ontario Heritage Act. By-law 6164-19 identifies the following
exterior elements of the building that contribute to the heritage value of the property:
Flat roof
Decorative brickwork including the third storey recessed half stone
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October 5, 2021 3 of 7 Report No. PDS21-103
Symmetrical, well proportioned design
Light sash windows and east facing entrance door
Stone window sills
High horizontal belt course juxtaposed with vertical bands
Stone cornice
Heritage Permit Application
The applicant has submitted a heritage permit to replace the existing deteriorating
windows, proposed new window openings and exterior signage, as listed below:
Elevation Proposal
West Replace five (5) existing
windows
Proposed four (4) new
window openings
Replace existing door with
window and removal of steel
landing and stairs
East Replace seven (7) existing
windows
Replace two (2) existing
doors
Proposed exterior signage
South Replace all existing windows
Proposed exterior signage
The applicant submitted a Justification Statement for Staff’s and the HAC’s
consideration (see Attachment – 3) that notes the following:
“The building was renovated in 2000. At that time the windows on the south elevation
along with the windows on the brick portion of the East and West elevations were
completely replaced with Heritage approval. The windows used were Martin fixed wood
windows with Simulated Divided Lites and were painted to a Heritage approved colour.
In 2011 the windows again started showing major deterioration especially on the upper
south elevation. At that time we replaced potions of the brick mould and all of the rotted
sills. Windows were all recaulked and painted at this time in 2011. The windows have
further deteriorated to the point that the glass is becoming loose and SDL mouldings
are rotted and falling off. It is my opinion wood aluminum clad windows with Simulated
Divided lites would be more suited for the weather elements that these windows are
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October 5, 2021 4 of 7 Report No. PDS21-103
exposed to. With these new proposed aluminum clad w/ wood interior windows we can
maintain the exact same appearance and colour with SDL.”
The replacement windows on the south and east elevations will match the existing
windows. The frame will be wood aluminium casing on the exterior. The frame colour
will be an ivory/crème to match the existing colour. The glass will be sealed double
glass units.
The replacement window for the existing door, the five (5) replacement widows, and the
four (4) new windows on the first floor of the west elevation, will be 6 over 6 light sash
windows. The frame will be thermally broken vinyl and will match the ivory/crème colour
of the existing windows. The glass will be sealed double glass units. Further, the steel
landing and stairs below the existing door located on the west elevation are proposed to
be removed.
The proposed exterior signage on the south and east façades will be in the same
location of the former “Baldwin’s” sign. The exterior signage is proposed to be in 2”
coraform lettering, that will be mounted on the existing brick wall using 1” spacer pins.
The proposed signage will be 27” tall and will span 170.6” and will be painted a non-
metallic gold colour. Both signs will be illuminated using the six (6) existing external
shielded light sources.
The four (4) new window openings will require a building permit. As the replacement of
the existing windows are not proposed to be enlarged, no building permit is required. A
separate sign permit is required for the proposed south and east exterior signage.
Analysis
Staff support the replacement of the existing windows on the west, east, and south
façades, the proposed window openings, and the replacement of the existing door on the
west façade to a window as it will help restore the heritage character of the dwelling.
By-law 6164-19 identifies the “stone window sills”, “light sash windows”, and
“symmetrical, well proportioned design” as a heritage attributes to be protected and
conserved. The elevations of the building are characterized by its well-proportioned light
sash windows. The south elevation in particular features unique 14-over-21 and 20-over-
20 light sash windows on the first floor.
The intent of the heritage permit is to restore the original character of the attributes due
to deterioration over the years. The applicants have provided a justification that
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October 5, 2021 5 of 7 Report No. PDS21-103
repairing the windows is not a viable option, as the glass has become loose and the
mouldings are rotting.
The proposed wood aluminum clad windows with Simulated Divided Lites would be
more suited for the weather elements and will increase the longevity of the windows.
There will be no changes to the dimension of the openings to ensure the protection of
the original fenestration of the building. The existing stone window sills will not be
disturbed by the proposed work. As the replacement windows will match the existing
windows, staff are satisfied as it will restore the original heritage character of the
building.
The four (4) new proposed window openings on the first floor of the west elevation are
consistent with the existing 6 over 6 light sash windows. The proposed windows will
reinforce the Industrial functional style of the building, and will permit an increased flow
of natural light. The window openings further maintain the “symmetrical, well
proportioned design” as identified in By-law 6164-19 as they will be the same dimension
and style of the existing windows on the west elevation.
The replacement window for the existing door on the west elevation will be a 6 over 6
light sash window, with no change to the existing dimension of the door to maintain the
original fenestration of the building. As the steel landing and stairs are not identified as
an attribute to be protected in By-law 6164-19, staff have no concerns with its removal.
Staff support the proposed exterior signage on the south and east façades of the existing
building
By-law 6164-19 identifies the “decorative brick work including the third storey recessed
half stone” as an attribute to be protected. The proposed signage will be mounted using
1” spacer pins that will be minimally invasive to the recessed brick masonry detailing.
No new lighting is proposed, as the signs will be illuminated using the the six (6)
existing external shielded light sources. Staff are satisfied that the proposed exterior
signage will not impact the recessed brick masonry detailing.
In addition to the heritage permit, a sign permit is required for the proposed south and
east exterior signage.
Advisory Committee Review
The Heritage Advisory Committee discussed the application at its meeting on
September 13, 2021. The Committee inquired about the style of windows that the
existing ones will be replaced with (i.e., double hung or simulated casement window,
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October 5, 2021 6 of 7 Report No. PDS21-103
true divide window or simulated divided glass window), and whether it will be the same
colour as the existing windows.
The Heritage Advisory Committee had no objection to the approval of Heritage Permit
Application HPA-2021-08.
Legal Considerations
Under Section 33 of the Ontario Heritage Act, any alterations that would potentially
impact the heritage attributes of a designated property requires Council’s consent. This
legislative requirement is implemented in the Town of Aurora through the process of a
Heritage Permit Application, which is subject to Council’s approval. Council must notify
the owner and the Ontario Heritage Trust of its decision on the heritage permit
application within 90 days after the notice of complete application is served on the
applicant, otherwise Council shall be deemed to have consented to the application. The
90-day deadline for this permit application is November 15, 2021.
If Council consents to the application upon certain terms and conditions or if Council
refuses the application, the owner may appeal to the Ontario Land Tribunal.
Financial Implications
There are no direct financial implications arising from this report.
Communications Considerations
The Town will use ‘Inform’ as the level of engagement for this application. 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. In order to inform the public, this report will be posted to the Town’s
website.
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October 5, 2021 7 of 7 Report No. PDS21-103
Link to Strategic Plan
The conservation of heritage resources supports the Strategic Plan goal of Supporting
an Exceptional Quality of Life for All through its accomplishment in satisfying
requirements in objective Celebrating and Promoting our Culture.
Alternative(s) to the Recommendation
1. That Council approve the application with terms and conditions.
2. That Council refuse the Heritage Permit Application HPA-2021-08 with an
explanation for the refusal.
Conclusions
Staff have reviewed Heritage Permit Application HPA-2021-08 for 124 Wellington Street
East and are satisfied that the proposed work is compatible with the heritage character
of the existing building. Staff recommend to Council that Heritage Permit Application
HPA-2021-08 for 124 Wellington Street East be approved.
Attachments
Attachment 1 – Location Map
Attachment 2 – Drawings
Attachment 3 – Existing Photos
Previous Reports
Heritage Memorandum - Heritage Permit Application File: HPA-2021-08 – Sept.13, 2021
Pre-submission Review
Agenda Management Team review on September 16, 2021
Approvals
Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 144 of 179
Railway / GO Transit LineIndu s t r i a l Parkway South
Wellington Street East
Larmont StreetBerczy StreetCentre CrescentWalton DriveCentre Street
Mosley Street
Scanlon Court
BirchCourtCatherine AvenueCedarC rescentLEGAL DESCRIPTION:PLAN 107 PT LOT 1 & PT LOT 2 PLAN 246 PT LOT 109 RS65R18213 PART 1 MUNICIPAL ADDRESS: 124 Wellington Street EastFile No.: HPA-2021-08
0 75 150
Metres
Map created by the Town of Aurora Planning Department, August 23, 2021Base data provided by York Region. This map is for addressing purposes only and should not be used for calculations or measurements.
LOCATION MAP
¯St John's Sdrd
Wellington St E
Vandorf SdrdHenderson Drive
^Wellington St W
UV404
UV404
Subject Lands
Leslie StYonge StBathurst StBayview AveBloomington Rd
Page 145 of 179
Page 146 of 179
Page 147 of 179
Page 148 of 179
BARRIER RIDGE CAPITALInterior & Exterior Renovations124 Wellington Street EastAurora, Ontario.Project #21.262Page 149 of 179
Existing Building Photos – Areas of RenovationBARRIER RIDGE CAPITAL.APRIL 29, 2021.Wellington Street (South) & East Facades, 2019.Page 150 of 179
Existing Building Photos – Areas of RenovationBARRIER RIDGE CAPITAL.APRIL 29, 2021.East (partial) & South Façades, 2021.West Façade, 2021.Page 151 of 179
Existing Building Photos – Areas of RenovationBARRIER RIDGE CAPITAL.APRIL 29, 2021.Wellington Street (South) & West Facades from interior, 2021.Wellington Street (South) & East Facades from interior, 2021.Page 152 of 179
Window Replacement – Justification StatementBARRIER RIDGE CAPITAL.APRIL 29, 2021.ChrisPretotto,Re124WellingtonStreetThebuildingwasrenovatedintheyear2000.Atthattimethewindowsonthesouthelevationalongwiththewindowsonthebrick portionoftheEastandWestelevationswerecompletelyreplacedwithHeritageapproval.ThewindowsusedwereMartinfixedwoodwindowswithSimulatedDividedLites andwerepaintedtoaHeritageapprovedcolour.Intheyear2011thewindowsagainstartedshowingmajordeteriorationespeciallyontheuppersouthelevation.Atthattimewereplacedpotionsofthebrickmouldandalloftherottedsills.Windowswereallrecalkedandpaintedatthistimein2011.Thewindowshavefurther deterioratedtothepointthattheglassisbecominglooseandSDLmouldingsarerottedandfallingoff.ItismyopinionwoodaluminumcladwindowswithSimulatedDividedlites wouldbemoresuitedfortheweatherelementsthatthesewindowsareexposedto.Withthesenewproposedaluminumcladw/woodinteriorwindowswecanmaintaintheexactsameappearanceandcolourwithSDL.BestRegardsLarryGallaugherPresidentGallaugherContractingLtd.30IndustrialPkwyS.Aurora,ON L4G3W2Page 153 of 179
Proposed Signage DetailsBARRIER RIDGE CAPITAL.AUGUST 20, 2021.Rendering - Wellington Street (South) FacadeRendering - East FacadePage 154 of 179
Proposed Signage DetailsBARRIER RIDGE CAPITAL.AUGUST 20, 2021.Page 155 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS21 -106
Subject: Heritage Permit Application File: HPA-2021-09
80 George Street
Prepared by: Brashanthe Manoharan, Planner/Heritage Planning
Department: Planning and Development Services
Date: October 5, 2021
Recommendation
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.
Summary
This report recommends to Council the approval of Heritage Permit Application HPA-
2021-09. The purpose of the application is to replace the stucco and gables on the
existing dwelling located at 80 George Street, known as “The Benjamin Willis House’’.
Staff support replacing the existing stucco and replacing the sheet metal on the
two (2) gables on the existing dwelling, as it will not adversely affect the original
heritage character of the building.
Background
Property Description
The subject property is located on north-west corner of George Street and Hillview Road,
south of Wellington Street West and west of Yonge Street (see Attachment 1). The
property contains a two-storey residential dwelling constructed circa 1888, known as
the “The Benjamin Willis House”, which was designated in 2008 under Part IV of the
Ontario Heritage Act. The building is a fine example of a Gothic Revival Style farmhouse
built in the 19th Century, which was updated in the early 20th Century using the
Page 156 of 179
October 5, 2021 2 of 5 Report No. PDS21-106
influences of the Arts and Crafts style. The dwelling is a unique example of homes built
in Old Aurora in the 19th Century to house workers and management in local industries
like the Fleury Foundry.
The dwelling can be descried as an L-shaped building, with gable roofs and overhanging
eaves. The exterior materials is composed of board and batten siding, stucco on the
east and south elevations with aluminum gables that were added as part of the side and
rear addition constructed in the 1990s. There is a wrap-around porch covering the south
east corner of the building including the main entrance facing George Street.
The windows are predominately multi-paned (6/1 or 8/1) wooden sash windows with
exterior trims and storm sash. There are three casement windows and two fixed
windows on the south elevation that are modern in style, which were possibly installed
in the 1990’s. Parking is provided on the existing driveway off of Hillview Road. Mature
vegetation exists across the property, including several large mature trees in the front
and side yards.
Heritage Designation
In 2008, Town Council passed By-law 5078-08.R to designate 80 George Street under
Part IV of the Ontario Heritage Act. By-law 5078-08.R. identifies the following exterior
elements of the building that contribute to the heritage value of the property:
Stucco Exterior
South and east gables
Arts and Crafts exterior
Gothic Revival – L Shaped form
Historic window and door openings
Multi-paned - Wood sash windows and window trim and storm sash
Heritage Permit Application
The owner has submitted a heritage permit to replace the existing deteriorating stucco
and the two (2) aluminium gables in the east and south facades.
The owner has stated that the existing stucco is in extremely poor condition (see
Attachment 2). The stucco has only been repaired over the years through patch-work, in
different colours and textures (see Attachment 2). The countless cracks, missing
stucco pieces, and poor repair efforts have allowed vines and other such stems and
runners to grow on and through the stucco. The stucco has deteriorated over the years
and cannot be salvaged, without completely replacing it.
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October 5, 2021 3 of 5 Report No. PDS21-106
Further, the two (2) gables appear to be a sheet metal that were painted orange by the
previous owners. The owner is proposing to replace the existing sheet metal with new
ones in the exact same colour as they are also exhibiting degradation (see Attachment
2).
The proposed restoration work does not require a building permit.
Analysis
Staff support replacing the existing stucco and replacing the sheet metal on the two (2)
gables on the existing dwelling, as it will not adversely affect the original heritage
character of the building.
By-law 5078-08.R identifies “Stucco Exterior” and the “South and East Gables” as
heritage attributes to be protected and conserved. The intent of the heritage permit is to
restore the original character of the attributes due to poor maintenance and
deterioration over the years.
The owner has consulted with a stucco company to confirm that repairs through “patch-
work” will not be effective and that replacing the stucco entirely will increase the
longevity of the exterior. The owner is proposing to replace the existing stucco with the
original yellow colour. Further, the two (2) gables (located on the east and south
façades) are in poor condition. They are indented, chipped, and in need of restoration.
As they appear to have been painted an orange colour, the owner is proposing to
replace the gables with orange sheet metal to prevent further degradation and to bring
back the attribute’s original appearance. No further alterations to the existing façade are
proposed.
Staff are satisfied that the proposed replacement of the existing stucco and two (2)
gables will help improve the overall appearance of the east and south facades and will
restore the original heritage character of the building.
Advisory Committee Review
The Heritage Advisory Committee discussed the heritage permit application at its
meeting on September 13, 2021. The Committee stated that they are pleased with the
efforts of the owner in restoring the dwelling to maintain it’s original heritage character
while using the same materials. The Heritage Advisory Committee had no objection to
the approval of HPA-2021-09.
Page 158 of 179
October 5, 2021 4 of 5 Report No. PDS21-106
Legal Considerations
Under Section 33 of the Ontario Heritage Act, any alterations that would potentially
impact the heritage attributes of a designated property requires Council’s consent. This
legislative requirement is implemented in the Town of Aurora through the process of a
Heritage Permit Application, which is subject to Council’s approval. Council must notify
the owner and the Ontario Heritage Trust of its decision on the heritage permit
application within 90 days after the notice of complete application is served on the
applicant, otherwise Council shall be deemed to have consented to the application. The
90-day deadline for this permit application is November 15, 2021.
If Council consents to the application upon certain terms and conditions or if Council
refuses the application, the owner may appeal to the Ontario Land Tribunal.
Financial Implications
There are no financial implications.
Communications Considerations
The Town will use ‘Inform’ as the level of engagement for this application. 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. In order to inform the public, this report will be posted to the Town’s
website.
Link to Strategic Plan
The conservation of heritage resources supports the Strategic Plan goal of Supporting
an Exceptional Quality of Life for All through its accomplishment in satisfying
requirements in objective Celebrating and Promoting our Culture.
Alternative(s) to the Recommendation
1. That Council approve the application with terms and conditions.
Page 159 of 179
October 5, 2021 5 of 5 Report No. PDS21-106
2. That Council refuse the Heritage Permit Application HPA-2021-09 with an
explanation for the refusal.
Conclusions
Staff have reviewed Heritage Permit Application HPA-2021-09 for 80 George Street and
are satisfied that the proposed work is compatible with the heritage character of the
existing dwelling. Staff recommend to Council that Heritage Permit Application HPA-
2021-09 for 80 George Street be approved.
Attachments
Attachment 1 – Location Map
Attachment 2 – Drawings
Attachment 3 – Existing Photos
Previous Reports
Heritage Memorandum - Heritage Permit Application File: HPA-2021-09 - September 13,
2021
Pre-submission Review
Agenda Management Team review on September 16, 2021
Approvals
Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 160 of 179
Wellington Street West
Tyler Stree t
R e ube n Stre e tGeorge StreetMill StreetHarriman RoadHawthorne L a ne
Hillview Road
0 75 150
Metres
Map created by the Town of Aurora Planning Department, August 23, 2021Base data provided by York Region. This map is for addressing purposes only and should not be used for calculations or measurements.
LOCATION MAPLEGAL DESCRIPTION:PLAN 30 PT LOTS 42 & 43 MUNICIPAL ADDRESS: 80 George StreetFile No.: HPA-2021-09
¯St John's Sdrd
Wellington St E
Vandorf SdrdHenderson Drive
^Wellington St W
UV404
UV404
Subject Lands
Leslie StYonge StBathurst StBayview AveBloomington Rd
Page 161 of 179
Regarding Heritage Permit to replace 1) Stucco & 2) Gables on 80 George Street, Aurora, ON, L4G-2S4:
2021-06-04:
1)We are sending this letter to request permission to replace the stucco on the exterior of our house so
that we can maintain the original look as its at the end of its life.
At the present moment, the existing stucco is in Very rough shape. There are countless cracks and
chipped off pieces all over. See a few examples below:
Page 162 of 179
The stucco is so deteriorated that you can literally put your finger on an edge and it will chip right off.
We have spoken to professional stucco companies who have come to the property to inspect it and they
Page 163 of 179
wouldn’t be able to salvage this as it is at the end of its life. The only thing past owners have done is
“patch-work” such as the picture below. But as you can see some are in different colours and its not the
same texture and so on. It looks bad and needs to be replaced entirely to not only make the original
“stucco look” come back again but also increase the life of it down the road for the property as a whole.
In addition to the cracks, missing stucco pieces, and poor patch-work from previous owners, there are
also lots of vines that have grown on and in the stucco over the years. They clearly have not been looked
after by previous owners as many of them are dead and the vines are embedded so deep into the
stucco. I have tried taking some off and as you can see in some pictures below, there is leftover
markings that are impossible to take off:
Page 164 of 179
It is important to note that the stucco is not on the entire house. See the picture below showing the
whole house and you will see majority is board and batten (also Yellow). So what we are looking to
replace is Only the stucco part of the home (middle section):
Page 165 of 179
My wife and I are the type of people who LOVE the character of older homes and will do anything it
takes to preserve the look and abide by the Heritage rules. Over time, things do need fixing and its also a
big investment coming out of our pockets. The stucco job is an expensive cost but we feel that replacing
it to give it longevity again along with keeping with the original yellow stucco colour to blend in with the
board/batten pieces, is a great thing to do for this property.
Lastly, we are sending some pictures from the stucco company (StarTech Stucco) on the insulation
behind the stucco / materials used, along with a sample stucco piece (disregard the grey colour, it is only
to show the sample piece he provided):
Page 166 of 179
2)There are also 2 Gables that appear to be a sheet metal material and were painted orange by
previous owners and we would like to replace with new gables at the same time as the stucco as they
are directly touching each other. See pictures below as these 2 gables are also in rough shape. Parts of
the gable are bent / warped / pieces missing. We are applying to again bring this heritage home back to
life by keeping the same material / size so its identical but brand new.
Page 167 of 179
Thank you,
Justin Rosa
Page 168 of 179
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Office of the Mayor
Subject: York Regional Council Highlights of September 23, 2021
To: Members of Council
From: Mayor Mrakas
Date: October 5, 2021
Recommendation
1. That the York Regional Council Highlights of September 23, 2021, be received for
information.
Page 169 of 179
,
Thursday, September 23, 2021 York Regional Council – Thursday, September 23, 2021
Live streaming of the public session of Council and Committee of the Whole meetings is available on the day of the meeting from 9 a.m. until the close of the meeting. Past sessions are also available at York.ca/councilandcommittee
York Region’s ongoing response to COVID-19
York Regional Council received a number of updates the continued response to COVID-19 and the mass immunization of York Region residents.
On Wednesday, September 16, 2021, York Region reached several significant vaccination milestones, including administering more than 1,525,000 doses of COVID-19 vaccines, resulting in more than 85% of eligible residents 12+ receiving their first vaccine and more than 80% of eligible residents 12+ receiving two doses.
York Region continues to support third doses of COVID-19 vaccines to those at highest-risk, providing them with additional protection against COVID-19 and the Delta variant.
York Region case data shows vaccination is highly protective against contracting COVID-19 as well as severe outcomes such as hospitalization. During the week of August 29 to September 4, 2021 unvaccinated residents are 11 times more likely to contract COVID-19 than fully vaccinated residents. Unvaccinated individuals are prolonging the pandemic and are the driving force behind the increase in cases and hospitalizations across all four York Region hospitals.
To assist with reducing the spread of COVID-19, orders and instructions for York Region residents and businesses that continue to remain in effect include:
• Section 22 Class Order under the Health Promotion and Protection Act requiring isolation for persons testing positive for COVID-19 and persons with symptoms of COVID-19; they must also cooperate in assisting case and contact management; under this order, between May 24, 2021 and August 23, 2021, Public Health conducted 31 visits resulting in four charges
• Letter of Instruction for all York Region businesses and workplaces with respect to following best practices and supporting the vaccination of their staff, in addition to cooperating with Public Health COVID-19 contract tracing efforts
• Letter of Instruction to owners and operators of licensed child care centres and licensed home child care that mandates daily COVID-19 active screening for children, staff and any individual entering the care centre or home; to follow all screening and isolation requirements; to fully cooperate with York Region Public Health in all aspects of infection prevention and control, contact tracing and outbreak management
Analysis of financial information suggests the estimated financial impacts of COVID-19 total more than $209 million for 2021, with an average weekly impact of approximately $6 million. Approximately one-quarter, or $50 million, can be attributed to the delivery of the Region’s mass immunization programs.
Page 170 of 179
York Region continues to work with senior levels of government to address the continued financial impacts of the pandemic, with projected funding of $171 million confirmed to date and up to $77 million in additional funding for Public Health costs expected for the second half of 2021.
More information about York Region’s ongoing response to COVID-19 can be found at york.ca/COVID19
Dr. Kurji retires as York Region Medical Officer of Health
Regional Council, along with York Region’s senior management team, expressed gratitude to Dr. Karim Kurji, who will retire as York Region’s Medical Officer of Health effective Thursday, September 30, 2021.
Following 37 years of public health leadership, Regional Council thanked Dr. Kurji for his professionalism, dedication and commitment to supporting the health and well-being of residents across York Region’s nine cities and towns.
During his time with York Region, Dr. Kurji has led a dedicated and professional public health team to advance a number of innovative and forward-thinking public health programs and services. With almost four decades of public service, there are too many accomplishments to highlight. However, for York Region, Dr. Kurji’s legacy will be his instrumental role in our ongoing fight against COVID-19.
For more than 18 months, Dr. Kurji has led York Region’s COVID-19 response with unparalleled leadership and commitment to the health and well-being of the community, working tirelessly to slow the spread of COVID-19 and ensure residents are informed and protected.
On behalf of York Region’s 1.2 million resident, Regional Council congratulated Dr. Kurji on a well-deserved retirement and again thanked him for his commitment to strong, caring and safe communities.
City of Richmond Hill Mayor Dave Barrow retires
Regional Council extended appreciation to City of Richmond Hill Mayor Dave Barrow for his more than 35 years of public service and dedication to the community.
Following a career dedicated to public service, including terms as Richmond Hill Ward 4 Councillor from 1978 to 1985, Regional Councillor for Richmond Hill from 1997 to 2006 and finally serving as Mayor for the past 15 years, Mayor Barrow announced his retirement from Richmond Hill Council, effective September 15, 2021.
Mayor Barrow’s wealth of experience, commitment to residents and deep understanding of the issues impacting the community has made a lasting difference across York Region.
The Office of the Mayor of the City of Richmond Hill along with the Mayor’s seat at Regional Council will remain vacant until the position has been filled by the City of Richmond Hill.
As Mayor Barrow begins his next chapter, Regional Council wished him the best of health and happiness in retirement and thanked him for dedication.
S&P Global awards highest AAA credit rating S&P Global Ratings has upgraded York Region’s credit rating to AAA with stable outlook from AA+, marking the Region’s first increase in seven years. The AAA rating is the highest awarded by S&P Global Ratings and is awarded for investment-grade debt having a high level of credit worthiness with the strongest capacity to repay investors.
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York Region’s extremely strong finances, steady debt levels combined with lower interest costs as a percentage of operating revenue were cited by S&P Global as reasons for the upgraded rating. The stable outlook is based on the following expectations by S&P Global for the coming years:
• York Region’s diverse economy will continue to support revenue growth resulting in strong budgetary surpluses that will help fund the capital plan
• York Region will continue to adapt the capital plan and related costs to align with fluctuations in population growth and development charge collections
• York Region continues to limit new dept issuance to fund growth-related spending and maintain net debt below its 2017 peak of $2.9 billion
• Interest costs remain stable relative to revenue
York Region’s credit rating compares favourably against peer municipalities as well as some provinces. It enjoys a comparable credit rating to the Government of Canada.
3.3% increase to Regional water and wastewater rates
Regional Council approved the annual water and wastewater user rates for April 1, 2022 to March 31, 2028, equivalent to 3.3% increases each year, to achieve and maintain full cost recovery.
The change is expected to add $21, or $1.75 a month, to the average York Region water bill in 2022. York Region’s average water bill remains the lowest among Ontario regional municipalities with a two-tier delivery system.
York Regional Council also approved transfers of more than $28 million from the stabilization reserves to water and wastewater asset management reserves to offset the impact of rate freezes in 2020 and 2021 deferred rates increases.
York Region acts as a wholesale provider of water and wastewater services to its local municipalities, which in turn set retail rates and provide services to local residents and businesses.
Annual wholesale rates for water and wastewater are periodically reviewed and set. Proposed rates are developed through a rate study. For more information, see York Region’s Water and Wastewater Financial Sustainability Plan.
Decisions of growth referred to October 21, 2021
At a special meeting of Regional Council held Thursday, September 16, 2021, Regional Council deferred consideration of Alternate 2051 Forecast and Land Needs Assessment Scenarios to a special meeting of York Regional Council to be held Thursday, October 21, 2021.
Following a number of deputations from residents, organizations and businesses and the referral of several motions brought forward by various Members of Council, York Region with further discuss options to fulfil provincial growth targets at the October 21 meeting.
The provincial growth plan forecasts York Region with a target population of 2.02 million by 2051, nearly one million more than today – representing the highest share of growth in the GTA. Following growth decisions by Regional Council, York Region will develop a new draft Regional Official Plan, which is expected to be presented to Council in 2022.
York Region continues to have healthy supply of residential inventory undergoing development
review
Regional Council received an update on 2021 Mid-year Development Activity which showed an overall increase in planning applications compared to 2020. The report summarizes the number of new
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residential applications and associated proposed residential units received, together with the total number of residential units registered.
Highlights in the mid-year summary include:
• Application resubmissions increased by 11% to 413 from 369 in 2020
• York Region received 256 new development applications for review, an 8% increase over the previous year
• Development Charge revenue increased by 131% to $237,026,190 in the first half of 2021 from $102,448,127 in 2020
Application submissions and approvals are cyclical and the Region continues to have a healthy supply of residential inventory undergoing development review.
York Region has been able to process applications through YorkTrax, the Region’s online development approval system that offers an innovative online approach to review and approve applications. Continued improvement through YorkTrax helps ensure approvals within the timelines prescribed by the Planning Act.
A full trend analysis of planning and development activity will be provided in the final 2021 annual report in early 2022.
York Region Transit five-year fare policy and 10-year fare collection outlook update York Region Transit (YRT) is developing a customer-focused Fare Policy and Collection Outlook as another step toward fare integration with other GTHA transit agencies. York Region has already aligned fare-age categories with these agencies. Working with TTC and 905 transit agencies, a Fare Policy Strategy and Fare Collection Outlook will be developed in three phases:
• Phase 1: Situational Analysis – identify the current state of fare policies and collections system, which is now complete
• Phase 2: Future Direction – using information from Phase 1 to identify how to integrate fares and services across the GTHA, now complete
• Phase 3: Development of Policies/strategies – outlining what will be required to achieve the future direction, inclusive of a fare policy and recommendations to the existing fare collection systems, now in progress through to October 2021
Information about the five-year fare policy and 10-year collection outlook projects is available at yrt.ca
York Region turns on more electric buses
Regional Council received a Transit Fleet Electrification update including the addition of six new electric buses in 2021.
In early 2020, York Region’s first electric buses picked up their first passengers in the Town of Newmarket. Since then, YRT electric buses have travelled more than 80,000 kilometres, resulting in reduction of 20 tonnes of greenhouse gas emissions. The electric buses, on average, have also been found to cost approximately 31% less to run than the diesel-powered counterparts.
Six new buses will appear on York Region roads this fall will have an increased range of up to 247 kilometres, allowing for performance evaluation on longer routes and carrying more passengers.
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Staff continue to monitor funding opportunities for the electrification of the transit fleet, in addition to the $175,000 received from Canadian Urban Transit Research and Innovation Consortium (CUTRIC) and the Ministry of Economic Development, Job Creation and Trade to complete further analysis on electric bus performance and preliminary route modelling. This will help gain an understanding of connected and autonomous vehicle shuttle potential across the Region.
York Region responds to Greater Golden Horseshoe Transportation Plan discussion paper
York Region has provided comment on the Ontario Ministry of Transportation discussion paper,
Towards a Greater Golden Horseshoe Transportation Plan, which aligns with Regional transportation priorities including improved transit options, protecting pedestrian and cycling safety and protecting the movement of goods. When completed, the plan is expected to be released at the end of this year.
It is estimated the population of the Greater Golden Horseshoe will be 14.9 million people by 2051. This growth will continue to put pressure on transportation networks.
The long-term goals and actions of the plan focus on improving transit and highways, including pedestrian and cycling safety, as well as protecting the movement of goods. These goals are supported by near-term activities, many of which are already underway in York Region.
York Region staff will continue to consult with the Ministry of Transportation and our local municipal partners on this important initiative.
Speed limits change at 17 locations across York Region
York Regional Council approved adjustments to speed limits at various locations across the Region, effective immediately.
The York Region road network is reviewed regularly to ensure it supports safety for all modes of travel. Speed limit revisions are made to protect travellers as the Region continues to grow and traffic volumes increase.
During speed limit reviews and revisions, several factors are considered, including residential and business development, improving traffic operations, providing consistent speed limits and overall safety.
Roads with changed speed limits in school zones, as well as other back to school new road safety initiatives, include:
• 2nd Concession Road from 150 metres south of Doane Road to Mount Albert Road - 70 km/hr to 60 km/hr
• Wellington Street West from Hilldale Road to 165 metres west - 60 km/hr to 50 km/hr
• Dufferin Street from 1,055 metres south of 15th Sideroad to 540 metres south of King Road - 70 km/hr to 60 km/hr
• King Road from Warren Road to 170 metres east - 60 km/hr to 50 km/hr
• Lloydtown/Aurora Road from 1,488 metres east of 7th Concession to 650 metres east of Weston Road - 80 km/hr to 60 km/hr
• Lloydtown/Aurora Road from 650 metres east of Weston Road to Highway 400 northbound off-ramp -80 km/hr to 50 km/hr
• Bathurst Street from Mulock Drive to 685 metres north - 70 km/hr to 60 km/hr
• Major Mackenzie Drive West from 92 metres west of Arnold Crescent to 115 metres west of Atkinson Street - 50 km/hr to 60 km/hr
• Warden Avenue from Bloomington Road to 210 metres south - 70 km/hr to 60 km/hr
Additional roads with speed limit changes include:
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• Yonge Street from Morning Sideroad/Highway 11 to 200 metres north of Green Lane - 80 km/hr to 70 km/hr
• Highway 11 from Morning Sideroad/Yonge Street to Simcoe County Boundary - 80 km/hr to 70 km/hr
• Mount Albert Road from 600 metres west of Warden Avenue to Woodbine Avenue - 80 km/hr to 70 km/hr
• Mount Albert Road from 600 metres east of Warden Avenue to 600 metres west of Warden Avenue -80 km/hr to 60 km/hr
• York/Durham Line from 350 metres south of Concession Road 9 to Highway 7 - 80 km/hr to 70 km/hr
• Warden Avenue from Ravenshoe Road to east leg of Old Homestead Road - 80 km/hr to 70 km/hr
• Warden Avenue from Bethel Sideroad to Baseline Road - 80 km/hr to 70 km/hr
• Davis Drive from 400 metres east of McCowan Road to 900 metres west of McCowan Road - 80 km/hr to 70 km/hr
To help notify travellers of the speed limit changes, “New” signs will be posted above speed limit signs at the beginning of each changed speed zone.
York Region acquires 142 hectares of land to expand the York Regional Forest
York Region has acquired lands at 20753 McCowan Road and 4762 Queensville Sideroad in the Town of East Gwillimbury to expand the York Regional Forest. The lands, shown on the map in Attachment 2, were acquired through the Regional Greening Strategy.
Approximately 82 hectares will be reforested, contributing to the Region’s 25% woodland cover target. Acquisition and reforestation of this parcel will be partially funded (40%) through Infrastructure Canada’s Disaster Mitigation and Adaption Fund and is key to meeting deliverables and timelines set out in that funding agreement.
COVID-19 has highlighted the important role natural spaces provide in the lives of our residents. This expansion to the Regional Forest will provide much needed additional natural space for our residents. The property should be ready for public use in the next few years. To learn more about the York Regional Forest visit york.ca/yrf
2021 service capacity assignments update
Regional Council received the 2021 Servicing Capacity Assignment Status Update indicating there is sufficient capacity assigned within York Durham Sewage System to support growth for 178,132 persons over the next six years Region-wide (range of five to 10 years depending on the local municipality) based on current market trends.
However, to address continued delays in Provincial approval of the Upper York Sewage Solutions Individual Environmental Assessment, Regional Council approved the following assignments to support development in the Towns of Aurora, East Gwillimbury and Newmarket:
• 1,000 persons reserved for Centres and Corridors through interim solutions be equally distributed to the Towns of Aurora, East Gwillimbury and Newmarket on completion of the new Henderson Pumping Station
• Up to 850 persons to the Town of East Gwillimbury to be confirmed through detailed design and upon completion of proposed Sharon Trunk Sewer Modifications capital project
• 40 persons recovered through inflow and infiltration reduction to the Non-Profit Housing Reserve to be used in the Town of Newmarket
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The Provincial Growth Plan requires York Region to plan for 2.02 million people and 990,000 jobs by 2051. This represents growth of approximately 800,000 people and 345,000 jobs between 2021 and 2051. Development trends supporting advancement of unplanned growth such as increased occurrence of Minister’s zoning orders and higher density developments can affect annual growth rate estimates and may have a significant fiscal impact on the Region.
York Region continues to advocate for the Ontario government to advance the Upper York Sewage Solutions Individual Environmental Assessment and communicate the growth challenges and constraints caused by delays and incremental approvals.
Preventing impacts of violence towards York Region paramedics
Regional Council received an update on current measures underway by Paramedic Services to understand and address the complexity of workplace safety issues paramedics face on the job.
In 2020, York Region’s complement of paramedics was 605 and paramedics reported 18 cases of violence during their duties. While it is believed the true number of incidents are under-reported, incidents included paramedics being physically assaulted, sexually harassed and verbally abused with threats of violence as well as racist and sexist comments.
York Region Paramedic Services is committed to creating and maintaining a psychologically healthy workplace for all paramedic staff so they can continue to provide a high level of service to the community. With the support of Regional Council, Paramedic Services will continue to advocate and raise public awareness on issues of external workplace violence to educate the public and advance efforts to support change and improve working conditions for paramedics.
Process enhancements streamline York Region’s subsidized housing wait list
Regional Council received an update on process and technology enhancements to simplify management of York Region’s subsidized housing wait list. Improvements include allowing applicants to submit and manage their applications online and more efficiently connect them to available rent subsidies through an online offer process.
York Region’s wait list has grown over time to 15,810 households as of December 2020. On average, between 2008 and 2019, about 335 subsidized units became available each year through a combination of tenant turnover and new construction. During the same period, the wait list increased by an average of approximately 1,050 households per year.
Process enhancement will improve outcomes for applicants, align with the recommendations made through the comprehensive review of the subsidized housing wait list and support the goals of the 10-Year Housing and Homelessness Plan.
York Region appoints representative to Toronto and Region Conservation Authority Board of
Directors
Regional Council appointed City of Richmond Hill Acting Mayor Joe DiPaola to the Toronto and Region Conservation Authority (TRCA) Board of Directors for the remainder of the 2018-2022 Council term.
Acting Mayor DiPaola was previously appointed to the Board on an interim basis and will remain Regional Council’s representative following the resignation of City of Richmond Hill Mayor Dave Barrow on September 15, 2021.
Comprised of representatives from the City of Toronto, Regional Municipalities of Peel, Durham and York Region, the Township of Adjala-Tosorontio and Town of Mono, TRCA’s Board of Directors is responsible for the organization’s strategic direction, ensuring compliance with applicable legislation.
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Change to Alternate Fire Regional Coordinator Effective June 25, 2021, Town of Whitchurch-Stouffville Fire Services Fire Chief William Snowball assumed the duties of one of two alternates supporting Regional Fire Coordinator Ian Laing, Chief of Central York Fire Services. The position of Regional Fire Coordinator has been in place since 1971 to coordinate fire aid within York Region and the role is appointed by the Provincial Office of the Fire Marshal and Emergency Management.
Up Your Life Day
Regional Council recognized Friday, September 10, 2021 as Up Your Life Day in celebration of Up Hub, York Region’s go-to online and print community navigator for local services in mental health, addictions and developmental disabilities.
Through York Support Services Network, a community-based agency supporting adults with serios mental illness and developmental disabilities, the Up Hub is a peer-based platform for people to share resources, stories and uplifting experiences to help others in the community.
20th anniversary of 9/11
On September 11, 2021, York Region commemorated the 20th Anniversary of 9/11 by honouring the nearly 3,00 innocent lives lost in these horrific acts of violence and offering condolences to all those who lost loved ones.
York Region also celebrated National Day of Service by recognizing the first responders and community volunteers who demonstrates the true spirit of Canada through sacrifices in service to their communities.
Show Your Local Love Day
Regional Council proclaimed Thursday, September 23, 2021 as “Show Your Local Love Day” in York Region.
Show Your Local Live Day, an initiative of the United Way Greater Toronto, aims to encourage those who live or work in York Region to dedicate their time and resources to support vulnerable individuals and families across our communities.
York Region has a long-standing partnership with the United Way, working in collaboration to support those in need, including individuals and families faced with isolation, high-risk seniors, unsheltered individuals experiencing homelessness and people facing food insecurity.
As the charity of choice for York Region, staff have raised more than $7 million for the United Way over the past 27 years.
On Show Your Local Love Day, York Region staff and residents are encouraged to learn more about the work of the United Way and take action to make a difference in the lives of others.
National Day for Truth and Reconciliation
Regional Council will acknowledge September 30, 2021 as National Day for Truth and Reconciliation in York Region.
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This new federal holiday, to be observed each year on September 30, honours survivors of residential schools, their families and communities, and ensures public commemoration of the history and legacy of residential schools remains a vital component of the reconciliation process.
While York Region prides itself as being a welcoming, diverse and inclusive community where everyone feels like they belong, there is much more work to do to support meaningful search for truth, reconciliation and healing.
York Region will recognize September 30 as a statutory holiday to allow staff time to learn more and reflect on the truths of our shared history. At the same time, Regional Council remains committed to supporting truth and reconciliation by working with Indigenous partners to continue building communities where everyone can participate freely and where our histories and traditions are acknowledged, honoured and respected.
Federal Election
Regional Council extended congratulations to Prime Minister Trudeau and the Liberal Party of Canada on their re-election victory and offered best wishes to York Region’s 10 Members of Parliament.
As one of the fastest growing municipalities in Canada, dedicated and sustained investments in transit and transportation infrastructure, reliable broadband, housing and economic growth are required to meet the needs of our diverse communities. York Region will also require continued support to foster job creation, economic stability and community health as we work together to recover from the impacts of the COVID-19 global pandemic.
Following the results of the 44th general election, Regional Council remains committed to continued partnerships with the Federal government and our York Region MPs as the Region looks ahead to post-pandemic recovery of our communities and moving forward with the priorities that matter most to residents.
National Forest Week
From September 19 to 25, 2021, Regional Council celebrated the 101st anniversary of National Forest Week.
Home to 2,400 hectares of protected land, the York Regional Forest plays a vital role in the lives of York Region residents.
Through National Forest Week, York Region celebrates our shared forest heritage and recognizes the importance of this valuable and renewable resource. Forests provide economic, environmental, recreational and cultural value to our communities and are fundamental to our traditions, history and our future. Together, it is our shared responsibility to protect this essential natural resource and do our part to keep it clean for future generations.
Guide Dog Awareness Month
Regional Council recognized September as Guide Dog Awareness Month and acknowledged the important role of guide dogs in making our communities more accessible to individuals who are visually impaired.
Guide Dog Awareness Month is an opportunity to celebrate the important service provided by these highly trained dogs and to learn more about both the role of guide dogs and how to interact with them.
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Next meeting of York Regional Council
York Regional Council will meet on Thursday, October 21, 2021 at 9 a.m. To maintain physical distancing and protect the health and well-being of residents, this is currently planned to be a virtual meeting and streamed on york.ca/live
The Regional Municipality of York consists of nine local cities and towns and provides a variety of programs and services to 1.2 million residents and 54,000 businesses with over 650,000 employees. More information about the Region’s key service areas is available at york.ca/regionalservices
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Media Contact: Kylie-Anne Doerner, Corporate Communications, The Regional Municipality of York
Phone: 1-877-464-9675, ext. 71232 Cell: 289-716-6035 kylie-anne.doerner@york.ca
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