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Agenda - General Committee - 20210921Town of Aurora General Committee Meeting Revised Agenda Date:September 21, 2021 Time:7 p.m. Location:Council Chambers, Aurora Town Hall Pages 1.Procedural Notes Aurora Town Council has resumed in-person meetings for Council and staff members only. Residents who wish to view meetings of Council should go to https://www.youtube.com/c/Townofaurora/videos. Mayor Mrakas in the Chair. Additional items are marked with an asterisk (*). 2.Approval of the Agenda 3.Declarations of Pecuniary Interest and General Nature Thereof 4.Community Presentations 5.Delegations Note: Anyone wishing to provide comment on an agenda item is encouraged to visit www.aurora.ca/participation for guidelines on electronic delegation. 6.Consent Agenda *6.1.Memorandum from Councillor Gaertner; Re: Lake Simcoe Region Conservation Authority Board Meeting Highlights of July 23, 2021 1 That the memorandum regarding Lake Simcoe Region Conservation Authority Board Meeting Highlights of July 23, 2021, be received for information. 1. 7.Advisory Committee Meeting Minutes 7.1.Aurora Town Square Project Monitoring Task Force Meeting Minutes of July 13, 2021 6 That the Aurora Town Square Project Monitoring Task Force Meeting Minutes of July 13, 2021, be received for information. 1. 8.Consideration of Items Requiring Discussion (Regular Agenda) 8.1.CMS21-027 - Canadian Achievements Diversity and Inclusion Mural - Design Approval 11 That Report No. CMS21-027 be received; and1. That the mural design titled Community Builds Community by Moonlight Murals Collective be approved for the Canadian Achievements Diversity and Inclusion Mural as selected by the Mural Selection Committee; and 2. That staff be directed to work with the artists to finalize the mural design; and 3. That the northern wall of 15242 Yonge Street be approved as the location for the Canadian Achievements Diversity and Inclusion Mural. 4. 8.2.CMS21-029 - Aurora Town Square Governance Update 24 That Report No. CMS21-029 be received; and1. That the Fees and Charges By-law be updated to accommodate all Aurora Town Square services, activities, and use of property as necessary. 2. 8.3.FIN21-037 - Second Generation Asset Management Plan 30 (Presentation to be provided by Rachel Wainwright-van Kessel, Director of Finance; Mai Abdou, B. Eng., EIT, Asset Management Consultant, and Matthew Van Dommelen, General Manager, Business Development and Implementation, PSD Citywide Inc.) That Report No. FIN21-037 be received; and1. That the Second Generation Asset Management Plan be endorsed and the service level measures therein be approved. 2. 8.4.PDS21-100 - Revision to Draft Plan of Subdivision Approval to Include a Three-year Lapsing Provision - Edenbrook (Aurora) Inc. 268 929 St. John’s Sideroad, Part of Lot 25, Concession 2, Town of Aurora, File Number: D12-06-12 That Report No. PDS21-100 be received; and1. That the Draft Approved Plan of Subdivision Conditions for Edenbrook (Aurora) Inc. at 929 St. John’s Sideroad, File D12-06- 12, be revised to include a new condition that Draft Subdivision approval will expire three (3) years following the date of this revision; and 2. That this revision to the Draft Approved Plan of Subdivision conditions is considered minor and does not require notice in accordance with Section 51(47) of the Planning Act, R.S.O. 1990, c. P.13. 3. 8.5.PDS21-108 - Aurora Promenade Community Improvement Plan 309 That Report No. PDS21-108 be received; and1. That staff be authorized to initiate the process to update the Aurora Promenade Community Improvement Plan. 2. 9.Notices of Motion 9.1.Councillor Humfryes; Re: National Day for Truth and Reconciliation 319 *9.2.Councillor Gilliland; Re: Outdoor Fitness Park 320 10.Regional Report 11.New Business 12.Public Service Announcements 13.Closed Session There are no Closed Session items for this meeting. 14.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Memorandum Councillor’s Office Re: Lake Simcoe Region Conservation Authority Board Meeting Highlights of July 23, 2021 To: Mayor and Members of Council From: Councillor Wendy Gaertner Date: September 21, 2021 Recommendation 1. That the memorandum regarding Lake Simcoe Region Conservation Authority Board Meeting Highlights of July 23, 2021, be received for information. Page 1 of 320 Board Meeting Highlights July 23, 2021 Announcements: a)CAO Rob Baldwin advised that a meeting was held on July 21st at Scanlon Creek Conservation Area with the Hon. David Piccini, Ministry of Environment, Conservation and Parks. The meeting was arranged and attended by Parliamentary Assistant and Barrie- Innisfil MPP Andrea Khanjin. In attendance from the Authority were Rob Baldwin, Nicole Hamley, Ben Longstaff and Kristen Yemm. He advised that they walked the trails together while discussing salt management, our innovative stormwater work and low impact development, an overview of our education program, as well as the importance of passive recreation and the need for it to be incorporated in the changes to the Conservation Authorities Act. Staff very much appreciated this opportunity to showcase some of the Authority’s work. b)CAO Baldwin advised that discussions with staff regarding return t o the physical offices in the Fall have begun, and more information will be provided to the Board as plans evolve. c)CAO Baldwin advised of an upcoming meeting regarding the Georgina Island Fixed Link Project, a planned causeway and bridge to connect the island with mainland Georgi na, noting that he appreciates the opportunity to discuss this project in the early planning stages. As more information becomes available, it will be brought back to the Board. d)Chair Emmerson offered best wishes to the City of Barrie residents after their recent tornado damage. City of Barrie Councillors Aylwin and Riepma updated on the situation, noting that thankfully all injured citizens have be en released from hospital. They also praised the entire community for rallying together to support one another. Presentations: a)Second Quarter 2021 Financial Report and Year-End Forecast General Manager, Corporate and Financial Services/CFO, Mark Critch, provided a presentation on the Authority’s Second Quarter 2021 Financial Report and Year-End Forecast. He reviewed the Executive Summary, noting that Authority business operations are recovering from some impacts seen in 2020 due to COVID-19. The Authority’s 14 Annual Operating Priorities for 2021 are progressing as expected, with one exception due to Federal funding. He noted a surplus is forecast for 2021, the financial condition of the Authority is strong, and staff will monitor the use of reserves and deferred revenue for year end. Page 2 of 320 Board Meeting Highlights July 23, 2021 Page 2 GM Critch updated on business operations, noting staff continue working from home with anticipated return to the office in the Fall. Some additional costs will be incurred related to cleaning, supplies and equipment, as well as renovations to the Mabel Davis offices in preparation for staff’s return. He went on to note that overall revenue and expenditures are in line with mid-year expectations. Some Provincial and Federal funding is below year-to-date expectations mainly related to timing of project work. Revenue generation is trending just above year-to-date expectations due to higher volumes of applications in Planning & Regulations, and tree planting and education programs have gone ahead as planned during the first two quarters. GM Critch noted a few factors contributing to the surplus include variances due to staff turnover and recruitment for open positions, as well as variances in operational spending which will be offset with some additional spending in the third and fourth quarters for return to office as well as asset management. Other contributors are timing variances on capital work at Authority properties, with expenditures expected in second half of 2021. Looking forward, GM Critch noted that the forecast at the second quarter is used to identify key trends and to monitor the remainder of the year. The forecast will help inform the development of the 2022 Budget and will ensure the adequacy of reserves in the short term. Staff will continue to monitor the impacts of Bill 229/108 and implement changes as needed . To view this presentation, please click this link: 2nd Quarter 2021 Financial Update For more information on the Authority’s Second Quarter 2021 Financial Report, please contact Mark Critch at 905-895-1281, ext. 297 or m.critch@lsrca.on.ca. b)Program Update: Implementation of Climate Change Adaptation and Mitigation Strategies General Manager, Integrated Watershed Management, Ben Longstaff, advised that the Authority’s Climate Change program is gaining strength due in large part to the completion of the Climate Change Mitigation and Adaptation Strategies, as well as having a dedicated climate change specialist on staff. He was pleased to introduce the Authority’s Climate Change Specialist, Fabio Tonto, to provide an update on these initiatives. Mr. Tonto advised that climate change projections for 2028 are for temperatures to rise 6.8 degrees Celsius, which will translate to several additional days above 30 degrees Celsius. In addition, rain events are expected to be more frequent, more intense, and longer in dur ation. In response, the Authority has completed climate change mitigation and adaptation strategies, which have several recommendations. He advised that there are eight themes and in total 46 actions in the implementation plan, a few of which were highlighted during the meeting: -Raising Awareness and Engaging the Watershed: Led by the Authority’s Education team, five free themed guided hikes on three Authority properties are scheduled for Fall 2021. For Page 3 of 320 Board Meeting Highlights July 23, 2021 Page 3 more information on these hikes or to register, please click this link: https://www.lsrca.on.ca/Pages/Climate-Change-Hikes.aspx. -Exploring the Potential of Carbon Sequestration within grassland habitats. Efforts include wetland restoration projects to support the idea of net zero communities and no new carbon being released into the atmosphere. -Supporting Municipal Readiness: Authority staff participate in regional and municipal working groups and reach out to municipal partners to gain a better understanding of the challenges of climate change among our municipal partners. Authority staff have hosted a webinar series to connect practitioners from the municipalities to inform and share information. Four interactive webinars have been held in May and June with over 150 attendees. The feedback was very positive, and lots was learned about increasing efficiency by collaborating and sharing information, plans and actions. Authority staff continue to look at ways to move climate change initiatives forward and assist in further collaboration with municipal partners. To view this presentation, please click this link: Climate Change Program Update. For additional information, please visit the Authority’s Climate Change webpage: https://www.lsrca.on.ca/watershed-health/climate-change or contact Fabio Tonto at 905-895-1281, ext. 239 or f.tonto@lsrca.on.ca. Correspondence and Staff Reports: Second Quarter 2021 Financial Report and Year-End Forecast The Board received Staff Report No. 37-21-BOD regarding the Second Quarter Financial Report and Year-End Forecast for the period ending June 30, 2021. Program Update: Implementation of Climate Change Adaptation and Mitigation Strategies The Board received Staff Report No. 38-21-BOD regarding the Authority’s initial work to implement the Climate Change Adaptation and Mitigation Strategies. Monitoring Report – Planning and Development Applications for the Period January 1 through June 30, 2021 The Board received Staff Report No. 39-21-BOD regarding monitoring of planning and development applications for the period January 1 through June 30, 2021. Lake Simcoe Region Conservation Authority Offsetting Poli cies Housekeeping Updates The Board received Staff Report No. 40-21-BOD regarding Housekeeping Updates to the Lake Simcoe Region Conservation Authority Offsetting Policies. The Board approved updates to the Lake Simcoe Region Conservation Authority Ecological Offsetting Policy, the Lake Simcoe Region Conservation Authority Phosphorus Offsetting Policy, and Lake Simcoe Region Conservation Authority Water Balance Recharge Policy as presented. Page 4 of 320 Board Meeting Highlights July 23, 2021 Page 4 Project Update: Tamarac Park - Stormwater Management Pond Retrofit The Board received Staff Report No. 41-21-BOD regarding the Lake Simcoe Region Conservation Authority’s efforts with the York Region Phosphorus Removal Demonstration Project Partnership: Tamarac Park - Stormwater Management Pond Retrofit. The Board authorized the Purchase Order increase to $1,621,087, to ensure compliance with the Authority’s Purchasing Policy and associated signing authority provisions. Confidential 2021 Conservation Awards Recipients The Board approved Confidential Staff Report No. 42-21-BOD regarding the 2021 Conservation Awards recipients. Confidential Legal Matter The Board received Confidential Staff Report No. 43-21-BOD regarding a legal matter. Confidential Legal Matter The Board received Confidential Staff Report No. 44-21-BOD regarding a legal matter. For more information or to see the full agenda package, visit LSRCA’s Board of Directors’ webpage. Page 5 of 320 Town of Aurora Aurora Town Square Project Monitoring Task Force Meeting Minutes Date: Time and Location: Task Force Members: Members Absent: Other Attendees: July 13, 2021 1 p.m.; the meeting was held electronically Mayor Tom Mrakas (Task Force Vice-Chair), Deputy Mayor/Councillor Harold Kim, Councillor Michael Thompson, Doug Nadorozny (CAO, Task Force Chair), Robin McDougall (Director, CMS), Rachel Wainwright-van Kessel (Director, Finance), Doug Bertrand (Manager, Facilities), Lianne Jalali (Project Manager, PMO), Phil Rose (Manager, Library Square), Les Camm (Senior Project Manager, Colliers) and Mark Haddock (Project Manager, Colliers) None None Robin McDougall Chaired the meeting. Meeting called to order at 1:04 p.m. 1.Delegations None 2. Review of Task Force Minutes Review of Minutes from April 13, 2021. No comments. 3. Project Status Update •Construction of 22 Church Street sub-structure has commenced. •Footings and foundations for the bridge are complete. Page 6 of 320 Aurora Town Square Project Monitoring Task Force Meeting Minutes July 13, 2021 Page 2 of 5 • Excavation for the new cultural centre is complete and we are pleased to make it past this stage without encountering any significant groundwater issues. • Library work continues, including erection of structural steel on 2nd floor, with roof joists in place and steel deck installation having commenced. • Two temporary doors installed at southside of the Library to allow limited public access beginning July 5th. • Approximately 40 Change Orders (COs) have been approved worth $737,000, representing 24% of the contingency budget; this is a little higher than we might expect given the amount of work done to date. • Library renovation generated several COs, as did remediation of the rubble foundation at 22 Church St. • Soil contamination in two locations also led to COs worth considerable amounts. • We expect the pace of COs to slow and come in line with what we might expect with a construction project such as this. • The project budget includes a $1 million management reserve, which remains unspent, and there is a good amount of the $3 million contingency remaining; we are on target from a budget and scope perspective. • Since the last Task Force meeting in April, we have experienced significant schedule slippage and are concerned with the original Substantial Performance date of August 2022. • The beginning of November 2022 is the new date for the Substantial Performance of the New Cultural Centre. • Library renos targeted completion date is Nov-Dec 2021. • Bridge completion date is June 2022. • Outdoor square completion date is July 2022. • Schoolhouse completion date is September 2022. • Although the 22 Church St. completion date has been pushed to November 2022, we anticipate the bulk of the overall project work to be complete before this date. • We are developing a schedule with Chandos to allow for as much access as possible to each space as they are completed. • From the general public’s point of view, the project will appear as though it is complete by late Sept-early Oct 2022, and we should be able to retract most of the hoarding by then, making most of the site usable for a public ceremony and public access. Page 7 of 320 Aurora Town Square Project Monitoring Task Force Meeting Minutes July 13, 2021 Page 3 of 5 Q and A regarding specific aspects of the project: Question Response How confident are we that Chandos will hit the new Substantial Completion date of November 2022? Can we work with them further to gain some time on this project? Recently, we have initiated regular meetings with Chandos to discuss the schedule specifically. We agree that it has slipped (currently behind by 3 months). We do not believe we can bring it back much beyond 2-3 weeks. Our approach is to continue to stay on them to meet the completion dates they have issued on their latest schedule for the Library, bridge, square, and heritage schoolhouse. The risk of slippage will also diminish once we are completely above ground and steel erection begins on the new addition. We are reiterating that communication is key and that Chandos needs to be proactive in letting the Town and Project Team know about delays as they arise instead of waiting. Do we anticipate any delay claims related to the longer than anticipated schedule? It is possible but there has been no indication from Chandos that this is the approach they plan to take. Does the three-month schedule extension include opportunities to speed up in certain areas? Realistically, the November time frame for full completion is the most likely scenario. Chandos will need to work with their trades to identify ways to improve the schedule. To date, conversations with the subtrades have not led to any schedule improvements. Chandos is open to working outside normal hours to Page 8 of 320 Aurora Town Square Project Monitoring Task Force Meeting Minutes July 13, 2021 Page 4 of 5 4. Communication Update • Engage Aurora Town Square Page: 68 visits in June with an average of 7 visits daily • Staff met with the AEDC to get ideas on how to better communicate with the business community regarding Town Square • Communications created in June include: o 1 Newsletter, which will be sent out quarterly o 3 Construction Notices o 2 Videos:  Behind the Scenes with a Constriction Super Intendant  Library Square Renaming o 1 Media Release issued regarding the Library Square name change • 2 newspaper articles:  The Auroran published articles on renaming and governance make up time where possible (e.g., raft slab pouring) however this is at a premium. Colliers has made it clear any proposed overtime will need to be requested on a per occurrence basis and will only be considered if an improvement to the schedule can be guaranteed. Is it possible to stagger work schedules to extend times that certain trades can work without having to incur OT expenses? We have not discussed this yet, but we will raise it at the next meeting to see what is possible. We have also negotiated work the Town can undertake by internal staff and third-party vendors, such as FFE and IT, that Chandos has agreed to allow to be carried out while they control the site and without charging any management fees. This will help advance work that would normally be carried out at the end of the project after Substantial Performance. Page 9 of 320 Aurora Town Square Project Monitoring Task Force Meeting Minutes July 13, 2021 Page 5 of 5 • Upcoming meeting with the Seniors Association to discuss construction progress and programming opportunities • Interactive chalkboard project installed on the construction fencing as a collaboration with the Library for their One Book One Aurora program. 5. New Business None 6. Next Meeting Date Either Tuesday, October 12, 2021, or Tuesday, October 5, 2021 Possible tour of the Library space for Council members in September. 7. Adjournment The meeting adjourned at 1:53 p.m. Page 10 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS 2 1 -0 27 Subject: Canadian Achievements Diversity and Inclusion Mural – Design Approval Prepared by: Phillip Rose, Manager of Aurora Town Square Department: Community Services Date: September 21, 2021 Recommendation 1. That Report No. CMS21-027 be received; and 2. That the mural design titled Community Builds Community by Moonlight Murals Collective be approved for the Canadian Achievements Diversity and Inclusion Mural as selected by the Mural Selection Committee; and 3. That staff be directed to work with the artists to finalize the mural design; and 4. That the northern wall of 15242 Yonge Street be approved as the location for the Canadian Achievements Diversity and Inclusion Mural. Executive Summary This report makes recommendations regarding the design and location of the Canadian Achievements Diversity and Inclusion Mural (the Mural) and summarizes the next steps to be taken in this project.  A total of five artists submitted a design in response to the Call for Artists that closed August 13. One late submission was also received.  A Selection Committee evaluated each design based on the criteria stated in the Mural Guidelines and Community Builds Community by Moonlight Murals Collective received the highest average score. Page 11 of 320 September 21, 2021 2 of 8 Report No. CMS21-027  Moonlight Murals Collective is comprised of “a trio of Iranian-born female artists who have been creating colourful and whimsical murals and street art for the past 4 years.”  Moonlight Murals Collective describe their proposed mural concept as “a beautiful quilt made up of a variety of textiles with different designs and motifs.”  The artists chose the entire northern wall of 15242 Yonge Street as the location for their mural design.  Once finalized, the mural design will be provided to the Town as a high-resolution digital file that will be turned into a vinyl product to be applied to the chosen location and treated with an anti-graffiti coating.  The goal is to install the Mural in Spring 2022. Background On April 27, 2021, Council directed Town staff to initiate the selection process for the Mural through an online Call for Artists process with the provision that additional public consultation be undertaken first. Council also directed staff to amend the Mural Guidelines so that artists can select their preferred mural location from a list provided by the Town. Between May 3 and 24, staff used the project’s Engage Aurora webpage to consult the public regarding who and what they think should be represented on the Mural. These online responses, in addition to public comments received via email, were included in the Mural Guidelines, and released publicly on June 30 as part of the Call for Artists process. Analysis A total of five artists submitted a design in response to the Call for Artists that closed August 13. One late submission was also received. The Call for Artists was posted on the Town’s social media, website, and the project’s Engage Aurora page, and was shared via email with the following groups:  Anti-Black Racism and Anti-Racism Task Force  Aurora Economic Development Corporation  BIA Page 12 of 320 September 21, 2021 3 of 8 Report No. CMS21-027  Culture Plan Collaborative Leadership Team  Mural Routes  Public Art Working Group  STEPS (Sustainable Thinking and Expression on Public Space) In response to the Call for Artists, the Town received five submissions. One submission was also received after the closing deadline and the artist did not complete the online application and was therefore disqualified. A Selection Committee evaluated each design based on the criteria stated in the Mural Guidelines and Community Builds Community by Moonlight Murals Collective received the highest average score. The Mural Selection Committee is comprised of the following individuals:  Mae Khamissa, Anti-Black Racism and Anti-Racism Task Force  Noor El-Dassouki, Anti-Black Racism and Anti-Racism Task Force  Stephanie Nicolo, Aurora Cultural Centre  Phil Rose, Manager of Aurora Town Square Between August 16 and August 25, they evaluated the designs based on the following criteria:  Overall artistic merit of the proposed design  Artist’s experience and applicability of past work  Responsiveness of the design to the Mural Themes  Quality of References provided Selection Committee members scored each design out of 100 and the scores were aggregated and then averaged. Community Builds Community by Moonlight Murals Collective received the highest average score. Moonlight Murals Collective is comprised of “a trio of Iranian-born female artists who have been creating colourful and whimsical murals and street art for the past 4 years.” Moonlight Murals Collective have worked with numerous clients to incorporate different forms of aesthetics into their work. They have painted murals on utility boxes, brick walls, concrete, as well as the ground, and have created digital work for various BIA’s for use as vinyl wraps and banners. They come from graphic design backgrounds and are skilled in digital designs and requirements for print production. One of their most recent projects is a painted floor mural for Church-Wellesly Village BIA in Toronto. Page 13 of 320 September 21, 2021 4 of 8 Report No. CMS21-027 Moonlight Murals Collective describe their proposed mural concept as “a beautiful quilt made up of a variety of textiles with different designs and motifs.” Community Builds Community mural concept by Moonlight Murals Collective . Page 14 of 320 September 21, 2021 5 of 8 Report No. CMS21-027 As part of their submission, the Moonlight Murals Collective provided the following description of their design: “For this project, we want to portray the idea of Canadians of all backgrounds, coming together in order to build and produce beauty together by way of sewing a quilt. We depict a number of different coloured hands who are putting together a beautiful quilt made up of a variety of textiles with different designs and motifs. The different coloured hands suggesting different races and the textiles are traditional prints from a variety of cultures and backgrounds. If we are chosen for this project, we will add more details and more patches in the quilt, ensuring the message comes across strongly…We purposely chose a visual that can be easily resized and adjusted according to the needs of the community and we are definitely looking to collaborate together with the [town] to create the perfect outcome.” The artists chose the entire northern wall of 15242 Yonge Street as the location for their mural design. As part of the Mural Guidelines, artists were given the following three locations to choose from: 1. Northern wall of 15242 Yonge Street 2. Northern wall of 15105 Yonge Street 3. Retaining wall near Jonathan Bales Parkette close to Joseph Hartman and Hartwell Way intersection Aurora Town Square was also identified as a potential location, however, given that the project will not be complete until Fall 2022, it was not included in the Mural Guidelines as an option to choose from at this time. The Moonlight Murals Collective chose the entire northern wall of 15242 Yonge Street as the preferred location for their design because they believe “the visual would be stronger if it covers the whole side of this building.” They state that “the patches, as is the nature of the design, will work perfectly with the windows as the whole design of the quilt is a mosaic of colours and patterns.” Their “design is easily adjustable and resizable” and can be modified according to the site. Once finalized, the mural design will be provided to the Town as a high-resolution digital file that will be turned into a vinyl product to be applied to the chosen location and treated with an anti-graffiti coating. Page 15 of 320 September 21, 2021 6 of 8 Report No. CMS21-027 If approved by Council, Town staff would notify Moonlight Murals Collective that their mural concept was chosen for this project and work with them to finalize the design. The artists have committed to creating digital mock-ups of their design to ensure the hands, which are the most vital part of the design, show up uninterrupted. Staff would also develop an agreement with the selected artists that stipulates the rights and responsibilities of each party pertaining to use, ownership and copyright of the mural design. The goal is to install the Mural in Spring 2022. The following timetable is being proposed to allow for a Spring 2022 mural installation. Milestone Date/Time Artists Notified of Selection Process Results Week of September 28, 2021 Develop legal agreement between Town and Artist Finalized by November 30, 2021 Send digital file to printer to be reproduced as a vinyl mural February-March 2022 Installation of the mural (weather dependent) May 2022 Official unveiling and community celebration June 2022 Advisory Committee Review Town staff have worked with the Anti-Black Racism and Anti-Racism Task Force on this project, from developing the Mural Guidelines to the evaluation process. Two members of the Task Force participated on the Mural Selection Committee that evaluated the designs, providing valuable feedback that informed this report’s recommendations. Staff will continue to work with the Task Force and other Advisory Committees as required to successfully complete this project. Page 16 of 320 September 21, 2021 7 of 8 Report No. CMS21-027 Legal Considerations Staff will develop an agreement between the selected artist and the Town that stipulates the rights and responsibilities of each party pertaining to use, ownership and copyright of the mural design. Financial Implications The established budget for this project is currently $10,000 which will be funded from the Town’s existing approved operating budget. The artists will receive $7,500 (inclusive of tax) for their design, along with any technical consultation, site visits, concept development, and digital artwork delivery that is required. Staff are currently pursuing a sponsorship from Desjardins to support additional expenses beyond the current budget of $10,000, such as mural printing and installation. Communications Considerations The Town will communicate the outcomes of the engagement process by way of a media release, as well as through the Town’s website and social media accounts. As the mural is installed, the Town will continue to promote and market it through various means. Link to Strategic Plan The Mural supports the following Strategic Plan goals and key objectives: Supporting an exceptional quality of life for all in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Celebrating and promoting our culture  Strengthening the fabric of our community Alternative(s) to the Recommendation 1. Council can provide further direction. Conclusions Based on the evaluation process undertaken by the Mural Selection Committee, staff are recommending that the mural design titled Community Builds Community by the Page 17 of 320 September 21, 2021 8 of 8 Report No. CMS21-027 Moonlight Murals Collective be approved for the Canadian Achievements Diversity and Inclusion Mural. Next steps would include finalizing the mural design and developing a legal agreement between the artists and the Town. Attachments Attachment 1 – Canadian Achievements Mural: Celebrating Diversity and Inclusion Application from Moonlight Murals Collective Previous Reports CMS21-014, Canadian Achievements Diversity and Inclusion Mural Guidelines, April 6, 2021 CMS21-019, Canadian Achievements Diversity and Inclusion Mural Guidelines – Additional Information Pre-submission Review Agenda Management Team review on September 2, 2021 Approvals Approved by Robin McDougall, Director, Community Services Department Approved by Doug Nadorozny, Chief Administrative Officer Page 18 of 320 -RKQ:HVW:D\ $XURUD2QWDULR /*- DXURUDFD &DQDGLDQ$FKLHYHPHQWV0XUDO&HOHEUDWLQJ 'LYHUVLW\DQG,QFOXVLRQ$SSOLFDWLRQ ,I\RXUHTXLUHVXSSRUWZLWKWKHDSSOLFDWLRQSOHDVHFRQWDFW3KLO5RVHDWSURVH#DXURUDFDRU ,KDYHUHDGWKH0XUDO*XLGHOLQHV" <HV 1R (PDLO$GGUHVV )LUVWDQG/DVW1DPH *KD]DOHK5DVWJDU $UWLVW1DPHLIGLIIHUHQWWKDQDERYH 0RRQOLJKW0XUDOV&ROOHFWLYH 3KRQH1XPEHU +RPHWRZQ&XUUHQW/RFDWLRQ 7RURQWR21 3UHIHUUHG3URQRXQ 6KH+HU +H+LP 7KH\7KHP 2WKHU &06$WWDFKPHQW Page 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ZHFDQDOVRLQVSLUHRWKHUVE\ZKDWZHEULQJLQWRFRPPXQLWLHVE\ZD\RIDUW:HKDYHDOVRQRWLFHGWKDW $XURUDLQFOXGHVDODUJHFRPPXQLW\RI,UDQLDQVDQGDV,UDQLDQDUWLVWVLWZRXOGEHJUHDWIRUXVWR FRQWULEXWHWRWKLVFRPPXQLW\LQ$XURUD Page 21 of 320 5HIHUHQFHV a 0LFKDHO+XWFKLQVRQ 3URMHFW/HDG6WUHHW$577RURQWR&LW\RI7RURQWR -DVRQ&DPSEHOO 3URMHFW&RRUGLQDWRU6WUHHW$577RURQWR&LW\RI7RURQWR 0LFKDHO&DYDQDXJK 3URMHFW0DQDJHU&RPPXQLW\0DWWHUV7RURQWR +RZGLG\RXKHDUDERXWWKH&DQDGLDQ$FKLHYHPHQWV&HOHEUDWLQJ'LYHUVLW\DQG,QFOXVLRQ0XUDO 3URJUDP"3OHDVHVHOHFWDOOWKDWDSSO\ ,QVWDJUDP )DFHERRN 7ZLWWHU ,QWHUQHWVHDUFK 1HZV6RXUFH 2QOLQH795DGLR HWF 0XUDO3URJUDP 6HOHFWLRQ &RPPLWWHHPHPEHU )ULHQG)DPLO\ 6XJJHVWLRQ 2WKHU Page 22 of 320 7KDQN<RX <RXUIRUPKDVEHHQVXEPLWWHGDQGZHZLOOUHVSRQGVKRUWO\ Page 23 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CMS 2 1 -0 29 Subject: Aurora Town Square Governance Update Prepared by: Phillip Rose, Manager of Aurora Town Square Department: Community Services Date: September 21, 2021 Recommendation 1. That Report No. CMS21-029 be received; and 2. That the Fees and Charges bylaw be updated to accommodate all Aurora Town Square services, activities, and use of property as necessary. Executive Summary This report provides an update on Aurora Town Square (formerly Library Square) space allocation and room permitting and summarizes next steps in the governance review process.  Staff are developing a Space Usage and Room Permitting Policy that is based on the Town’s Sports Field and Park Use Policy (updated 2020) and the Room/Hall Permitting Policy (updated 2018).  The Space Usage and Room Permitting Policy will apply only to the Aurora Public Library’s (APL) allocation and usage of the new spaces adjoining the Library, the remainder of Aurora Town Square, as well as the Magna and Lebovic rooms.  Aurora Cultural Centre (ACC) space allocation and usage is governed by the Provision of Cultural Services Agreement and the Lease Agreement between the Town and the ACC, both of which are to be updated.  A range of fees and charges for Aurora Town Square (ATS) are also being developed to be included in the updated Fees and Charges bylaw. Page 24 of 320 September 21, 2021 2 of 6 Report No. CMS21-029  Staff continue to develop various other governance documents, including an organizational chart, a staff recruitment plan, service level agreements, 2022 and 2023 operating budgets and more. Background On June 15, 2021, Council approved the recommendation that the Town assume responsibility for all facility bookings at ATS and oversee the development of an integrated IT network across the entire facility, including the APL. Since June, staff have worked to implement Council’s direction by developing a draft Space Usage and Room Permitting Policy and initiating the discovery phase of the IT implementation plan. This report provides a summary of these continuing efforts. Analysis Staff are developing a Space Usage and Room Permitting Policy that is based on the Town’s Sports Field and Park Use Policy (revised 2020) and the Room/Hall Permitting Policy (revised 2018). As each phase of construction is complete, and certain spaces become available for community use, the Town will assume responsibility for coordinating and administering all facility permits with the public, internal staff, and community groups for access to ATS space. Booking of facility spaces and supporting equipment shall be the responsibility of the Business Support Division. To provide a framework for how space is allocated and used, staff are drafting a Space Usage and Room Permitting Policy (the Policy) that applies to the Church Street Schoolhouse, the Schoolhouse addition, bridge, outdoor square, new spaces adjoining the APL, as well as the Magna and Lebovic rooms. To remain consistent with existing Town policy and procedures, the draft Space Usage and Room Permitting Policy (the Policy) is based on the Sports Fields and Park Use Policy and the Room/Hall Permitting Policy, which governs how space at the Town’s other facilities and amenities are allocated to internal, external, not-for-profit, and commercial entities. Existing programs and services currently provided by the Town, ACC, and APL will be prioritized from a space allocation perspective, but the Policy will also outline how other community groups, businesses, and individuals will receive a fair allotment of space in Page 25 of 320 September 21, 2021 3 of 6 Report No. CMS21-029 the best interest of all users and the community. The draft Policy will be presented to Council for approval before the end of 2021. The Space Usage and Room Permitting Policy will apply only to the Aurora Public Library’s (APL) space allocation and usage of the new spaces adjoining the Library, the remainder of Aurora Town Square, as well as the Magna and Lebovic rooms. Access and usage of any space that is part of ATS by the APL will be determined by the Policy that is currently under development, however the APL remains solely responsible for space allocation and usage of the Library proper and all spaces within their physical footprint. Aurora Cultural Centre (ACC) space allocation and usage is governed by the Provision of Cultural Services Agreement and the Lease Agreement, both of which are to be updated. Both agreements between the Town and the ACC need to be updated to account for the Hybrid Governance Model under which ATS will operate. The revised agreements will identify the new spaces available to the ACC for programs, performances, meetings, and other initiatives, and reflect changes to room permitting procedures at the Church Street Schoolhouse that were formerly administered by the ACC. Furthermore, the updated agreements will detail any service level changes provided by the Town, such as IT support and facility maintenance. Staff anticipate the revised agreements to be complete by early 2022. A range of fees and charges for Aurora Town Square (ATS) are also being developed to be included in the updated Fees and Charges bylaw. While the Policy governs how space is to be allocated, a fees and charges schedule will also be developed that includes a range of user fees for space and corresponding services provided at ATS such as room set up and take down, equipment rental, staff support, and more. In developing the ATS fees and charges schedule, staff are consulting a range of comparable schedules from other Town facilities, various cultural organizations, performing arts centres, and other analogous spaces. The Town’s Fees and Charges bylaw will be updated to accommodate ATS services, activities, and use of property as necessary. Staff continue to develop various other governance documents, including an organizational chart, a staff recruitment plan, service level agreements, 2022 and 2023 operating budgets and more. Page 26 of 320 September 21, 2021 4 of 6 Report No. CMS21-029 While the Town has made significant progress implementing the Hybrid Governance Model to date, efforts continue to ensure the systems and processes under which ATS will operate are in place before construction is complete. The IT Division has initiated the discovery phase of the IT implementation plan beginning with in-depth discussions with the APL regarding architecture and systems design, timelines, service level continuity, risk mitigation, and more. Progress on the 2023 collaborative programming schedule, organizational chart, staff recruitment plan, and operating budgets for 2022 and beyond also continues. Staff will bring these documents forward for review and approval around the end of 2021, beginning of 2022. Advisory Committee Review Not applicable Legal Considerations The Municipal Act permits a municipality to enact by-laws to impose fees or charges on persons for services or activities provided or done by or on behalf of it. Prior to passing any amendments to the by-law, notice must be given in accordance with the Town’s policies. Financial Implications Since 2019, any surpluses arising from the ATS operating budget have been allocated to the Tax Rate Stabilization reserve. $184,014 was allocated to the reserve in 2019 and $150,544 in 2020. Staff anticipate a surplus this year as well. Staff continue to assess the ATS’ staffing and facility needs for 2022 but do not anticipate any budget shortfall. Should any budget pressures arise, the Town is able to offset any shortfalls through other operating budget surpluses or through a draw from the Tax Rate Stabilization reserve. Communications Considerations The Town will continue to communicate directly with project stakeholders to ensure that there is clarity regarding the ongoing governance review. There are no additional external communication considerations currently. Page 27 of 320 September 21, 2021 5 of 6 Report No. CMS21-029 Link to Strategic Plan Aurora Town Square supports the following Strategic Plan goals and key objectives: Supporting an exceptional quality of life for all in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Invest in sustainable infrastructure  Celebrating and promoting our culture  Encourage an active and healthy lifestyle  Strengthening the fabric of our community Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying requirements in the following key objectives within these goal statements:  Promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business Alternative(s) to the Recommendation 1. Council may provide further direction. Conclusions This report provides an update on ATS governance and identifies next steps in implementing the Hybrid Governance Model. Attachments None Previous Reports CMS20-008, Library Square – Governance Review, March 3, 2020 CMS20-012, Library Square – Governance Review, June 16, 2020 CMS20-026, Library Square – Governance Review, November 3, 2020 CMS21-022, Library Square Governance Update, June 21, 2021 Page 28 of 320 September 21, 2021 6 of 6 Report No. CMS21-029 Pre-submission Review Agenda Management Team review on September 2, 2021 Approvals Approved by Robin McDougall, Director, Community Services Department Approved by Doug Nadorozny, Chief Administrative Officer Page 29 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. FIN 2 1 -0 37 _______________________________________________________________________________________ Subject: Second Generation Asset Management Plan Prepared by: Jason Gaertner, Manager, Financial Management Department: Finance Date: September 21, 2021 _______________________________________________________________________________________ Recommendation 1. That Report No. FIN21-037 be received; and 2. That the Second Generation Asset Management Plan be endorsed and the service level measures therein be approved. Executive Summary The second-generation asset management plan (AMP) represents a significant step forward in the modernization of Aurora’s asset management framework.  The updated asset management plan includes many enhancements that ensure continued compliance with the province’s municipal asset management regulation  A key step being undertaken is the operationalization of the second-generation asset management plan  Operationalization of the plan will collect the measures needed to refine and likely reduce the financial commitments required for asset management reserve contributions  The second-generation asset management plan supports the capital planning, reserve management and debt management pillars of the Fiscal Strategy  Further work is needed to establish the appropriate asset management reserve contributions Page 30 of 320 September 21, 2021 2 of 7 Report No. FIN21-037 Background The asset management framework has undergone significant change driven by the province’s municipal asset management regulation O. Reg 588/17 On December 17, 2017, the province filed regulation 588/17 under the Infrastructure for Jobs and Prosperity Act, 2015 (“O. Reg 588/17”) which included a prescribed list of asset management requirements that each Ontario municipality must ensure its compliance to within the specified timelines. The regulation requires the establishment of a Strategic Asset Management Policy by July 1, 2019 and then the following three phases to improve up this policy: - Phase 1: Update of asset management plan’s core asset categories to add current level of service standard metrics, including the costs to maintain current levels of service by July 1, 2022. - Phase 2: Building upon Phase 1, update the asset management plan’s remaining asset categories to include current level of service standard metrics, including the costs to maintain current levels of service by July 1, 2024. - Phase 3: Building upon Phases 1 and 2, update of all of asset management plan asset categories to include proposed levels of service, lifecycle management and a financial strategy by July 1, 2025. On March 26, 2018, Council approved Aurora’s first asset management plan. This plan was further refined and on March 26, 2019 Council approved the Strategic Asset Management Policy. On December 15, 2020 Council approved a capital project with total capital budget authority of $70,000 in support of Aurora’s compliance with Phase 2 of O.Reg 588/17 to update the asset management plan’s core asset categories to include current level of service metric measures as well as other requirements. In February 2021 Public Sector Digest (PSD) was engaged to assist in a significant review and update of the existing asset management plan to ensure continued compliance with the next major regulation requirement milestone. Another key PSD deliverable was to assist in operationalization of the second-generation asset management plan. Page 31 of 320 September 21, 2021 3 of 7 Report No. FIN21-037 Analysis The updated asset management plan includes many enhancements that ensure continued compliance with the province’s municipal asset management regulation Staff with the assistance of Public Sector Digest, has undertaken an in-depth review and update of the existing asset management plan. This resulting in a new and improved modernized plan that is fully compliant with all Phase 1 O. Reg 588/17 requirements and partially compliant with Phase 2 requirements. Some of the key enhancements to the updated asset management plan include an improved summary of each asset category, the inclusion of a standard level of service measure(s) as well as their current values for each core asset category. The core assets include any assets relating to roads, bridges, culverts, water, wastewater and stormwater. In addition, the cost to maintain the current level of service for each core asset category is included as well as employment and population forecasts. A key step being undertaken is the operationalization of the second-generation asset management plan In an effort to maximize the value obtained from the new second-generation asset management plan, staff have begun to build a framework that will allow for the operationalization of this plan. This includes the migration of all defined capital asset service level metric information (as it becomes available) into CityWide which presently houses the complete capital asset listing for financial reporting and capital planning purposes. Once the service level information has been captured in CityWide, it can be used for capital asset rehabilitation and replacement decision-making. The system enables the development of a multi-year asset rehabilitation and replacement plan for all of its existing capital assets based upon a defined replacement decision criterion which may include service level-based metric inputs. Operationalization of the plan will collect the measures needed to refine and likely reduce the financial commitments required for asset management reserve contributions The asset management plan provides an estimate of the reserve contributions needed to support asset management needs by funding source. The plan recommends annual increases of the following to achieve sustainable levels of funding:  A 2.9% dedicated annual increase to the tax levy annually for the next 20 years  A 2.2% dedicated annual increase to the water rate annually for the next 10 years Page 32 of 320 September 21, 2021 4 of 7 Report No. FIN21-037  A 0.4% dedicated annual increase to the wastewater rate annually for the next 10 years  A 11% dedicated increase to the storm water rate annually for the next 15 years It is important to note that the capital asset replacement financial analysis presented within the asset management plan is built solely upon the accounting estimated useful life of each asset as this is the only information available at the time. Accounting useful life does not consider the actual performance an asset where if considered may result in a significantly different time of replacement decision. Service level measures strive to quantify this performance. As the subsequent phases of the regulation are implemented, allowing for the operationalization of both the core and non-core capital asset service level measures into each capital asset’s replacement criterion the financial needs analysis will need to be refined. It is expected that once implemented this will decrease the reserve contributions needed to support the plan. The second-generation asset management plan supports the capital planning, reserve management and debt management pillars of the Fiscal Strategy The capital planning, reserve management and debt management represent three of the total four Fiscal Strategy pillars upon which Fiscal Strategy is based. The capital planning pillar focuses on ensuring that current and future capital asset goals and objectives are being met over the long term. This asset management plan will become the foundation upon which the long-term capital asset rehabilitation and replacement plan will be based. The defined capital asset level of service measures will also inform the Aurora’s capital asset growth capital plans. This modernized asset management plan will enable more accurate and consistent longer term capital plans. The reserve management pillar strives to ensure that the long-term capital plan needs are met and to manage risks relating to unexpected economic impacts. The second- generation plan will provide more accurate information on the reserve contributions needed to support long-term asset management needs once the measures are put into practice. The plan also addresses the debt management pillar by recommending that when tax or rate funded debt is paid off, that the operating budget principal and interest expenses be converted to reserve contributions to support asset management. Page 33 of 320 September 21, 2021 5 of 7 Report No. FIN21-037 Further work is needed to establish the appropriate asset management reserve contributions The Fiscal Strategy supports a comprehensive review of all organizational reserves in the near future. It is anticipated that this review will result in recommendations relating to the reallocation of funds between eligible reserves potentially resulting in an improvement to the current financial health of capital asset rehabilitation and replacement funding sources. Also, as the organization implements phases two and three of the regulation resulting in the establishment and approval of levels of service measures and their values for all asset category’s, capital asset replacement planning and its accompanying financial analysis will continue to be refined. The resultant refined capital plans will provide a more accurate estimate of the reserve contributions needed to support asset management in the long term. Once this work is complete then Council can be presented with options to consider for tax and user rate increases to support asset management. However, this analysis is expected to take time to complete as the Town continues with its implementation of phases two and three of the regulation. Phases two and three must be complete by July 1, 2025 to meet the requirements of the regulation; it is staff’s intention to meet these requirements earlier than required. Advisory Committee Review Not applicable Legal Considerations O. Reg 588/17 made under the Infrastructure for Jobs and Prosperity Act, 2015 was amended on March 15, 2021 to extend regulatory timelines for phases 1, 2 and 3 to the dates set out in the body of this report. In accordance with the regulation, the asset management plan must be endorsed by ELT and approved by a resolution passed by Council. Financial Implications The approved strategic asset management policy and proposed second-generation asset management plan do not result in any direct financial commitments being made in this report. These represent key guidance and/or planning documents only, serving to assist in asset repair and replacement decision points as well as long range financial planning. Page 34 of 320 September 21, 2021 6 of 7 Report No. FIN21-037 Aurora has until July 1, 2025 to complete all three phases of second-generation asset management plan requirements under the regulation. By then the information will be refined and more accurate financial implications will be presented to Council. Until that time staff recommend that Council continue to support the capital reserve contributions included in the multi-year budget. Communications Considerations The Town will use “inform” as the level of engagement associated with this report. Residents will be informed through the report being placed on the Town’s website. Link to Strategic Plan The second-generation asset management plan will be the foundation upon which the annual capital plans are based, supports all aspects of the Strategic Plan. In particular, the asset management plan contributes to achieving the Strategic Plan’s guiding principle of “Leadership in Corporate Management” and improves transparency and accountability to the community. Alternative(s) to the Recommendation 1. Council may choose to accept, amend, or reject any or all of the recommendations of this report. 2. Council may provide alternative directions with respect to the presented draft second generation asset management plan. Conclusions With the assistance of Public Sector Digest, an extensive review and update of the asset management plan to ensure its continued compliance with the province’s municipal asset management regulation, O.Reg 588/17 is complete. The second-generation asset management plan includes several enhancements including the inclusion of standard level of service measures for all of its core capital asset categories. Staff recommend that Council approve the draft asset management plan, as presented. Attachments Attachment #1 – Draft Second Generation Asset Management Plan Page 35 of 320 September 21, 2021 7 of 7 Report No. FIN21-037 Previous Reports None Pre-submission Review Agenda Management Team review on September 2, 2021 Approvals Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance/Treasurer Approved by Doug Nadorozny, Chief Administrative Officer Page 36 of 320 i Asset Management Plan Town of Aurora 2021 Page 37 of 320 i This Asset Management Program was prepared by: Empowering your organization through advanced asset management, budgeting & GIS solutions Page 38 of 320 i Key Statistics Replacement cost of asset portfolio $1.5 billion Replacement cost of infrastructure per household $77,114 Percentage of assets in fair or better condition 79% Percentage of assets with assessed condition data 39% Annual capital infrastructure deficit $36 million Recommended timeframe for eliminating annual infrastructure deficit 20 Years – Tax-Funded Assets 10-15 Years – Rate-Funded Target reinvestment rate 3.2% Actual reinvestment rate 0.8% Page 39 of 320 1 Table of Contents Key Statistics ............................................................................................................. i Executive Summary ................................................................................................... 3 Scope ............................................................................................................................ 3 Findings ......................................................................................................................... 4 Recommendations .......................................................................................................... 5 1 Introduction & Context ........................................................................................ 6 An Overview of Asset Management .................................................................................. 7 Key Concepts in Asset Management ................................................................................10 Ontario Regulation 588/17 ..............................................................................................13 2 Scope and Methodology .................................................................................... 15 Asset categories included in this AMP ..............................................................................16 Deriving Replacement Costs ...........................................................................................16 Estimated Useful Life .....................................................................................................17 Reinvestment Rate .........................................................................................................17 Deriving Asset Condition .................................................................................................18 3 Portfolio Overview .......................................................................................... 19 Asset Management Report Card ......................................................................................20 Total Replacement Cost of Asset Portfolio ........................................................................21 Target vs. Actual Reinvestment Rate ...............................................................................21 Condition of Asset Portfolio .............................................................................................22 Forecasted Capital Requirements ....................................................................................23 4 Analysis of Tax-funded Assets ............................................................................ 24 Road Network ...............................................................................................................25 Bridges & Culverts .........................................................................................................36 Buildings .......................................................................................................................43 Machinery & Equipment .................................................................................................48 Fleet .............................................................................................................................52 Land Improvement ........................................................................................................57 5 Analysis of Rate-funded Assets ......................................................................... 61 Water Network ..............................................................................................................62 Sanitary Network ...........................................................................................................71 Storm Network ..............................................................................................................80 Page 40 of 320 2 6 Impacts of Growth .......................................................................................... 88 Description of Growth Assumptions .................................................................................89 Impact of Growth on Lifecycle Activities ...........................................................................92 7 Financial Strategy ............................................................................................. 94 Financial Strategy Overview ............................................................................................95 Funding Objective ..........................................................................................................97 Financial Profile: Tax Funded Assets ................................................................................98 Financial Profile: Rate Funded Assets ............................................................................. 101 Use of Debt ................................................................................................................. 104 Use of Reserves ........................................................................................................... 106 8 Appendices ................................................................................................... 108 Appendix A: RoadMatrix Decision Tree........................................................................... 109 Appendix B: 10-Year Capital Requirements .................................................................... 115 Appendix C: Level of Service Maps ................................................................................ 120 Appendix D: Risk Rating Criteria .................................................................................... 204 Appendix E: MMS– Classification & Patrolling Frequency of Roads .................................... 209 Appendix F: Condition Assessment Guidelines ................................................................ 210 Page 41 of 320 3 Executive Summary Municipal infrastructure provides the foundation for the economic, social, and environmental health and growth of a community through the delivery of critical services. The goal of asset management is to deliver an adequate level of service in the most cost-effective manner. This involves the development and implementation of asset management strategies and long-term financial planning. Scope This AMP identifies the current practices and strategies that are in place to manage public infrastructure and makes recommendations where they can be further refined. Through the implementation of sound asset management strategies, the Municipality can ensure that public infrastructure is managed to support the sustainable delivery of municipal services. This AMP include the following asset categories: Asset Category Bridges & Culverts Buildings Land Improvement Machinery & Equipment Road Network Fleet Storm Network Water Network Sanitary Network Page 42 of 320 4 Findings The overall replacement cost of the asset categories included in this AMP totals $1.5 billion. 79% of all assets analysed in this AMP are in fair or better condition and assessed condition data was available for 39% of assets. For the remaining assets, assessed condition data was unavailable, and asset age was used to approximate condition – a data gap that persists in most municipalities. Generally, age misstates the true condition of assets, making assessments essential to accurate asset management planning, and a recurring recommendation in this AMP. The development of a long-term, sustainable financial plan requires an analysis of whole lifecycle costs. This AMP uses a combination of proactive lifecycle strategies (paved roads, bridges & structural culverts) and replacement only strategies (all other assets) to determine the lowest cost option to maintain the current level of service. To meet capital replacement and rehabilitation needs for existing infrastructure, prevent infrastructure backlogs, and achieve long-term sustainability, the Municipality’s average annual capital requirement totals $48 million. Based on a historical analysis of sustainable capital funding sources, the Municipality is committing approximately $12 million towards capital projects or reserves per year. As a result, there is currently an annual funding gap of $36 million. It is important to note that this AMP represents a snapshot in time and is based on the best available processes, data, and information at the Municipality. Strategic asset management planning is an ongoing and dynamic process that requires continuous improvement and dedicated resources. With the development of this AMP the Municipality has achieved compliance with O. Reg. 588/17 to the extent of the requirements that must be completed by July 1, 2022. There are additional requirements concerning proposed levels of service and growth that must be met by July 1, 2024 and 2025. Page 43 of 320 5 Recommendations A financial strategy was developed to address the annual capital funding gap. The following graphics shows annual tax and rate change required to eliminate the Municipality’s infrastructure deficit based on a 20-year plan for tax-funded assets, a 10- year plan for water and sanitary assets, and a 15-year plan for storm assets: Recommendations to guide continuous refinement of the Municipality’s asset management program. These include: x Review data to update and maintain a complete and accurate dataset x Develop a condition assessment strategy with a regular schedule x Review and update lifecycle management strategies x Development and regularly review short- and long-term plans to meet capital requirements x Measure current levels of service and identify sustainable proposed levels of service Tax-Funded ASSETS Average Annual Tax Change 2.9% Rate-Funded WATER Average Annual Rate Change 2.2% Rate-Funded SANITARY Average Annual Rate Change 0.4% Annual Increase Per Household $1,860 Rate-Funded STORM Average Annual Rate Change 11% Page 44 of 320 6 Key Insights 1 Introduction & Context x The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services, manage the associated risks, while maximizing the value ratepayers receive from the asset portfolio x The Town’s asset management policy provides clear direction to staff on their roles and responsibilities regarding asset management x An asset management plan is a living document that should be updated regularly to inform long-term planning x Ontario Regulation 588/17 outlines several key milestone and requirements for asset management plans in Ontario between July 1, 2022 and 2025 Page 45 of 320 7 An Overview of Asset Management Municipalities are responsible for managing and maintaining a broad portfolio of infrastructure assets to deliver services to the community. The goal of asset management is to minimize the lifecycle costs of delivering infrastructure services, manage the associated risks, while maximizing the value ratepayers receive from the asset portfolio. The acquisition of capital assets accounts for only 10-20% of their total cost of ownership. The remaining 80-90% derives from operations and maintenance. This AMP focuses its analysis on the capital costs to maintain, rehabilitate and replace existing municipal infrastructure assets. These costs can span decades, requiring planning and foresight to ensure financial responsibility is spread equitably across generations. An asset management plan is critical to this planning, and an essential element of broader asset management program. The industry-standard approach and sequence to developing a practical asset management program begins with a Strategic Plan, followed by an Asset Management Policy and an Asset Management Strategy, concluding with an Asset Management Plan. This industry standard, defined by the Institute of Asset Management (IAM), emphasizes the alignment between the corporate strategic plan and various asset management documents. The strategic plan has a direct, and cascading impact on asset management planning and reporting. Build 20% Operate, Maintain, and Dispose 80% Total Cost of Ownership Page 46 of 320 8 1.1.1 Asset Management Policy An asset management policy represents a statement of the principles guiding the municipality’s approach to asset management activities. It aligns with the organizational strategic plan and provides clear direction to municipal staff on their roles and responsibilities as part of the asset management program. The Town adopted Policy No. FS-07 Strategic Asset Management Policy on March 26th, 2019 in accordance with Ontario Regulation 588/17. The asset management plan satisfies the policy statement 1.0 section 5: The Town will develop an asset management plan (AMP) that incorporates all infrastructure categories and municipal infrastructure assets that are necessary to the provision of services…The AMP will be reviewed annually to address the Town’s progress in implementing its asset management plan and updated at least every five years in accordance with O. Reg. 588/17 requirements, to promote, document and communicate continuous improvement of the asset management program. The Town’s strategic asset management policy includes multiple commitments such as commitments to the utilization of levels of service information, lifecycle management, mitigation approaches to climate change, and the coordination with upper and neighbouring municipalities in its asset maintenance, rehabilitation and replacement decision points wherever possible. 1.1.2 Asset Management Strategy An asset management strategy outlines the translation of organizational objectives into asset management objectives and provides a strategic overview of the activities required to meet these objectives. It provides greater detail than the policy on how the municipality plans to achieve asset management objectives through planned activities and decision-making criteria. The Town’s Asset Management Policy contains many of the key components of an asset management strategy and may be expanded on in future revisions or as part of a separate strategic document. Page 47 of 320 9 1.1.3 Asset Management Plan The asset management plan (AMP) presents the outcomes of the municipality’s asset management program and identifies the resource requirements needed to achieve a defined level of service. The AMP typically includes the following content: x State of Infrastructure x Asset Management Strategies x Levels of Service x Financial Strategies The AMP is a living document that should be updated regularly as additional asset and financial data becomes available. This will allow the municipality to re-evaluate the state of infrastructure and identify how the organization’s asset management and financial strategies are progressing. Page 48 of 320 10 Key Concepts in Asset Management Effective asset management integrates several key components, including lifecycle management, risk management, and levels of service. These concepts are applied throughout this asset management plan and are described below in greater detail. 1.1.4 Lifecycle Management Strategies The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. Asset deterioration has a negative effect on the ability of an asset to fulfill its intended function, and may be characterized by increased cost, risk and even service disruption. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. There are several field intervention activities that are available to extend the life of an asset. These activities can be generally placed into one of three categories: maintenance, rehabilitation and replacement. The following table provides a description of each type of activity and the general difference in cost. Lifecycle Activity Description Example (Roads) Cost Maintenance Activities that prevent defects or deteriorations from occurring Crack Seal $ Rehabilitation/ Renewal Activities that rectify defects or deficiencies that are already present and may be affecting asset performance Mill & Re-surface $$ Replacement/ Reconstruction Asset end-of-life activities that often involve the complete replacement of assets Full Reconstruction $$$ Depending on initial lifecycle management strategies, asset performance can be sustained through a combination of maintenance and rehabilitation, but at some point, replacement is required. Understanding what effect these activities will have on the lifecycle of an asset, and their cost, will enable staff to make better recommendations. Page 49 of 320 11 The Town’s approach to lifecycle management is described within each asset category outlined in this AMP. Developing and implementing a proactive lifecycle strategy will help staff to determine which activities to perform on an asset and when they should be performed to maximize useful life at the lowest total cost of ownership. 1.1.5 Risk Management Strategies Municipalities historically take a ‘worst-first’ approach to infrastructure spending. Rather than prioritizing assets based on their importance to service delivery, assets in the worst condition are fixed first, regardless of their criticality. However, not all assets are created equal. Some are more important than others, and their failure or disrepair poses more risk to the community than that of others. For example, a road with a high volume of traffic that provides access to critical services poses a higher risk than a low volume rural road. These high-value assets should receive funding before others. By identifying the various impacts of asset failure and the likelihood that it will fail, risk management strategies can identify critical assets, and determine where maintenance efforts, and spending, should be focused. This AMP includes a high-level evaluation of asset risk and criticality. Each asset has been assigned a probability of failure score and consequence of failure score based on available asset data. These risk scores can be used to prioritize maintenance, rehabilitation and replacement strategies for critical assets. 1.1.6 Levels of Service A level of service (LOS) is a measure of what the Town is providing to the community and the nature and quality of that service. Within each asset category in this AMP, technical metrics and qualitative descriptions that measure both technical and community levels of service have been established and measured as data is available. These measures include a combination of those that have been outlined in O. Reg. 588/17 in addition to performance measures identified by the Town as worth measuring and evaluating. The Town measures the level of service provided at two levels: Community Levels of Service, and Technical Levels of Service. Community Levels of Service Community levels of service are a simple, plain language description or measure of the service that the community receives. For core asset categories (Roads, Bridges & Culverts, Water, Wastewater, Stormwater) the Province, through O. Reg. 588/17, has provided qualitative descriptions that are required to be included in this AMP. For non-core asset categories, the Town has determined the qualitative descriptions that will be used to determine the community level of service provided. These descriptions can be found in the Levels of Service subsection within each asset category. Page 50 of 320 12 Technical Levels of Service Technical levels of service are a measure of key technical attributes of the service being provided to the community. These include mostly quantitative measures and tend to reflect the impact of the municipality’s asset management strategies on the physical condition of assets or the quality/capacity of the services they provide. For core asset categories (Roads, Bridges & Culverts, Water, Wastewater, Stormwater) the Province, through O. Reg. 588/17, has provided technical metrics that are required to be included in this AMP. For non-core asset categories, the Town will determine the technical level of service provided by the July 2024 deadline. Current and Proposed Levels of Service This AMP focuses on measuring the current level of service provided to the community. Once current levels of service have been measured, the Town plans to establish proposed levels of service over a 10-year period, in accordance with O. Reg. 588/17. Proposed levels of service should be realistic and achievable within the timeframe outlined by the Town. They should also be determined with consideration of a variety of community expectations, fiscal capacity, regulatory requirements, corporate goals and long-term sustainability. Once proposed levels of service have been established, and prior to July 2024, the Town must identify a lifecycle management and financial strategy which allows these targets to be achieved. Page 51 of 320 13 Ontario Regulation 588/17 As part of the Infrastructure for Jobs and Prosperity Act, 2015, the Ontario government introduced Regulation 588/17 - Asset Management Planning for Municipal Infrastructure (O. Reg 588/17). Along with creating better performing organizations, more liveable and sustainable communities, the regulation is a key, mandated driver of asset management planning and reporting. It places substantial emphasis on current and proposed levels of service and the lifecycle costs incurred in delivering them. The diagram below outlines key reporting requirements under O. Reg 588/17 and the associated timelines. 2019 2022 2024 2025 Strategic Asset Management Policy Asset Management Plan for Core Assets with the following components: 1. Current levels of service 2. Inventory analysis 3. Lifecycle activities to sustain LOS 4. Cost of lifecycle activities 5. Population and employment forecasts 6. Discussion of growth impacts Asset Management Policy Update and an Asset Management Plan for All Assets with the following additional components: 1. Proposed levels of service for next 10 years 2. Updated inventory analysis 3. Lifecycle management strategy 4. Financial strategy and addressing shortfalls 5. Discussion of how growth assumptions impacted lifecycle and financial Asset Management Plan for Core and Non-Core Assets Page 52 of 320 14 1.1.7 O. Reg. 588/17 Compliance Review The following table identifies the requirements outlined in Ontario Regulation 588/17 for municipalities to meet by July 1, 2022. Next to each requirement a page or section reference is included in addition to any necessary commentary. Requirement O. Reg. Section AMP Section Reference Status Summary of assets in each category S.5(2), 3(i) 4.1.1 - 5.2.1 Complete Replacement cost of assets in each category S.5(2), 3(ii) 4.1.1 - 5.2.1 Complete Average age of assets in each category S.5(2), 3(iii) 4.1.3 - 5.2.3 Complete Condition of core assets in each category S.5(2), 3(iv) 4.1.2 – 5.2.2 Complete Description of municipality’s approach to assessing the condition of assets in each category S.5(2), 3(v) 4.1.2 – 5.2.2 Complete Current levels of service in each category S.5(2), 1(i-ii) 4.1.6 - 5.2.6 Complete for Core Assets Only Current performance measures in each category S.5(2), 2 4.1.6 - 5.2.6 Complete for Core Assets Only Lifecycle activities needed to maintain current levels of service for 10 years S.5(2), 4 4.1.4 - 5.2.4 Complete Costs of providing lifecycle activities for 10 years S.5(2), 4 Appendix B Complete Growth assumptions S.5(2), 5(i-ii) S.5(2), 6(i-vi) 6.1-6.2 Complete Page 53 of 320 15 Key Insights 2 Scope and Methodology x This asset management plan includes 9 asset categories and is divided between tax-funded and rate-funded categories x The source and recency of replacement costs impacts the accuracy and reliability of asset portfolio valuation x Accurate and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle activities occur at the right time to maximize asset value and useful life Page 54 of 320 16 Asset categories included in this AMP This asset management plan for the Town of Aurora is produced in compliance with Ontario Regulation 588/17. The July 2022 deadline under the regulation—the first of three AMPs— requires analysis of only core assets (roads, bridges & culverts, water, wastewater, and stormwater). The data and attribute information included in this plan have been exported from the CityWide Asset Manager inventory database. The AMP summarizes the state of the infrastructure for the Town’s asset portfolio, establishes current levels of service and the associated technical and customer oriented key performance indicators (KPIs), outlines lifecycle strategies for optimal asset management and performance, and provides financial strategies to reach sustainability for the asset categories listed below. Asset Category Source of Funding Road Network Tax Levy Bridges & Culverts Buildings Machinery & Equipment Fleet Land Improvement Water Network User Rates Sanitary Network Storm Network Deriving Replacement Costs There are a range of methods to determine the replacement cost of an asset, and some are more accurate and reliable than others. This AMP relies on two methodologies: x User-Defined Cost and Cost/Unit: Based on costs provided by municipal staff which could include average costs from recent contracts; data from engineering reports and assessments; staff estimates based on knowledge and experience x Cost Inflation/CPI Tables: Historical cost of the asset is inflated based on Consumer Price Index or Non-Residential Building Construction Price Index User-defined costs based on reliable sources are a reasonably accurate and reliable way to determine asset replacement costs. Cost inflation is typically used in the absence of reliable replacement cost data. It is a reliable method for recently purchased and/or constructed assets where the total cost is reflective of the actual costs that the Town incurred. As assets age, and new products and technologies become available, cost inflation becomes a less reliable method. Page 55 of 320 17 Estimated Useful Life The estimated useful life (EUL) of an asset is the period over which the Town expects the asset to be available for use and remain in service before requiring replacement or disposal. The EUL for each asset in this AMP was assigned according to the knowledge and expertise of municipal staff and supplemented by existing industry standards when necessary. Reinvestment Rate As assets age and deteriorate they require additional investment to maintain a state of good repair. The reinvestment of capital funds, through asset renewal or replacement, is necessary to sustain an adequate level of service. The reinvestment rate is a measurement of available or required funding relative to the total replacement cost. By comparing the actual vs. target reinvestment rate the Town can determine the extent of any existing funding gap. The reinvestment rate is calculated as follows: ܶܽݎ݃݁ݐ ܴ݁݅݊ݒ݁ݏݐ݉݁݊ݐ ܴܽݐ݁ = ܣ݊݊ݑ݈ܽ ܥܽ݌݅ݐ݈ܽ ܴ݁ݍݑ݅ݎ݁݉݁݊ݐ ܶ݋ݐ݈ܽ ܴ݁݌݈ܽܿ݁݉݁݊ݐ ܥ݋ݏݐ ܣܿݐݑ݈ܽ ܴ݁݅݊ݒ݁ݏݐ݉݁݊ݐ ܴܽݐ݁ = ܣ݊݊ݑ݈ܽ ܥܽ݌݅ݐ݈ܽ ܨݑ݊݀݅݊݃ ܶ݋ݐ݈ܽ ܴ݁݌݈ܽܿ݁݉݁݊ݐ ܥ݋ݏݐ Page 56 of 320 18 Deriving Asset Condition An incomplete or limited understanding of asset condition can mislead long-term planning and decision-making. Accurate and reliable condition data helps to prevent premature and costly rehabilitation or replacement and ensures that lifecycle activities occur at the right time to maximize asset value and useful life. A condition assessment rating system provides a standardized descriptive framework that allows comparative benchmarking across the Town’s asset portfolio. The table below outlines the condition rating system used in this AMP to determine asset condition. This rating system is aligned with the Canadian Core Public Infrastructure Survey which is used to develop the Canadian Infrastructure Report Card. When assessed condition data is not available, age-based condition is used as a proxy. Condition Description Criteria Service Life Remaining (%) Very Good Fit for the future Well maintained, good condition, new or recently rehabilitated 80-100 Good Adequate for now Acceptable, generally approaching mid- stage of expected service life 60-80 Fair Requires attention Signs of deterioration, some elements exhibit significant deficiencies 40-60 Poor Increasing potential of affecting service Approaching end of service life, condition below standard, large portion of system exhibits significant deterioration 20-40 Very Poor Unfit for sustained service Near or beyond expected service life, widespread signs of advanced deterioration, some assets may be unusable 0-20 The analysis in this AMP is based on assessed condition data only as available. In the absence of assessed condition data, asset age is used as a proxy to determine asset condition. Appendix F includes additional information on the role of asset condition data and provides basic guidelines for the development of a condition assessment program. Page 57 of 320 19 Key Insights 3 Portfolio Overview x The total replacement cost of the Town’s asset portfolio is $1.5 billion x The Town’s target re-investment rate is 3.2%, and the actual re- investment rate is 0.8%, contributing to an expanding infrastructure deficit x 79% of all assets are in fair or better condition x Average annual capital requirements total $48.3 million per year across all assets Page 58 of 320 20 Asset Management Report Card 1 Section 7.0 provides an in-depth analysis on the financial implications of the Town’s annual deficit. AAsset Category RReplacement Cost ((millions) AAsset Condition FFinancial Capacity1 Road Network $$619.8 Good (68%) Annual Requirement: $21,480,000 Funding Available: $4,683,000 AAnnual Deficit: $166,794,00 Bridges & Culverts $18.7 Good (69%) Annual Requirement: $545,000 Funding Available: $0 Annual Deficit: $545,000 Storm Network $208.3 Fair (48%) Annual Requirement: $5,153,000 Funding Available: $1,600,000 Annual Deficit: $33,553,000 Buildings $207.1 Fair (46%) Annual Requirement: $9,510,000 Funding Available: $1,465,000 Annual Deficit: $88,045,000 Machinery & Equipment $8.8 Poor (36%) Annual Requirement: $1,648,000 Funding Available: $568,000 Annual Deficit: $11,079,000 Fleet $13.2 Fair (40%) Annual Requirement: $1,258,000 Funding Available: $347,000 Annual Deficit: $9912,000 Land Improvement $58.1 Fair (48%) Annual Requirement: $2,217,000 Funding Available: $311,000 Annual Deficit: $1,905,000 Water Network $221.9 Fair (54%) Annual Requirement: $4,347,000 Funding Available: $1,787,000 Annual Deficit: $2,560,000 Sanitary Network $138.6 Fair (57%) Annual Requirement: $2,104,000 Funding Available: $1,459,000 Annual Deficit: $645,000 Overall $1,494.6 Fair (58%) Annual Requirement: $48,258,000 Funding Available: $12,220,000 Annual DDeficit: $336,038,000 Page 59 of 320 21 Total Replacement Cost of Asset Portfolio The asset categories analyzed in this AMP have a total replacement cost of $1.5 billion based on inventory data from 2020. This total was determined based on a combination of user-defined costs and historical cost inflation. This estimate reflects replacement of historical assets with similar, not necessarily identical, assets available for procurement today. Target vs. Actual Reinvestment Rate The graph below depicts funding gaps or surpluses by comparing target vs actual reinvestment rate. To meet the long-term replacement needs, the Town should be allocating approximately $48 million annually, for a target reinvestment rate of 3.2%. Actual annual spending on infrastructure totals approximately $12 million, for an actual reinvestment rate of 0.8%. Page 60 of 320 22 Condition of Asset Portfolio The current condition of the assets is central to all asset management planning. Collectively, 79% of assets in Aurora are in fair or better condition. This estimate relies on both age-based and field condition data. This AMP relies on assessed condition data for 39% of assets; for the remaining portfolio, age is used as an approximation of condition. Assessed condition data is invaluable in asset management planning as it reflects the true condition of the asset and its ability to perform its functions. The table below identifies the source of condition data used throughout this AMP. Asset Category Asset Segment % of Assets with Assessed Condition Source of Condition Data Road Network Paved Roads 100% 2020 Road Appraisals Bridges & Culverts Bridges 100% 2020 OSIM Report Structural Culverts 100% 2020 OSIM Report Storm Network All 0% N/A Buildings All 18% Building Needs Assessment Report / Staff Assessments Machinery & Equipment All 40% Staff Assessments Fleet All 41% Staff Assessments Land Improvement All 43% Staff Assessments Water Network All 8% Staff Assessments Sanitary Network All 19% Staff Assessments Page 61 of 320 23 Forecasted Capital Requirements The development of a long-term capital forecast should include both asset rehabilitation and replacement requirements. With the development of asset-specific lifecycle strategies that include the timing and cost of future capital events, the Town can produce an accurate long- term capital forecast. The following graph identifies capital requirements over the next 50 years. Page 62 of 320 24 Key Insights 4 Analysis of Tax-funded Assets x Tax-funded assets are valued at $925.8 million x 83% of tax-funded assets are in fair or better condition x The average annual capital requirement to sustain the current level of service for tax-funded assets is approximately $36.7 million x Critical assets should be evaluated to determine appropriate risk mitigation activities and treatment options Page 63 of 320 25 Road Network The Road Network is a critical component of the provision of safe and efficient transportation services and represents one of the highest value asset categories in the Town’s asset portfolio. It includes all municipally owned and maintained roadways in addition to supporting roadside infrastructure including pavement and curbs, sidewalks, paths, multiuse trails, streetlights, signage, retaining walls, and traffic signals. Decisions on road maintenance and repairs are primarily managed through RoadMatrix – a data-driven pavement modelling and management tool. The tool factors in the condition of the road and other linear right-of-way assets and the road classification in order to recommend the most cost-effective treatments within a finite funding envelope. In addition to the recommendations from the pavement management system, input from the Operations road division annual inspections is incorporated to create a more comprehensive workplan. The Town has not yet optimized CityWide’s project prioritization applications, therefore, Staff should continue to use their pavement management system to develop a work plan for their linear assets. 4.1.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Road Network inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Paved Roads 189,804 Length (m), 134,272 Area (m2) Cost/Unit $518,211,388.92 Retaining Walls 68 CPI Tables $2,713,721.00 Road Signs & Fencing 7,419 Quantity, 240,087 Length (m) CPI Tables $899,998.00 Sidewalks 217 Length (km) Cost/Unit $65,933,440.91 Small Culverts 778 CPI Tables $6,624,346.00 Streetlights & Traffic Lights 5,297 Quantity, 16,988 Length (m) CPI Tables $25,423,233.00 $619,806,128 Page 64 of 320 26 4.1.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Paved Roads 67% Good 92% Assessed Retaining Walls 75% Good Age-based Road Signs & Fencing 31% Poor Age-based Sidewalks 90% Very Good 91% Assessed Small Culverts 24% Poor Age-based Streetlights & Traffic Lights 32% Poor Age-based 68% Good 87% Assessed Page 65 of 320 27 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x A Road Needs Study is performed every 4-5 years and entered into a pavement management system x Parking lots are assessed cyclically every 4 years x Annual inspections for sidewalks that include deficiency testing x Regulatory and Warning road signs are assessed for post condition and reflectivity on an annual basis as per MMS standards x Traffic signals are inspected twice per year, along with conflict monitoring x Streetlights are inspected as per MMS standards, with extra inspections during winter months for public safety x Regular internal inspections are completed for various other road assets 4.1.3 Estimated Useful Life & Average Age The Estimated Useful Life for Road Network assets has been assigned according to a combination of established provincial standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Paved Roads 20-40 24.0 Retaining Walls 15-30 16.0 Road Signs & Fencing 5-15 22.6 Sidewalks 30 23.0 Small Culverts 30-40 37.5 Streetlights & Traffic Lights 20-40 24.6 24.2 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 66 of 320 28 4.1.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. This process is affected by a range of factors including an asset’s characteristics, location, utilization, maintenance history and environment. A Transportation Master Plan is updated on a 5 year cycle and identifies capacity constraints and infrastructure gaps. A Winter Maintenance Management plan is also updated on a 5 year cycle that provides direction in snow management, asset impacts, and maintenance requirements. The following lifecycle strategy has been developed as a proactive approach to managing the lifecycle of the Town’s roads. Instead of allowing the roads to deteriorate until replacement is required, strategic rehabilitation is expected to extend the service life of roads at a lower total cost. Depending on the road class and the general environmental conditions, the Estimated Useful Life and frequencies of events performed will vary. The strategies developed within CityWide align with the strategies within the pavement management system software. An illustration is provided below as an example. Appendix A contains a detailed summary of the various lifecycle strategies based on the road class of the road segment. Paved Roads Event Name Event Class Event Trigger Crack Sealing Preventative Maintenance 70 to 85 Condition Mill & Pave Rehabilitation 45 to 69 Condition Pulverize and Pave Rehabilitation 45 to 69 Condition Full Reconstruction Replacement 0 to 44 Condition Page 67 of 320 29 The following table outlines the Town’s current lifecycle management strategy. Activity Type Description of Current Strategy Maintenance A crack sealing program has been implemented for asphalt surfaces; $60,000 is spent annually as a proactive maintenace measure Streetlight maintenance work is handled by a 3rd party, but overseen by Operations Rehabilitation Full depth asphalt replacement and mill & pave are lifecycle activities commonly applied to Urbanized roads (with curbs) Pulverize and pave measures are applied to Rural roads (with ditches) Replacement Ditch culverts continue to be removed as Town roads are urbanized with modern storm systems Many road related assets are considered for replacement during coordinated lifecycle activities with other work on localized assets, such as the underground infrastructure Forecasted Capital Requirements Based on the lifecycle strategies identified previously for Paved Roads, and assuming the end- of-life replacement of all other assets in this category, the following graph forecasts capital requirements for the Road Network. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs to meet future capital needs. The graph labelled “Average Annual Capital Requirements” is developed using information from the CityWide software which relies on the capital needs within an asset category; The graph labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the roads resulting from coordination opportunities with other asset categories and a pre-defined funding envelope. The capital costs will typically differ between these two graphs since a capital plan resulting from individual asset needs will be different than the capital plan resulting from a project-based approach. The goal of this asset management plan is to assess the required long-term funding for these assets to maintain the desired levels of service. As Staff work towards refining the data and structure within CityWide, they will be able to run various risk and lifecycle strategies that will help them prioritize assets for rehabilitation and/or replacement effectively. In the meantime, the road reconstruction program from the pavement management system will provide a more accurate project-based forecast. Page 68 of 320 30 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. Page 69 of 320 31 4.1.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating of each asset. This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets will allow the Town to determine appropriate risk mitigation strategies and treatment options. This may include asset-specific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Staff should continue to refine their risk and criticality modelling in order to supplement the outcomes from the pavement management system. Page 70 of 320 32 Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently facing: Climate Change & Extreme Weather Events An increase in freeze/thaw cycles causes road pavement to heave and settle. This can cause the accelerated deterioration of road surface pavement which leads to an increased need for maintenance and rehabilitation. The uncertainty surrounding the impact of extreme weather events can make changing conditions difficult to plan for. Organizational Knowledge & Capacity Both short and long-term planning requires the regular collection of infrastructure data to support asset management decision-making. Staff find it a continuous challenge to dedicate resource time towards data collection to ensure that road condition and asset attribute data is regularly reviewed and updated. Consequently, the Town often utilizes third party contractors to meet their needs (i.e., sidewalk condition assessments). Page 71 of 320 33 4.1.6 Levels of Service The following tables identify the Town’s current level of service for the Road Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the Town has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by the Road Network. Service Attribute Qualitative Description Current LOS (2020) Accessible Description, which may include maps, of the road network in the municipality and its level of connectivity See Appendix C Quality Description or images that illustrate the different levels of road class pavement condition Every road section receives a pavement quality index (PQI) rating (0-100). The rating incorporates pavement roughness measurements and surface distresses (type, quantity, severity). Ratings are categorized into 5 general qualitative descriptors as detailed below. 0-29 – Failed 30-49 – Poor 50-69 – Fair 70-89 – Good 90-100 – Excellent Page 72 of 320 34 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Road Network. Service Attribute Technical Metric Current LOS (2020) Accessible2 Lane-km of arterial roads (MMS classes 1 and 2) per land area (km/km2) 0.273 Lane-km of collector roads (MMS classes 3 and 4) per land area (km/km2) 2.383 Lane-km of local roads (MMS classes 5 and 6) per land area (km/km2) 5.893 Quality Average pavement condition index for paved roads in the municipality 67% Average surface condition for unpaved roads in the municipality (e.g. excellent, good, fair, poor) N/A % of sidewalks in poor or very poor condition 0% % of pathways in poor or very poor condition 42% % of street lighting in poor or very poor condition 57% Cost Efficient Total O&M Cost to provide roads / Population Served $208 Five Year Average annual capital expenditure for roads $4,909,857 Environmental Stewardship % of streetlights with LED or low energy fixtures 99% 2 Please see Appendix E for a summary of the Minimum Maintenance Standards for the classification and patrolling frequency of roads 3 Any road segments without a defined number of lanes will be assumed to have 2 lanes. Page 73 of 320 35 4.1.7 Recommendations Asset Inventory x Update the replacement cost of road assets, every 2-4 years, based on latest tender or project unit prices. x Continue to refine the road and sidewalk asset inventory to ensure new assets and betterments are reflected and attributes are detailed. Condition Assessment Strategies x Upload updated condition information into CityWide and the Town’s corporate GIS every 4-5 years, when possible, in order to maintain consistency with their pavement management system. x Road appurtenances such as signs, streetlights, and small culverts can be updated on a less frequent basis through internal staff assessments. Lifecycle Management Strategies x Implement the identified lifecycle management strategies for paved roads to realize potential cost avoidance and maintain a high quality of road pavement condition. x Evaluate the efficacy of the Town’s lifecycle management strategies at regular intervals to determine the impact cost, performance, and risk. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Levels of Service x Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the Town believes to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 74 of 320 36 Bridges & Culverts Bridges & Culverts represent a critical portion of the transportation services provided to the community. Operations Services is responsible for the maintenance of all bridges and culverts located across municipal roads with the goal of keeping structures in an adequate state of repair and minimizing service disruptions. 4.1.8 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Bridges & Culverts inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Bridges 2 81% CPI Tables, 19% User- Defined Cost $2,669,062.00 Structural Culverts 26 38% CPI Tables, 62% User- Defined Cost $16,074,031.00 $18,743,093 Page 75 of 320 37 4.1.9 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Bridges 75% Good 74% Assessed Structural Culverts 68% Good 100% Assessed 69% Good 87% Assessed To ensure that the Town’s Bridges & Culverts continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation, and replacement activities is required to increase the overall condition of the Bridges & Culverts. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Condition assessments of all bridges and culverts with a span greater than or equal to 3 meters are completed every 2 years in accordance with the Ontario Structure Inspection Manual (OSIMs) x Operations Staff perform regular visual inspections in between OSIM inspections Page 76 of 320 38 4.1.10 Estimated Useful Life & Average Age The Estimated Useful Life for Bridges & Culverts assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Bridges 40 29.6 Structural Culverts 30-50 32.4 32.0 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.1.11 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the Town’s current lifecycle management strategy. Activity Type Description of Current Strategy Maintenance, Rehabilitation and Replacement All lifecycle activities are driven by the results of mandated structural inspections competed according to the Ontario Structure Inspection Manual (OSIM). Staff perform lifecycle activities (ex: deck replacements, concrete patch repairs, guard rail repairs, etc.) depending on recommendations through OSIM and/or staff inspections. Maintainence activities, such as cleaning or brushing, are completed by Operations staff as capacity allows Page 77 of 320 39 Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. 4.1.12 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating of each asset. Page 78 of 320 40 This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets will allow the Town to determine appropriate risk mitigation strategies and treatment options. This may include asset-specific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently facing: Capital Funding Strategies Major capital rehabilitation projects for bridges and culverts are entirely dependant on the availability of grant funding opportunities. When grants are not available, bridge rehabilitation projects may be deferred. An annual capital funding strategy reduce dependency on grant funding and help prevent deferral or capital works. Organizational Knowledge & Capacity Aurora staff noted that there are staffing capacity issues as scheduled general maintenance and cleaning can be challenging to complete when required. To further compound the capacity issue, the Town is in the process of inventorying all undersized culverts which requires considerable time and resources. Page 79 of 320 41 4.1.13 Levels of Service The following tables identify the Town’s current level of service for Bridges & Culverts. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the Town has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by Bridges & Culverts. Service Attribute Qualitative Description Current LOS (2020) Accessible Description of the traffic that is supported by municipal bridges (e.g. heavy transport vehicles, motor vehicles, emergency vehicles, pedestrians, cyclists) None of the Town's structures have loading or dimensional restrictions meaning that most types of vehicles, including heavy transport, motor vehicles, emergency vehicles and cyclists can cross them without restriction. Quality Description or images of the condition of bridges & culverts and how this would affect use of the bridges & culverts See Appendix C Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by Bridges & Culverts. Service Attribute Technical Metric Current LOS (2020) Accessible % of bridges in the Town with loading or dimensional restrictions 0% Quality Average bridge condition index value for bridges in the Town 78 Average bridge condition index value for structural culverts in the Town 45 Cost Efficient Total O&M Cost to provide structural (>3m span) culverts and bridges / Population Served - Five Year Average annual capital expenditure for bridges and culverts $100,057 Page 80 of 320 42 4.1.14 Recommendations Data Review/Validation x Continue to review and validate inventory data, assessed condition data and replacement costs for all bridges and structural culverts upon the completion of OSIM inspections every 2 years. Condition x Ensure that bridge condition indices (BCIs) from OSIMs are updated regularly in the inventory to support planning for lifecycle modeling. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies x This AMP includes capital costs associated with the reconstruction of bridges and culverts as well as projected capital rehabilitation and renewal costs. These activities and their associated costs should be incorporated into CityWide and the corporate GIS system, every 2 years, to allow for more accurate capital forecasting. Levels of Service x Continue to measure current levels of service in accordance with the metrics identified in O. Reg. 588/17 and those metrics that the Town believe to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 81 of 320 43 Buildings The Buildings portfolio includes property, facilities, and related property with respect to administration services, community centres, library, fire services, and other miscellaneous buildings that are available for public use or lease to third party tenants. 4.1.15 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Buildings inventory. It is exported from the CityWide Asset Manager database. Asset Segment Name Quantity Replacement Cost Method Total Replacement Cost General Government Town Hall 116 14% CPI Tables, 86% User- Defined Cost $60,369,165 Hydro Building Joint Operations Centre Library Canada Protection Services New & Old Fire Hall 9 User-Defined Cost $7,589,801 Recreation & Cultural Services Senior Center 79 18% CPI Tables, 82% User- Defined Cost $139,182,569 Petch House Aurora Recreation Center Aurora Family Leisure Complex Aurora Community Centre Factory Theatre Lawn Bowling Tennis Clubhouse Victoria Hall School Museum Soccer Clubhouse New & Old Library Sports Hall of Fame Transportation Services Quonset Storage 1 CPI Tables $8,279 $207,149,814 Page 82 of 320 44 4.1.16 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source General Government 56% Fair Age-based Protection Services 26% Poor Age-based Recreation & Cultural Services 43% Fair Age-based Transportation Services 0% Very Poor Age-based General Government 56% Fair Age-based 46% Fair Age-based To ensure that the Town’s Buildings continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Buildings. Page 83 of 320 45 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Staff complete regular visual inspections of buildings to ensure they are in a state of adequate repair. x Staff will be working with a third-party contractor to develop building condition assessments on their critical buildings, in order to develop a detailed componentized building inventory, complete with rehabilitation and replacement recommendations. 4.1.17 Estimated Useful Life & Average Age The Estimated Useful Life for Buildings assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) General Government 5-50 3.9 Protection Services 10-50 21.4 Recreation & Cultural Services 5-50 14.8 Transportation Services 10 18.5 General Government 5-50 3.9 9.1 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 84 of 320 46 4.1.18 Lifecycle Management Strategy Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. 4.1.19 Risk & Criticality Buildings are considered a non-core asset category. As such, the Town has until July 1, 2024 to identify asset risk and determine asset criticality. 4.1.20 Levels of Service Buildings is considered a non-core asset category. As such, the Town has until July 1, 2024 to determine the qualitative descriptions and technical metrics that measure the current level of service provided. Page 85 of 320 47 4.1.21 Recommendations Asset Inventory x The Town’s asset inventory contains a mix of componentized buildings. Buildings consist of several separate capital components that have unique estimated useful lives and require asset-specific lifecycle strategies. Staff should work towards a more consistent and component-based inventory for all facilities to allow for more accurate lifecycle planning. Condition Assessment Strategies x The Town should implement regular condition assessments for all facilities to better inform short- and long-term capital requirements. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Levels of Service x Begin brainstorming current levels of service to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 86 of 320 48 Machinery & Equipment All Town owned machinery and small equipment, including information technology & telecommunication equipment is included in this portfolio. In order to maintain the high quality of public infrastructure and support the delivery of core services, Town staff own and employ various types of machinery and equipment. This includes: x Landscaping equipment to maintain public parks x Fire equipment to support the delivery of emergency services x Plows and sand hoppers to provide winter control activities x Library books for public loan Keeping machinery & equipment in an adequate state of repair is important to maintain a high level of service. 4.1.22 Asset Inventory & Replacement Cost The following table includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Machinery & Equipment inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost General Government 1,545 CPI Tables $6,417,707.00 Protection Services 53 CPI Tables $951,186.00 Recreation & Cultural Services 14 CPI Tables $1,443,988.00 $8,812,881 Page 87 of 320 49 4.1.23 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source General Government 40% Fair Age-based Protection Services 48% Fair Age-based Recreation & Cultural Services 10% Very poor Age-based 36% Poor Age-based To ensure that the Town’s Machinery & Equipment continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Machinery & Equipment. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Staff complete regular visual inspections of their machinery & equipment to ensure they are structurally and functionally sound. Assets typically stay true to their estimated useful life, and are replaced at end of life. Page 88 of 320 50 4.1.24 Estimated Useful Life & Average Age The Estimated Useful Life for Machinery & Equipment assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) General Government 5-10 3.0 Protection Services 5-10 5.5 Recreation & Cultural Services 5-10 5.7 3.1 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.1.25 Lifecycle Management Strategy Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. Page 89 of 320 51 4.1.26 Risk & Criticality Machinery & Equipment are considered a non-core asset category. As such, the Town has until July 1, 2024 to identify asset risk and determine asset criticality. 4.1.27 Levels of Service Machinery & Equipment is considered a non-core asset category. As such, the Town has until July 1, 2024 to determine the qualitative descriptions and technical metrics that measure the current level of service provided. 4.1.28 Recommendations Replacement Costs x All replacement costs used in this AMP were based on the inflation of historical costs. These costs should be evaluated to determine their accuracy and reliability. Replacement costs should be updated according to the best available information on the cost to replace the asset in today’s value. Condition Assessment Strategies x Identify condition assessment strategies for high value and high-risk equipment. x Review assets that have surpassed their estimated useful life to determine if immediate replacement is required or whether these assets are expected to remain in-service. Adjust the service life and/or condition ratings for these assets accordingly. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Levels of Service x Begin measuring current levels of service to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 90 of 320 52 Fleet Vehicles allow staff to efficiently deliver municipal services and personnel. Municipal vehicles are used to support several service areas, including: x tandem axle trucks for winter control activities x fire rescue vehicles to provide emergency services x pick-up trucks to support the maintenance of the transportation network and address service requests 4.1.29 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Fleet. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Equipment/Attachments 78 CPI Tables $3,084,570.00 Fire Vehicles 23 CPI Tables $3,955,779.00 Heavy Duty 11 CPI Tables $2,474,040.00 Light Duty 53 CPI Tables $2,611,191.00 Medium Duty 17 CPI Tables $990,474.00 Small Engine 4 CPI Tables $90,441.00 $13,206,495 Page 91 of 320 53 4.1.30 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Equipment/Attachments 44% Fair Age-based Fire Vehicles 47% Fair Age-based Heavy Duty 40% Fair Age-based Light Duty 25% Poor Age-based Medium Duty 47% Fair Age-based Small Engine 34% Poor Age-based 40% Fair Age-based To ensure that the Town’s Fleet continue to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Fleet. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Staff complete regular visual inspections of vehicles to ensure they are in state of adequate repair prior to operation Page 92 of 320 54 x Condition assessments are conducted on vehicles in accordance with regulations for health and safety regulations including National Fire Protection Association (NFPA) codes and standards for fire service-related vehicles. 4.1.31 Estimated Useful Life & Average Age The Estimated Useful Life for Fleet assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Equipment/Attachments 7-10 9.6 Fire Vehicles 5-15 4.6 Heavy Duty 8-10 6.9 Light Duty 10 8.5 Medium Duty 10 4.8 Small Engine 15 13.7 8.2 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 93 of 320 55 4.1.32 Lifecycle Management Strategy Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. 4.1.33 Risk & Criticality Fleet are considered a non-core asset category. As such, the Town has until July 1, 2024 to identify asset risk and determine asset criticality. 4.1.34 Levels of Service Fleet are considered a non-core asset category. As such, the Town has until July 1, 2024 to determine the qualitative descriptions and technical metrics that measure the current level of service provided. Page 94 of 320 56 4.1.35 Recommendations Condition Assessment Strategies x Identify condition assessment strategies for high value and high-risk equipment. x Review assets that have surpassed their estimated useful life to determine if immediate replacement is required or whether these assets are expected to remain in-service. Adjust the service life and/or condition ratings for these assets accordingly. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Levels of Service x Begin measuring current levels of service in accordance with the metrics that the Town has established in this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 95 of 320 57 Land Improvement The Town of Aurora owns a small number of assets that are considered Land Improvements. This category includes: x Parking lots for municipal facilities x Athletic fields and playgrounds x Multi-use trails and pathways x Fencing and gates x Miscellaneous landscaping and other assets 4.1.36 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Land Improvement inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Athletic Fields 75 CPI Tables $16,819,883 Fencing & Gates 57 Quantity, 830,061 Length (m) CPI Tables $3,265,325 Park Fixtures & Lighting 702 Quantity, 325 Length (m) CPI Tables $9,059,930 Park Structures 472 CPI Tables $2,494,409 Parking Lots 9 Quantity, 108,307 Area (m2), 5,480 Length (m) 6% CPI Tables, 94% Cost/Unit $12,002,081 Playgrounds & Splashpads 64 CPI Tables $5,176,358 Trails & Walkways 90 Quantity, 6,186 Length (m) CPI Tables $9,264,170 $58,082,156 Page 96 of 320 58 4.1.37 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Athletic Fields 42% Fair 5% Assessed Fencing & Gates 23% Poor Age-based Park Fixtures & Lighting 42% Fair Age-based Park Structures 63% Good Age-based Parking Lots 56% Fair 26% Assessed Playgrounds & Splashpads 57% Fair Age-based Trails & Walkways 54% Fair Age-based 48% Fair 7% Assessed To ensure that the Town’s Land Improvements continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Land Improvements. Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Staff complete regular visual inspections on land improvements assets to ensure they are in state of adequate repair. Playgrounds are inspected according to CSA standards. Page 97 of 320 59 4.1.38 Estimated Useful Life & Average Age The Estimated Useful Life for Land Improvement assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Athletic Fields 10-25 26.9 Fencing & Gates 20-35 20.1 Park Fixtures & Lighting 10-20 25.0 Park Structures 10-50 13.0 Parking Lots 25-30 15.0 Playgrounds & Splashpads 10-20 13.6 Trails & Walkways 30-60 15.6 22.0 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. 4.1.39 Lifecycle Management Strategy Forecasted Capital Requirements The following graph forecasts long-term capital requirements. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. Page 98 of 320 60 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. 4.1.40 Risk & Criticality Land Improvement are considered a non-core asset category. As such, the Town has until July 1, 2024 to identify asset risk and determine asset criticality. 4.1.41 Levels of Service Land Improvement are considered a non-core asset category. As such, the Town has until July 1, 2024 to determine the qualitative descriptions and technical metrics that measure the current level of service provided. 4.1.42 Recommendations Replacement Costs x All replacement costs used in this AMP were based on the inflation of historical costs. These costs should be evaluated to determine their accuracy and reliability. Replacement costs should be updated according to the best available information on the cost to replace the asset in today’s value. Condition Assessment Strategies x Identify condition assessment strategies for high value and high-risk assets. x Review assets that have surpassed their estimated useful life to determine if immediate replacement is required or whether these assets are expected to remain in-service. Adjust the service life and/or condition ratings for these assets accordingly. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. Levels of Service x Work towards identifying current and proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 99 of 320 61 Key Insights 5 Analysis of Rate-funded Assets x Rate-funded assets are valued at $568.8 million x 72% of rate-funded assets are in fair or better condition x The average annual capital requirement to sustain the current level of service for rate-funded assets is approximately $11.6 million x Critical assets should be evaluated to determine appropriate risk mitigation activities and treatment options Page 100 of 320 62 Water Network The Town is responsible for water distribution to the end users, consumer metering, and billing. York Region is responsible for water production and bulk distribution. Water in Aurora is 20 percent ground water source and 80 percent lake-based source. Water Services are coordinated between York Region and the Town’s Operational Services department. 5.1.1 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Water Network inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Hydrants 1,518 CPI Tables $4,830,518.00 Water Booster & Sampling Stations 11 20% CPI Tables, 80% User- Defined Cost $1,018,550.00 Water Mains 378 km Cost/Unit $182,877,542.24 Water Meters 17,700 CPI Tables $14,222,255.00 Water Service Connections 360,900 m CPI Tables $29,696.00 Water Underground Enclosures 688 CPI Tables $4,979,098.00 Water Valves 19,476 CPI Tables $13,919,293.00 $221,876,952 Page 101 of 320 63 5.1.2 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Hydrants 28% Poor Age-based Water Booster & Sampling Stations 42% Fair Age-based Water Mains 60% Good 3% Assessed Water Meters 15% Very Poor Age-based Water Service Connections 47% Fair Age-based Water Underground Enclosures 58% Fair Age-based Water Valves 27% Poor Age-based 54% Fair <1% Assessed To ensure that the Town’s Water Network continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Water Network. Page 102 of 320 64 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Water sampling stations are inspected weekly x Generators are inspected weekly, pumps are inspected monthly, and the structures housing those assets are inspected semi-annually x Booster stations are inspected regularly for deficiencies x Hydrants are inspected annually x 25% of the main line water valves are inspected annually and are tracked using a collector app x Bulk water stations are inspected on a weekly basis or as needed 5.1.3 Estimated Useful Life & Average Age The Estimated Useful Life for Water Network assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Hydrants 30 24.8 Water Booster & Sampling Stations 30-50 12.8 Water Mains 50-80 28.7 Water Meters 10-20 24.9 Water Service Connections 58 31.3 Water Underground Enclosures 55 24.8 Water Valves 30 28.0 28.2 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 103 of 320 65 5.1.4 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the Town’s current lifecycle management strategy. Activity Type Description of Current Strategy Maintenance Hydraulic modelling is completed on an as-needed basis with the most recent study completed approximately 2.5 years ago Leak detection is completed for service lines when an issue arises, but no formal program is currently in place Pressure and fireflow testing are regularly done by developers and insurance companies for new subdivisions Hydrants are flushed regularly, problematic areas have been noted to be flushed more frequently Main line valves are exercised during inspection, which covers 25% of the network on annual basis Rehabilitation A residential water meter repalcement program is in place; approximately half of the town’s water meters have been replaced Replacement Booster stations are maintained weekly with different components inspected at varying frequencies; while condition ratings are not assigned, deficiencies are identified and noted Watermain lining is now typically considered during road repairs; an intensive lining program was in place between 2007-2011 Forecasted Capital Requirements The following graphs forecast long-term capital requirements for the Water network. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The graph labelled “Average Annual Capital Requirements” is developed using information from the CityWide software which relies on the capital needs within an asset category; The graph labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the water mains resulting from coordination opportunities with roads reconstruction projects. Page 104 of 320 66 The capital costs will typically differ between these two graphs since a capital plan resulting from individual asset needs will be different than the capital plan resulting from a project-based approach. As Staff work towards refining the data and structure within CityWide, they will be able to run various risk and lifecycle strategies that will help them prioritize assets for rehabilitation and/or replacement effectively. In the meantime, the road reconstruction program from the pavement management system will provide a more accurate project-based forecast. The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. Page 105 of 320 67 5.1.5 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating of each asset. Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently facing: Assessed Condition Data Water network assets such as mains are difficult to directly visually inspect. In contrast to storm and sanitary mains that can be directly inspected using CCTV camera, watermain condition assessments rely on a proxy of age, pipe material, diameter size, number of main breaks, and soil type to approximate when they need to be replaced. Staff should continue to refine their available attribute information for watermains in order to develop reliable forecasts. Page 106 of 320 68 5.1.6 Levels of Service The following tables identify the Town’s current level of service for Water Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the Town has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by Water Network. Service Attribute Qualitative Description Current LOS (2020) Scope Description, which may include maps, of the user groups or areas of the municipality that are connected to the municipal water system See Appendix C Description, which may include maps, of the user groups or areas of the municipality that have fire flow See Appendix C Reliability Description of boil water advisories and service interruptions The Town experienced no boil water advisories in 2020. However, water service interruptions may occur due to main breaks, maintenance activities or reconstruction projects. Staff attend to these interruptions in a timely manner, when possible. Page 107 of 320 69 Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Water Network. Service Attribute Technical Metric Current LOS (2020) Scope % of properties connected to the municipal water system 97.1% % of properties where fire flow is available 98.6% Reliability # of connection-days per year where a boil water advisory notice is in place compared to the total number of properties connected to the municipal water system 0 # of connection-days per year where water is not available due to water main breaks compared to the total number of properties connected to the municipal water system 32:17,700 Total # of FTEs / 100 km Length TBD Cost Efficient Total O&M Cost to Provide water/ Population Served $740 Five Year Average annual capital expenditure for Water $1,562,719 Cost of Water Quality/Compliance Monitoring / Population Served TBD Page 108 of 320 70 5.1.7 Recommendations Condition Assessment Strategies x Identify condition assessment strategies for high value and high-risk water network assets and update on a regular basis. Risk Management Strategies x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Lifecycle Strategies x Determine the efficacy of the trenchless lining strategy to rehabilitate pipes that are approaching their end-of-life and continue to replace old cast iron and ductile iron pipes with PVC to address the potential for water main breaks. Levels of Service x Continue to measure current levels of service in accordance with the metrics that the Town has established in this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 109 of 320 71 Sanitary Network The Town is responsible for wastewater collection and delivery to Regional trunk infrastructure. Sewer services provided by the Town are overseen by the Water and Wastewater Management division. 5.1.8 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Sanitary Sewer Network inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Sanitary Equalization Tanks 2 CPI Tables $698,535.00 Sanitary Laterals 139 km CPI Tables $13,814,061.00 Sanitary Mains 204 km Cost/Unit $88,544,355.87 Sanitary Manholes 2,860 CPI Tables $34,280,651.00 Sanitary Pumping Stations 6 (67components) 84% CPI Tables, 16% User-Defined Cost $1,195,618.00 Sanitary Underground Enclosures 6 CPI Tables $32,178.00 $138,565,399 Page 110 of 320 72 5.1.9 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Asset Segment Average Condition (%) Average Condition Rating Condition Source Sanitary Equalization Tanks 49% Fair Age-based Sanitary Laterals 61% Good Age-based Sanitary Mains 59% Fair 7% Assessed Sanitary Manholes 50% Fair Age-based Sanitary Pumping Stations 68% Good Age-based Sanitary Underground Enclosures 85% Very Good Age-based 57% Fair 5% Assessed To ensure that the Town’s Sanitary Network continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Sanitary Network. Page 111 of 320 73 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x CCTV inspections are done for approximately 10% of the entire sewer network every year x Manholes are inspected for deficiencies and captured in a checklist type format on an annual basis through a collector app x Sanitary pumping stations are inspected alongside water booster stations x Sanitary laterals are inspected on a regular basis 5.1.10 Estimated Useful Life & Average Age The Estimated Useful Life for Sanitary Sewer Network assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Sanitary Equalization Tanks 55 26.0 Sanitary Laterals 50-80 30.6 Sanitary Mains 50-80 28.3 Sanitary Manholes 50-80 32.4 Sanitary Pumping Stations 20-30 15.2 Sanitary Underground Enclosures 50-55 13.3 30.4 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 112 of 320 74 5.1.11 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the Town’s current lifecycle management strategy. Staff have noted that poor bedding has been an underlying issue for the Town’s sanitary assets. Unlike water assets, much of the work on sewer assets have been funded through operations. Activity Type Description of Current Strategy Maintenance Manhole deficiencies are collected through the collector app; repairs are then prioritized by condition Rehabilitation Manholes are lined on an as-needed basis, with the last major lining project occurring in 2016 Sewers have not been lined in the recent years, but it is an activity considered to improve condition and has been used in the past Replacement Many sanitary assets are considered for replacement during coordinated lifecycle activities with other work on localized assets, namely road reconstructions Forecasted Capital Requirements The following graphs forecast long-term capital requirements for the Sanitary Network. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The graph labelled “Average Annual Capital Requirements” is developed using information from the CityWide software which relies on the capital needs within an asset category; The graph labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the sanitary mains resulting from coordination opportunities with roads reconstruction projects. Page 113 of 320 75 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. Page 114 of 320 76 5.1.12 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating of each asset. Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently facing: Resource Capacity Staff currently conduct condition/deficiency assessments on 10% of their sanitary laterals annually. With the large number of laterals, it is a cumbersome and time intensive activity to perform. Assessed Condition Data Staff have indicated that many of the recent sanitary pipe replacements they have performed were due to poorly constructed bedding and backfill surrounding the pipes. This makes the pipes more susceptible to breakage and penetration by sharp objects, ultimately affecting the structural integrity and durability of the mains. Page 115 of 320 77 5.1.13 Levels of Service The following tables identify the Town’s current level of service for Sanitary Sewer Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the Town has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by Sanitary Sewer Network. Service Attribute Qualitative Description Current LOS (2020) Scope Description, which may include maps, of the user groups or areas of the municipality that are connected to the municipal wastewater system See Appendix C Reliability Description of how combined sewers in the municipal wastewater system are designed with overflow structures in place which allow overflow during storm events to prevent backups into homes The Town manages approximately 1.6km of sanitary sewers that connect to storm catch basins. At this time, there are no overflow structures in place. Description of the frequency and volume of overflows in combined sewers in the municipal wastewater system that occur in habitable areas or beaches The Town does not have any connected engineered overflows at this time so there is no overflow volume entering habitable areas Description of how stormwater can get into sanitary sewers in the municipal wastewater system, causing sewage to overflow into streets or backup into homes Stormwater can enter into sanitary sewers due to cracks in sanitary mains or through indirect connections (e.g. weeping tiles). In the case of heavy rainfall events, sanitary sewers may experience a volume of water and sewage that exceeds its designed capacity. In some cases, this can cause water and/or sewage to overflow backup into homes. The disconnection of weeping tiles from sanitary mains and the use of sump pumps and pits directing storm water to the storm drain Page 116 of 320 78 Service Attribute Qualitative Description Current LOS (2020) system can help to reduce the chance of this occurring. Description of how sanitary sewers in the municipal wastewater system are designed to be resilient to stormwater infiltration The municipality follows a series of design standards that integrate servicing requirements and land use considerations when constructing or replacing sanitary sewers. These standards have been determined with consideration of the minimization of sewage overflows and backups. Description of the effluent that is discharged from sewage treatment plants in the municipal wastewater system N/A Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Sanitary Sewer Network. Service Attribute Technical Metric Current LOS (2020) Scope % of properties connected to the municipal wastewater system 96% Reliability # of events per year where combined sewer flow in the municipal wastewater system exceeds system capacity compared to the total number of properties connected to the municipal wastewater system N/A # of connection-days per year having wastewater backups compared to the total number of properties connected to the municipal wastewater system 0 # of effluent violations per year due to wastewater discharge compared to the total number of properties connected to the municipal wastewater system N/A Total # of FTEs / 100 km Length TBD Cost Efficient Total O&M Cost to Provide wastewater/ Population Served $973 Five Year Average annual capital expenditure for Wastewater $552,356 Page 117 of 320 79 5.1.14 Recommendations Asset Inventory x Although the CityWide inventory is well componentized, many of the components are not labelled clearly enough. Staff should consider adopting a parent-child relationship between assets to improve discernability. Condition Assessment Strategies x Identify condition assessment strategies for high value and high-risk sanitary network assets. x Incorporate condition assessments from CCTV inspections as they are made available Risk Management Strategies x Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies x A trenchless lining strategy is expected to extend the service life of sanitary mains at a lower total cost of ownership. x Evaluate the efficacy of the Town’s lifecycle management strategies at regular intervals to determine the impact cost, condition and risk. Levels of Service x Continue to measure current levels of service in accordance with the metrics that the Town has established in this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 118 of 320 80 Storm Network The Town is responsible for owning and maintaining a stormwater network of storm sewer mains and other supporting infrastructure. Staff are working towards improving the accuracy and reliability of their Stormwater inventory to assist with long-term asset management planning. 5.1.15 Asset Inventory & Replacement Cost The table below includes the quantity, replacement cost method and total replacement cost of each asset segment in the Town’s Stormwater Network inventory. It is exported from the CityWide Asset Manager database. Asset Segment Quantity Replacement Cost Method Total Replacement Cost Catchbasins 5,130 CPI Tables $12,287,920 Oil Grit Separators 31 CPI Tables $1,598,829 Storm Equalization Tanks 19 CPI Tables $7,218,426 Storm Laterals 107 km CPI Tables $4,978,351 Storm Mains 236 km Cost/Unit $129,086,605 Storm Manholes 2,884 CPI Tables $24,552,258 Storm Structures 255 85% CPI Tables, 15% User-Defined Cost $3,724,790 Storm Valves & Filters 7 10% CPI Tables, 90% User-Defined Cost $417,105 Stormwater Management Ponds 34 Quantity, 126,607 Area (m2) CPI Tables $24,452,743 $208,317,027 Page 119 of 320 81 5.1.16 Asset Condition The table below identifies the current average condition and source of available condition data for each asset segment. The Average Condition (%) is a weighted value based on replacement cost. Average Condition (%) Average Condition Rating Condition Source Catchbasins 50% Fair Age-based Oil Grit Separators 62% Good Age-based Storm Equalization Tanks 43% Fair Age-based Storm Laterals 60% Good Age-based Storm Mains 53% Fair 1% Assessed Storm Manholes 53% Fair Age-based Storm Structures 62% Good 13% Assessed Storm Valves & Filters 82% Very Good Age-based Stormwater Management Ponds 9% Very Poor Age-based 48% Fair <1% Assessed To ensure that the Town’s Storm Network continues to provide an acceptable level of service, the Town should monitor the average condition of all assets. If the average condition declines, staff should re-evaluate their lifecycle management strategy to determine what combination of maintenance, rehabilitation and replacement activities is required to increase the overall condition of the Storm Network. Page 120 of 320 82 Current Approach to Condition Assessment Accurate and reliable condition data allows staff to more confidently determine the remaining service life of assets and identify the most cost-effective approach to managing assets. The following describes the municipality’s current approach: x Closed Circuit Television Video (CCTV) inspections are performed on 10% of the entire storm sewer network annually x A comprehensive inspection of storm water management ponds is performed every 2 years x Oil grit separators are inspected on an annual basis x Catchbasins are inspected when cleaned, approximately 25% are inspected annually x Other stormwater assets are inspected on an as-needed basis 5.1.17 Estimated Useful Life & Average Age The Estimated Useful Life for Storm Network assets has been assigned according to a combination of established industry standards and staff knowledge. The Average Age of each asset is based on the number of years each asset has been in-service. Asset Segment Estimated Useful Life (Years) Average Age (Years) Catchbasins 50 26.3 Oil Grit Separators 30 13.3 Storm Equalization Tanks 50-55 23.0 Storm Laterals 50-80 28.0 Storm Mains 50-80 26.1 Storm Manholes 55 27.9 Storm Structures 55 25.9 Storm Valves & Filters 30 6.7 Stormwater Management Ponds 10-20 22.0 27.0 Each asset’s Estimated Useful Life should be reviewed periodically to determine whether adjustments need to be made to better align with the observed length of service life for each asset type. Page 121 of 320 83 5.1.18 Lifecycle Management Strategy The condition or performance of most assets will deteriorate over time. To ensure that municipal assets are performing as expected and meeting the needs of customers, it is important to establish a lifecycle management strategy to proactively manage asset deterioration. The following table outlines the Town’s current lifecycle management strategy. Activity Type Description of Current Strategy Maintenance Storm Master Plans are occasionally undertaken – the last one completed was in 2020 in conjunction with Lake Simcoe’s Protection Plan 25% of catchbasins are cleaned out per year, repairs for catchbasins are usually coordinated with asphalt road repairs Storm equalization tanks are inspected yearly and receive cleaning and sediment removal Oil grit separators are cleaned as needed Rehabilitation Stormwater management ponds may undergo restorative activities such as silt removal, deepening of the pond, or redesign. Costs are noted to vary widely depending on the extent of restoration. Regular maintenance activities such as vegetation management, debris and litter removal, and clearing of inlet and outlet structures are performed as needed Trenchless sewer lining is considered on a case-by-case basis Replacement Many storm assets are replaced near the end of life. Earlier replacement is typically coordinated with other work on localized assets, namely the road assets Forecasted Capital Requirements The following graphs forecasts long-term capital requirements for the Storm network. The annual capital requirement represents the average amount per year that the Town should allocate towards funding rehabilitation and replacement needs. The graph labelled “Average Annual Capital Requirements” is developed using information from the CityWide software which relies on the capital needs within an asset category; The graph labelled, “10-Year Road Reconstruction Forecast”, considers the capital needs of the storm mains resulting from coordination opportunities with roads reconstruction projects. The capital costs will typically differ between these two graphs since a capital plan resulting from individual asset needs will be different than the capital plan resulting from a project-based approach. As Staff work towards refining the data and structure within CityWide, they will be able to run various risk and lifecycle strategies that will help them prioritize assets for rehabilitation and/or replacement effectively. In the meantime, the road reconstruction program from the pavement management system will provide a more accurate project-based forecast. Page 122 of 320 84 The projected cost of lifecycle activities that will need to be undertaken over the next 10 years to maintain the current level of service can be found in Appendix B. Page 123 of 320 85 5.1.19 Risk & Criticality Risk Matrix The following risk matrix provides a visual representation of the relationship between the probability of failure and the consequence of failure for the assets within this asset category based on 2020 inventory data. See Appendix D for the criteria used to determine the risk rating of each asset. This is a high-level model developed for the purposes of this AMP and Town staff should review and adjust the risk model to reflect an evolving understanding of both the probability and consequences of asset failure. The identification of critical assets will allow the Town to determine appropriate risk mitigation strategies and treatment options. This may include asset-specific lifecycle strategies, condition assessment strategies, or simply the need to collect better asset data. Staff should continue to refine their risk and criticality modelling in order to supplement the outcomes from RoadMatrix. Risks to Current Asset Management Strategies The following section summarizes key trends, challenges, and risks to service delivery that the Town is currently facing: Asset Data & Information There is some concern with the accuracy of the Town’s current asset inventory for stormwater infrastructure and available attribute information. A lack of confidence in the completeness of this data impacts the reliability of asset management and financial planning. Staff are in the process of evaluating the resources and activities required to build and/or improve the existing asset inventory. Climate Change & Extreme Weather Events Page 124 of 320 86 With climate change and extreme weather events becoming more prevalent, Staff require a better sense of the impacts of climate change on the stormwater network to inform retrofitting and replacement planning. Additional data will help address concerns with system capacity and the ability of the stormwater network to handle any potential increase in the intensity, frequency, and duration of rainfall events. Incorporating a monitoring and maintenance program for all stormwater infrastructure into the asset management plan can further support infrastructure resiliency and reduce risk. The Town will be conducting an analysis on its storm network’s resiliency and adaptability in 2022. 5.1.20 Levels of Service The following tables identify the Town’s current level of service for Stormwater Network. These metrics include the technical and community level of service metrics that are required as part of O. Reg. 588/17 as well as any additional performance measures that the Town has selected for this AMP. Community Levels of Service The following table outlines the qualitative descriptions that determine the community levels of service provided by Stormwater Network. Service Attribute Qualitative Description Current LOS (2020) Scope Description, which may include maps, of the user groups or areas of the municipality that are protected from flooding, including the extent of protection provided by the municipal stormwater system See Appendix C Technical Levels of Service The following table outlines the quantitative metrics that determine the technical level of service provided by the Stormwater Network. Service Attribute Technical Metric Current LOS (2020) Scope % of properties in municipality resilient to a 100-year storm 97% % of the municipal stormwater management system resilient to a 5-year storm 100% Reliability Total # of FTEs / 100 km Length TBD Cost Efficient Total O&M Cost to Provide storms/ Population Served $60 Five Year Average annual capital expenditure for stormwater $3,003,949 Page 125 of 320 87 5.1.21 Recommendations Condition Assessment Strategies x Update the condition information for storm mains as the information becomes available from CCTV inspections. Condition data for all other stormwater assets should be integrated into the asset inventory to support the development of appropriate maintenance, rehabilitation, and replacement strategies. Risk Management Strategies x Implement risk-based decision-making as part of asset management planning and budgeting processes. This should include the regular review of high-risk assets to determine appropriate risk mitigation strategies. Review risk models on a regular basis and adjust according to an evolving understanding of the probability and consequences of asset failure. Lifecycle Management Strategies x Document and review lifecycle management strategies for the Storm Network on a regular basis to achieve the lowest total cost of ownership while maintaining adequate service levels. Levels of Service x Continue to measure current levels of service in accordance with the metrics that the Town has established in this AMP. Additional metrics can be established as they are determined to provide meaningful and reliable inputs into asset management planning. x Work towards identifying proposed levels of service as per O. Reg. 588/17 and identify the strategies that are required to close any gaps between current and proposed levels of service. Page 126 of 320 88 Key Insights 6 Impacts of Growth x Understanding the key drivers of growth and demand will allow the Town to more effectively plan for new infrastructure, and the upgrade or disposal of existing infrastructure x Significant population and employment growth is expected x The costs of growth should be considered in long-term funding strategies that are designed to maintain the current level of service Page 127 of 320 89 Description of Growth Assumptions The demand for infrastructure and services will change over time based on a combination of internal and external factors. Understanding the key drivers of growth and demand will allow the Town to more effectively plan for new infrastructure, and the upgrade or disposal of existing infrastructure. Increases or decreases in demand can affect what assets are needed and what level of service meets the needs of the community. 6.1.1 York Region Official Plan 2010 (Consolidated April 2019) Since the Town of Aurora is located within the Greater Golden Horseshoe, the 2017 Growth Plan must be referred as per O.Reg 588/17. As the projected population and employment growth was not explicitly cited within the 2017 growth plan, the upper tier municipality’s, York Region, official plan growth forecasts are referenced. The following table outlines the population and employment forecasts allocated to Aurora. The future estimates are consistent with the values cited from Aurora’s Official Plan. Year Population Employment 2006 49,700 20,300 2016 63,700 29,000 2021 68,100 32,400 2026 69,600 33,500 2031 70,200 34,200 York Region also references a regional intensification strategy through 2031. Aurora is expected to plan to meet or exceed 3,140 residential units. Furthermore, the intensification areas are expected to align with York’s Regional Transit-Oriented Development Guidelines and the Region’s implementation guidelines for regional centres and corridors. Page 128 of 320 90 6.1.2 Aurora Official Plan (September 2010) The Official Plan is a planning document for the purpose of guiding the future development of the Town of Aurora. The last approved Official Plan was in September 2010. Aurora expects to experience a significant amount of population and employment growth. By 2031, the Town’s population is expected to grow by 70,200 people, with the number of jobs projected to reach 34,200. The official plan aims to ensure a sustainable development pattern to accommodate this growth by focusing on intensification of strategic areas, protection of existing Stable Neighborhoods, the revitalization of the Aurora Promenade, and the efficient use of the Town’s remaining greenfield lands. Approximately 34% of the new residential growth is expected to be accommodated through intensification, where the majority shall be in the Aurora Promenade area and a minor amount through new residential development of secondary suite units of stable neighborhoods. The remaining approximate of 66% of new residential growth shall be accommodated in identified Greenfield Residential Areas. Furthermore, new employment within the Greenfield areas must be planned to achieve a minimum gross density of 40 jobs per hectare. Approximately 21% of the new job growth is expected to be accommodated through the intensification of Existing Employment Areas and development of vacant designated lands. Approximately 72% of the new job growth is expected to be accommodated within the identified Greenfield Employment area. The remaining 7% is expected to originate from additional home based jobs of existing land base. Page 129 of 320 91 6.1.3 Town of Aurora – Development Charges Background Study The Town of Aurora prepared a Development Charges Background Study in 2019 through Watson & Associates Economists Ltd, pursuant to Section 10 of the Development Charges Act, 1997 (DCA). The Development Charges (DC) Study was later amended in April 2021. The DC Background Study addresses: the forecast amount, type, and location of growth; identification of the servicing needs to accommodate growth; the capital costs to provide the services; and the proposed by-law (No. 6357-21) which was written to impose and provide for the payment of development charges for municipal services in the Town. The Study presents proposed new development charges based on costing and related assumptions found in this Background study and compares the proposed charges to the current charges. Development charges are broken down by each municipal-wide service for non- residential development and four different types of residential development. The proposed development charges are higher than current charges for each development type. The Background Study, pursuant to the DCA, includes a reference to an Asset Management Plan (AMP) for the purposes of developing an asset management program that considers future growth. This AMP supports the objectives defined in the Development Charges Background Study. The Study also provides a residential growth forecast summary in the table below: Year Population Housing Units Person Per Unit: Total Pop/Total Households Singles & Semi- Detached Multiple Dwellings Apartments Other Total Households Historical Mid 2006 49,150 10,795 3,190 1,665 5 15,655 3.042 Mid 2011 54,900 12,035 3,565 1,810 11 17,691 3.007 Mid 2016 57,210 12,770 3,975 2,100 10 18,855 2.941 Forecast Mid 2019 61,320 13,877 4,311 2,145 10 20,343 2.921 Mid 2029 73,390 15,764 5,326 3,675 10 24,775 2.871 Mid 2031 74,900 15,892 5,454 4,059 10 25,415 2.856 Page 130 of 320 92 Impact of Growth on Lifecycle Activities By July 1, 2025 the Town’s asset management plan must include a discussion of how the assumptions regarding future changes in population and economic activity informed the preparation of the lifecycle management and financial strategy. Planning for forecasted population growth may require the expansion of existing infrastructure and services. As growth-related assets are constructed or acquired, they should be integrated into the Town’s AMP. While the addition of residential units will add to the existing assessment base and offset some of the costs associated with growth, the Town will need to review the lifecycle costs of growth-related infrastructure. These costs should be considered in long-term funding strategies that are designed to, at a minimum, maintain the current level of service. 6.1.4 Lifecycle Costs for Growth-related Assets Municipal expenditures are expected to increase with growth in population. The following table, pulled from the 2019 DC Background Study, depicts the annual impact resulting from the proposed gross capital projects. It is critical to note that the costs associated with the new infrastructure would be delayed until the works are in place. Service Gross Cost Less Benefit to Existing Annual Lifecycle Expenditures Annual Operating Expenditures Total Annual Expenditures Wastewater Services $4,207,495 $162,339 $418,183 $580,522 Water Supply and Distribution Services $259,600 $15,821 $1,050,381 $1,066,202 Services Related to a Highway $37,565,987 $2,560,458 $1,774,665 $4,335,123 Fire Services $10,853,700 $467,774 $2,299,200 $2,766,974 Parking Services $60,535 $22,509 $- $22,509 Outdoor Recreation Services $35,517,693 $848,191 $1,073,161 $1,921,352 Indoor Recreation Services $48,195,075 $3,060,350 $1,320,423 $4,380,773 Library Services $5,572,139 $597,890 $776,740 $1,374,630 General Government $4,306,976 $- $- $- Total $146,539,200 $7,735,332 $8,712,755 $16,448,087 A further breakdown of the expenditures can be found in the DC background study. Page 131 of 320 93 The Town has made provision for the inclusion of new studies undertaken to facilitate the DC process. These studies include: - Water and wastewater related studies; - Stormwater master plans; - Parks and recreation master plans; - Fire master plans; - Transportation related studies; - Official Plan; - Intensification studies; - Development Charge studies; - Long range fiscal studies; and - Other growth-related studies. Details of the expected timing of the various studies can be found in the DC background study. Once these are complete there will be additional data available to determine the cost of growth- related infrastructure costs more confidently for all core assets. The Town applies a uniform Town-wide approach to calculate development charges for all services. Under O.Reg. 588/17 municipalities with a population above 25,000 must include the following details in their Asset Management Plan by July 1, 2025: 1. The estimated capital expenditures and operating costs to achieve the proposed levels of service in order to accommodate growth; 2. The funding projected to be available by source as a result of increased population and economic activity; and 3. An overview of risks associated with implementation of the asset management plan. The Town is currently working towards gathering more accurate data to support these requirements but will need to develop proposed levels of service and a more in-depth overview of risks associated with their asset management program for the AMP by July 1, 2025. Page 132 of 320 94 Key Insights 7 Financial Strategy x The Town is committing approximately $12 million towards capital projects per year from sustainable revenue sources x Given the annual capital requirement of $48.3 million, there is currently a funding gap of $36 million annually x For tax-funded assets, we recommend increasing tax revenues by 2.9% each year for the next 20 years to achieve a sustainable level of funding x For the Sanitary Network, we recommend increasing rate revenues by 0.4% annually for the next 10 years to achieve a sustainable level of funding x For the Water Network, we recommend increasing rate revenues by 2.2% annually for the next 10 years to achieve a sustainable level of funding x For the Storm Network, we recommend increasing rate revenues by 11% annually for the next 15 years to achieve a sustainable level of funding Page 133 of 320 95 Financial Strategy Overview For an asset management plan to be effective and meaningful, it must be integrated with financial planning and long-term budgeting. The development of a comprehensive financial plan will allow the Town of Aurora to identify the financial resources required for sustainable asset management based on existing asset inventories, desired levels of service, and projected growth requirements. This report develops such a financial plan by presenting several scenarios for consideration and culminating with final recommendations. As outlined below, the scenarios presented model different combinations of the following components: 1. The financial requirements for: a. Existing assets b. Existing service levels c. Requirements of contemplated changes in service levels (none identified for this plan) d. Requirements of anticipated growth (none identified for this plan) 2. Use of traditional sources of municipal funds: a. Tax levies b. User fees c. Reserves d. Debt 3. Use of non-traditional sources of municipal funds: a. Reallocated budgets b. Partnerships c. Procurement methods 4. Use of Senior Government Funds: a. Gas tax b. Annual grants Note: Periodic grants are normally not included due to Provincial requirements for firm commitments. However, if moving a specific project forward is wholly dependent on receiving a one-time grant, the replacement cost included in the financial strategy is the net of such grant being received. If the financial plan component results in a funding shortfall, the Province requires the inclusion of a specific plan as to how the impact of the shortfall will be managed. In determining the legitimacy of a funding shortfall, the Province may evaluate a Town’s approach to the following: 1. In order to reduce financial requirements, consideration has been given to revising service levels downward. 2. All asset management and financial strategies have been considered. For example: a. If a zero-debt policy is in place, is it warranted? If not, the use of debt should be considered. Page 134 of 320 96 b. Do user fees reflect the cost of the applicable service? If not, increased user fees should be considered. 7.1.1 Annual Requirements & Capital Funding Annual Requirements The annual requirements represent the amount the Town should allocate annually to each asset category to meet replacement needs as they arise, prevent infrastructure backlogs and achieve long-term sustainability. In total, the Town must allocate approximately $48.3 million annually to address capital requirements for the assets included in this AMP. For most asset categories the annual requirement has been calculated based on a “replacement only” scenario, in which capital costs are only incurred at the construction and replacement of each asset. However, for the Road Network and Bridges & Culverts, lifecycle management strategies have been developed to identify capital costs that are realized through strategic rehabilitation and renewal of the Town’s roads and structural bridges and culverts. The development of these strategies allows for a comparison of potential cost avoidance if the strategies were to be implemented. 1. Replacement Only Scenario: Based on the assumption that assets deteriorate and – without regularly scheduled maintenance and rehabilitation – are replaced at the end of their service life. 2. Lifecycle Strategy Scenario: Based on the assumption that lifecycle activities are performed at strategic intervals to extend the service life of assets until replacement is required. The implementation of a proactive lifecycle strategy can lead to a potential annual cost avoidance. As the lifecycle strategy scenario represents the most optimal cost option available to the Town, we have used these annual requirements in the development of the financial strategy. Page 135 of 320 97 Annual Funding Available Based on a historical analysis of sustainable capital funding sources, the Town is committing approximately $12 million towards capital projects per year from sustainable revenue sources. Given the annual capital requirement of $48 million, there is currently a funding gap of $36 million annually. Funding Objective We have developed a scenario that would enable Aurora to achieve full funding within 10 to 20 years for the following assets: a) Tax Funded Assets: Road Network, Bridges & Culverts, Buildings, Machinery & Equipment, Land Improvement, Fleet b) Rate-Funded Assets: Water Network, Sanitary Network, Storm Network For each scenario developed we have included strategies, where applicable, regarding the use of cost containment and funding opportunities. Page 136 of 320 98 Financial Profile: Tax Funded Assets 7.1.2 Current Funding Position The following tables show, by asset category, Aurora’s average annual CapEx requirements, current funding positions, and funding increases required to achieve full funding on assets funded by taxes. Asset Category Avg. Annual Requirement Annual Funding Available Annual Deficit Taxes Gas Tax OCIF Stormwater Charges Total Available Bridges & Culverts $544,803 - - - $544,803 Buildings $9,509,582 $1,464,700 $1,464,700 $8,044,882 Fleet $1,258,223 $346,700 $346,700 $911,523 Land Improvement $2,216,879 $311,400 $311,400 $1,905,479 Machinery & Equipment $1,647,650 $568,400 $568,400 $1,079,250 Road Network $21,476,507 $1,804,200 $1,681,992 $1,196,719 $4,682,911 $16,793,596 $36,653,644 $4,495,400 $1,681,992 $1,196,719 $7,374,111 $29,279,533 The average annual CapEx requirement for the above categories is $36.6 million. Annual revenue currently allocated to these assets for capital purposes is $7.4 million leaving an annual deficit of $29.3 million. Put differently, these infrastructure categories are currently funded at 20% of their long-term requirements. Page 137 of 320 99 7.1.3 Full Funding Requirements In 2020, Town of Aurora has annual tax revenues of $50.1 million. As illustrated in the following table, without consideration of any other sources of revenue or cost containment strategies, full funding would require the following tax change over time: Asset Category Tax Change Required for Full Funding Bridges & Culverts 1.1% Buildings 16.1% Fleet 1.8% Land Improvement 3.8% Machinery & Equipment 2.2% Road Network 33.5% 58.5% The following changes in costs and/or revenues over the next number of years should also be considered in the financial strategy: a.) Aurora’s debt payments for these asset categories will be decreasing by $367,000 over the next 10 years. Our recommendations include capturing the above changes and allocating them to the infrastructure deficit outlined above. The table below outlines this concept and presents several options: Without Capturing Changes With Capturing Changes 5 Years 10 Years 15 Years 20 Years 5 Years 10 Years 15 Years 20 Years Infrastructure Deficit 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 Change in Debt Costs N/A N/A N/A N/A -0 -367,471 -367,471 -367,471 Change in OCIF Grants N/A N/A N/A N/A 0 0 0 0 Resulting Infrastructur e Deficit 29,279,533 29,279,533 29,279,533 29,279,533 29,279,533 28,912,062 28,912,062 28,912,062 Tax Increase Required 58.4% 58.4% 58.4% 58.4% 58.4% 57.7% 57.7% 57.7% Annually 11.7% 5.8% 3.9% 2.9% 11.7% 5.8% 3.8% 2.9% Page 138 of 320 100 7.1.4 Financial Strategy Recommendations Considering all the above information, we recommend the 20-year option. This involves full CapEx funding being achieved over 20 years by: a) when realized, reallocating the debt cost reductions to the infrastructure deficit as outlined above. b) increasing tax revenue by 2.9% each year for the next 20 years solely for the purpose of phasing in full funding to the asset categories covered in this section of the AMP. c) allocating the current gas tax and OCIF revenue as outlined previously. d) allocating the scheduled OCIF grant increases to the infrastructure deficit as they occur. e) reallocating appropriate revenue from categories in a surplus position to those in a deficit position. f) increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in. Notes: 1. As in the past, periodic senior government infrastructure funding will most likely be available during the phase-in period. By Provincial AMP rules, this periodic funding cannot be incorporated into an AMP unless there are firm commitments in place. We have included OCIF formula-based funding, if applicable, since this funding is a multi- year commitment4. 2. We realize that raising tax revenues by the amounts recommended above for infrastructure purposes will be very difficult to do. However, considering a longer phase- in window may have even greater consequences in terms of infrastructure failure. Although this option achieves full CapEx funding on an annual basis in 20 years and provides financial sustainability over the period modeled, the recommendations do require prioritizing capital projects to fit the resulting annual funding available. Current data shows a pent-up investment demand of $14.3 million for the Road Network, $26.1 million for the Buildings, $1.0 million for Machinery & Equipment, and $2.2 million for Fleet. Prioritizing future projects will require the current data to be replaced by condition-based data. Although our recommendations include no further use of debt, the results of the condition- based analysis may require otherwise. 4 The Town should take advantage of all available grant funding programs and transfers from other levels of government. While OCIF has historically been considered a sustainable source of funding, the program is currently undergoing review by the provincial government. Depending on the outcome of this review, there may be changes that impact its availability. Page 139 of 320 101 Financial Profile: Rate Funded Assets 7.1.5 Current Funding Position The following tables show, by asset category, Aurora’s average annual asset investment requirements, current funding positions, and funding increases required to achieve full funding on assets funded by rates. Asset Category Avg. Annual Requirement Annual Funding Available Annual Deficit Rates Gas Tax OCIF Total Available Water Network $4,346,899 $11,530,100 - - $1,786,700 $2,560,199 Sanitary Network $2,103,885 $14,536,700 - - $1,459,200 $644,685 Storm Network $5,153,352 $2,154,300 $1,600,000 $3,553,352 $11,604,136 $23,375,200 - - $4,845,900 $6,758,236 The average annual investment requirement for the above categories is $11.6 million. Annual revenue currently allocated to these assets for capital purposes is $4.8 million leaving an annual deficit of $6.8 million. Put differently, these infrastructure categories are currently funded at 42% of their long-term requirements. 7.1.6 Full Funding Requirements In 2020, Aurora had annual sanitary revenues of $14.5 million, annual water revenues of $11.5 million, and annual stormwater revenues of $2.2 million. As illustrated in the table below, without consideration of any other sources of revenue, full funding would require the following changes over time: Asset Category Rate Change Required for Full Funding Water Network 22.2% Sanitary Sewer Network 4.4% Storm Network 164.9% 25.9% Page 140 of 320 102 In the following tables, we have expanded the above scenario to present multiple options. Due to the significant increases required, we have provided phase-in options of up to 20 years: 7.1.7 Financial Strategy Recommendations Considering the above information, we recommend the 10-year option for the Water & Sanitary Sewer Networks, and the 15-year option for the Storm Network. This involves full CapEx funding being achieved over 10 years for the Water & Sanitary Sewer Networks, and 15 years for the Storm Network by: a) increasing rate revenues by 2.2% for the Water Network and 0.4% for the Sanitary Sewer Network each year for the next 10 years solely for the purpose of phasing in full funding to the asset categories covered in this section of the AMP. b) Increasing rate revenues by 11% for the Storm Network each year for the next 15 years solely for the purpose of phasing in full funding. c) increasing existing and future infrastructure budgets by the applicable inflation index on an annual basis in addition to the deficit phase-in. Notes: 1. As in the past, periodic senior government infrastructure funding will most likely be available during the phase-in period. This periodic funding should not be incorporated into an AMP unless there are firm commitments in place. 2. We realize that raising rate revenues for infrastructure purposes will be very difficult to do. However, considering a longer phase-in window may have even greater consequences in terms of infrastructure failure. Water Network Sanitary Network 5 Years 10 Years 15 Years 20 Years 5 Years 10 Years 15 Years 20 Years Infrastructure Deficit 2,560,199 2,560,199 2,560,199 2,560,199 644,685 644,685 644,685 644,685 Rate Increase Required 22.2% 22.2% 22.2% 22.2% 4.4% 4.4% 4.4% 4.4% Annually: 4.4% 2.2% 1.5% 1.1% 0.9% 0.4% 0.3% 0.2% Storm Network 5 Years 10 Years 15 Years 20 Years Infrastructure Deficit 3,553,352 3,553,352 3,553,352 3,553,352 Rate Increase Required 164.9% 164.9% 164.9% 164.9% Annually: 33.0% 16.5% 11.0% 8.2% Page 141 of 320 103 3. Any increase in rates required for operations would be in addition to the above recommendations. Although this strategy achieves full CapEx funding for rate-funded assets in 10 years for the Water & Sanitary Sewer Networks, and in 15 years for the Storm Network, the recommendation does require prioritizing capital projects to fit the annual funding available. Current data shows a pent-up investment demand of $17.4 million for the Water Network, $4.7 million for the Sanitary Network, and $19.8 million for the Storm Network. Prioritizing future projects will require the current data to be replaced by condition-based data. Although our recommendations include no further use of debt, the results of the condition- based analysis may require otherwise. Page 142 of 320 104 Use of Debt For reference purposes, the following table outlines the premium paid on a project if financed by debt. For example, a $1M project financed at 3.0%5 over 15 years would result in a 26% premium or $260,000 of increased costs due to interest payments. For simplicity, the table does not consider the time value of money or the effect of inflation on delayed projects. Interest Rate Number of Years Financed 5 10 15 20 25 30 7.0% 22% 42% 65% 89% 115% 142% 6.5% 20% 39% 60% 82% 105% 130% 6.0% 19% 36% 54% 74% 96% 118% 5.5% 17% 33% 49% 67% 86% 106% 5.0% 15% 30% 45% 60% 77% 95% 4.5% 14% 26% 40% 54% 69% 84% 4.0% 12% 23% 35% 47% 60% 73% 3.5% 11% 20% 30% 41% 52% 63% 3.0% 9% 17% 26% 34% 44% 53% 2.5% 8% 14% 21% 28% 36% 43% 2.0% 6% 11% 17% 22% 28% 34% 1.5% 5% 8% 12% 16% 21% 25% 1.0% 3% 6% 8% 11% 14% 16% 0.5% 2% 3% 4% 5% 7% 8% 0.0% 0% 0% 0% 0% 0% 0% It should be noted that current interest rates are near all-time lows. Sustainable funding models that include debt need to incorporate the risk of rising interest rates. The following graph shows where historical lending rates have been: 5 Current municipal Infrastructure Ontario rates for 15-year money is 3.2%. 0.00% 5.00% 10.00% 15.00% Historical Prime Business Interest Rate Page 143 of 320 105 A change in 15-year rates from 3% to 6% would change the premium from 26% to 54%. Such a change would have a significant impact on a financial plan. The following tables outline how Aurora has historically used debt for investing in the asset categories as listed. There is currently $1.9 million of debt outstanding for the assets covered by this AMP with corresponding principal and interest payments of $367,471, well within its provincially prescribed maximum of $20.8 million. Asset Category Current Debt Outstanding Use of Debt in the Last Five Years 2016 2017 2018 2019 2020 Bridges & Culverts Buildings Fleet Land Improvement Machinery & Equipment Road Network 1,888,864 3,121,380 5,260,387 Total Tax Funded: 1,888,864 3,121,380 5,260,387 0 0 Water Network Sanitary Network Storm Network Total Rate Funded: 0 0 0 0 0 0 Asset Category Principal & Interest Payments in the Next Ten Years 2020 2021 2022 2023 2024 2025 2030 Bridges & Culverts Buildings Fleet Land Improvement Machinery & Equipment Road Network 367,471 367,471 367,471 367,471 367,471 367,471 Total Tax Funded: 367,471 367,471 367,471 367,471 367,471 367,471 0 Water Network Sanitary Network Storm Network Total Rate Funded: 0 0 0 0 0 0 0 The revenue options outlined in this plan allow Aurora to fully fund its long-term infrastructure requirements without further use of debt. Page 144 of 320 106 Use of Reserves 7.1.8 Available Reserves Reserves play a critical role in long-term financial planning. The benefits of having reserves available for infrastructure planning include: a) the ability to stabilize tax rates when dealing with variable and sometimes uncontrollable factors b) financing one-time or short-term investments c) accumulating the funding for significant future infrastructure investments d) managing the use of debt e) normalizing infrastructure funding requirement By asset category, the table below outlines the details of the reserves currently available to Aurora. Asset Category Balance on December 31, 2020 Bridges & Culverts6 0 Buildings 5,616,900 Fleet 1,758,000 Land Improvement 3,373,800 Machinery & Equipment 1,472,200 Road Network 5,380,400 Total Tax Funded: 17,601,300 Water Network 8,917,400 Sanitary Network 1,877,100 Storm Network 7,613,000 Total Rate Funded: 18,407,500 There is considerable debate in the municipal sector as to the appropriate level of reserves that a Town should have on hand. There is no clear guideline that has gained wide acceptance. Factors that municipalities should take into account when determining their capital reserve requirements include: a) breadth of services provided b) age and condition of infrastructure c) use and level of debt d) economic conditions and outlook e) internal reserve and debt policies. 6 Bridges are repaired/replaced through the Roads R&R reserve while Culverts are funded through the Stormwater Services reserve. Page 145 of 320 107 These reserves are available for use by applicable asset categories during the phase-in period to full funding. This coupled with Aurora’s judicious use of debt in the past, allows the scenarios to assume that, if required, available reserves and debt capacity can be used for high priority and emergency infrastructure investments in the short- to medium-term. 7.1.9 Recommendation In 2025, Ontario Regulation 588/17 will require Aurora to integrate proposed levels of service for all asset categories in its asset management plan update. We recommend that future planning should reflect adjustments to service levels and their impacts on reserve balances. Page 146 of 320 108 Key Insights 8 Appendices x Appendix A contains decision logic trees from Aurora’s pavement management system, RoadMatrix, on lifecycle activities for paved road surfaces, classified by road classes x Appendix B identifies projected 10-year capital requirements for each asset category x Appendix C includes several maps that have been used to visualize the current level of service x Appendix D identifies the criteria used to calculate risk for each asset category x Appendix E provides a summary of the classification and patrolling frequency of roads according to the Minimum Maintenance Standards x Appendix F provides additional guidance on the development of a condition assessment program Page 147 of 320 109 Appendix A: RoadMatrix Decision Tree Arterial Roads: Page 148 of 320 110 Page 149 of 320 111 Collector Roads: Page 150 of 320 112 Page 151 of 320 113 Local Roads: Page 152 of 320 114 Page 153 of 320 115 Appendix B: 10-Year Capital Requirements The following tables identify the capital cost requirements for each of the next 10 years in order to meet projected capital requirements and maintain the current level of service. RRoad Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Paved Roads $3,336,879.59 $81,022.01 $- $- $- $184,773.44 $168,104.30 $969,324.59 $1,201,351.62 $1,686,614.07 $2,443,823.75 Retaining Walls $- $58,651.00 $- $- $- $- $189,996.00 $- $- $- $- Road Signs & Fencing $492,278.00 $3,858.00 $28,583.00 $23,460.00 $29,644.00 $25,372.00 $124,326.00 $30,319.00 $80,699.00 $79,098.00 $39,149.00 Sidewalks $- $- $- $- $- $- $- $- $- $- $- Small Culverts $2,965,751.00 $28,913.00 $- $490,295.00 $2,349.00 $339,691.00 $53,052.00 $- $92,887.00 $- $1,103,942.00 Streetlights & Traffic Lights $7,515,240.00 $740,722.00 $258,322.00 $351,506.00 $196,272.00 $792,809.00 $625,235.00 $1,228,927.00 $576,521.00 $749,857.00 $294,829.00 $14,310,148.59 $913,166.01 $286,905.00 $865,261.00 $228,265.00 $1,342,645.44 $1,160,713.30 $2,228,570.59 $1,951,458.62 $2,515,569.07 $3,881,743.75 Bridges & Culverts Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Bridges $- $- $- $8,000.00 $500,000.00 $- $- $- $- $- $- Structural Culverts $- $- $- $57,000.00 $1,049,600.00 $315,392.00 $- $250,000.00 $- $2,556,170.00 $3,579,007.00 $- $- $- $65,000.00 $1,549,600.00 $315,392.00 $- $250,000.00 $- $2,556,170.00 $3,579,007.00 Page 154 of 320 116 SStorm Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Oil Grit Separators $- $- $- $- $- $- $73,716.00 $- $- $21,743.00 $- Storm Equalization Tanks $- $- $- $- $- $- $- $- $- $- $- Storm Laterals $5,261.00 $- $5,151.00 $- $276.00 $257.00 $- $56,837.00 $8,144.00 $3,885.00 $- Storm Mains $3,881,055.24 $11,660.00 $410,807.00 $- $572,073.98 $1,235,359.13 $235,268.68 $3,444,332.49 $266,351.21 $625,122.05 $245,263.39 Storm Manholes $231,187.00 $- $47,443.00 $- $75,334.00 $152,866.00 $14,931.00 $493,707.00 $46,557.00 $92,518.00 $43,527.00 Storm Structures $94,704.00 $- $305,928.80 $- $37,352.00 $- $- $29,409.00 $7,134.00 $20,754.00 $5,454.00 Storm Valves & Filters $- $- $- $- $- $- $- $- $- $- $- Stormwater Management Ponds $15,361,680.00 $839,667.00 $2,210,522.00 $1,680,055.00 $535,390.00 $1,159,142.00 $2,215,128.00 $184,320.00 $1,767,157.00 $- $235,039.00 $19,847,046.24 $854,793.00 $3,183,729.80 $1,702,747.00 $1,287,450.98 $2,594,151.13 $2,551,394.68 $4,284,130.49 $2,183,270.21 $868,031.05 $643,243.39 Buildings Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 General Government $8,293,464.87 $85,082.23 $987,714.36 $952,789.80 $210,611.49 $3,832,942.00 $8,899,355.01 $796,849.00 $100,745.00 $351,526.30 $232,594.36 Protection Services $901,503.00 $- $2,096,906.00 $- $- $- $155,142.27 $- $31,788.00 $- $1,677,652.00 Recreation & Cultural Services $16,892,912.01 $42,510.00 $466,552.99 $1,485,027.24 $2,946,926.83 $8,963,331.73 $1,612,653.70 $9,154,973.56 $2,153,413.37 $179,344.35 $7,894,258.74 Transportation Services $8,279.00 $- $- $- $- $- $- $- $- $- $- $26,096,158.88 $127,592.23 $3,551,173.35 $2,437,817.04 $3,157,538.32 $12,796,273.73 $10,667,150.98 $9,951,822.56 $2,285,946.37 $530,870.65 $9,804,505.10 Page 155 of 320 117 MMachinery & Equipment Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 General Government $891,534.00 $108,643.00 $804,376.00 $1,494,459.00 $1,567,023.00 $1,138,456.00 $1,259,282.00 $1,098,394.00 $1,644,396.00 $620,720.00 $1,093,637.00 Protection Services $125,525.00 $- $106,726.00 $254,785.00 $106,726.00 $165,305.00 $152,094.00 $471,268.00 $129,884.00 $197,328.00 $149,293.00 Recreation & Cultural Services $- $506,683.00 $425,759.00 $473,849.00 $- $- $92,782.00 $- $450,272.00 $425,759.00 $473,849.00 $1,017,059.00 $615,326.00 $1,336,861.00 $2,223,093.00 $1,673,749.00 $1,303,761.00 $1,504,158.00 $1,569,662.00 $2,224,552.00 $1,243,807.00 $1,716,779.00 Fleet Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Equipment/Attachments $767,050.00 $298,630.00 $21,257.00 $95,128.00 $46,983.00 $150,100.00 $37,995.00 $388,115.00 $653,150.00 $769,459.00 $- Fire Vehicles $82,678.00 $60,575.00 $912,603.00 $29,246.00 $18,702.00 $117,620.00 $38,302.00 $11,808.00 $852,543.00 $629,547.00 $333,117.00 Heavy Duty $712,634.00 $- $114,874.00 $190,815.00 $- $196,719.00 $- $421,729.00 $229,426.00 $607,843.00 $- Light Duty $637,867.00 $114,475.00 $121,338.00 $331,261.00 $578,443.00 $156,270.00 $70,459.00 $273,547.00 $159,999.00 $167,532.00 $- Medium Duty $- $64,094.00 $- $- $212,011.00 $64,610.00 $143,916.00 $185,169.00 $142,802.00 $177,872.00 $- Small Engine $12,767.00 $- $20,766.00 $- $- $- $- $- $- $- $25,084.00 $2,212,996.00 $537,774.00 $1,190,838.00 $646,450.00 $856,139.00 $685,319.00 $290,672.00 $1,280,368.00 $2,037,920.00 $2,352,253.00 $358,201.00 Page 156 of 320 118 LLand Improvement Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Athletic Fields $1,119,031.00 $25,324.00 $119,237.00 $28,867.00 $207,327.00 $- $2,457,481.00 $24,859.00 $- $3,814.00 $54,636.00 Fencing & Gates $320,569.00 $222,672.00 $715,494.00 $127,343.00 $144,855.00 $69,939.00 $165,276.00 $56,398.00 $76,234.00 $33,771.00 $3,126.00 Park Fixtures & Lighting $2,026,617.00 $211,981.00 $68,243.00 $47,554.00 $497,907.00 $792,625.00 $483,706.00 $127,355.00 $116,896.00 $398,623.00 $134,317.00 Park Structures $31,152.00 $- $- $- $- $- $- $- $243,539.00 $- $25,488.00 Parking Lots $1,524,997.57 $- $- $- $- $- $361,294.00 $251,335.54 $- $692,438.40 $- Playgrounds & Splashpads $933,234.00 $34,957.00 $10,342.00 $80,883.00 $102,765.00 $180,695.00 $10,342.00 $266,871.00 $10,342.00 $218,270.00 $118,173.00 Trails & Walkways $454,899.00 $196,080.00 $76,451.00 $747,886.00 $45,698.00 $79,509.00 $184,648.00 $694,918.00 $159,339.00 $73,250.00 $978,066.00 $6,410,499.57 $691,014.00 $989,767.00 $1,032,533.00 $998,552.00 $1,122,768.00 $3,662,747.00 $1,421,736.54 $606,350.00 $1,420,166.40 $1,313,806.00 Water Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Hydrants $1,273,264.00 $314,858.00 $82,732.00 $212,993.00 $63,440.00 $214,812.00 $117,517.00 $181,798.00 $152,016.00 $82,394.00 $79,000.00 Water Booster & Sampling Stations $- $- $- $- $- $- $- $- $- $559,715.00 $- Water Mains $2,608,083.00 $- $527,483.50 $- $1,735,408.00 $168,144.00 $4,630,394.74 $314,961.25 $8,925.00 $1,256.00 $98,364.50 Water Meters $9,378,231.00 $533,262.00 $528,781.00 $525,343.00 $498,585.00 $488,156.00 $- $- $- $- $- Water Service Connections $897.00 $- $- $- $- $- $- $- $228.00 $- $2,164.00 Water Underground Enclosures $87,372.00 $- $- $5,022.00 $- $- $- $- $48,152.00 $11,384.00 $18,468.00 Water Valves $4,043,953.00 $639,864.00 $211,252.00 $645,895.00 $200,545.00 $687,182.00 $267,120.00 $546,041.00 $413,605.00 $341,569.00 $205,221.00 $17,391,800.00 $1,487,984.00 $1,350,248.50 $1,389,253.00 $2,497,978.00 $1,558,294.00 $5,015,031.74 $1,042,800.25 $622,926.00 $996,318.00 $403,217.50 Page 157 of 320 119 SSanitary Sewer Network Asset Segment Backlog 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Sanitary Equalization Tanks $- $- $- $- $- $- $- $- $- $- $- Sanitary Laterals $42,926.00 $- $7,783.00 $7,602.00 $- $215,281.00 $1,565.00 $413,460.00 $- $- $1,731.00 Sanitary Mains $3,646,440.64 $23,831.92 $- $247,258.06 $- $620,844.42 $327,231.15 $2,102,981.00 $6,426.11 $- $5,191.95 Sanitary Manholes $1,058,385.00 $- $99,506.00 $28,945.00 $28,569.00 $99,193.00 $36,907.00 $534,391.00 $55,116.00 $55,541.00 $74,187.00 Sanitary Pumping Stations $- $- $- $- $- $- $1,412.00 $62,056.00 $56,419.00 $- $- $4,747,751.64 $23,831.92 $107,289.00 $283,805.06 $28,569.00 $935,318.42 $367,115.15 $3,112,888.00 $117,961.11 $55,541.00 $81,109.95 10--Year Road Reconstruction Forecast Asset Segment 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Paved Roads $4,113,000.00 $4,309,700.00 $3,214,900.00 $6,228,700.00 $5,338,800.00 $5,574,800.00 $5,983,500.00 $6,466,100.00 $6,835,100.00 $7,252,700.00 $7,784,000.00 Water Mains $460,000.00 $198,300.00 $9,200.00 $263,400.00 $- $218,600.00 $- $335,300.00 $- $- $- Sanitary Mains $720,000.00 $- $31,800.00 $- $- $185,500.00 $- $- $- $- $- Storm Mains $1,844,600.00 $500,000.00 $33,200.00 $376,500.00 $- $208,500.00 $- $613,100.00 $- $- $- $7,137,600.00 $5,008,000.00 $3,289,100.00 $6,868,600.00 $5,338,800.00 $6,187,400.00 $5,983,500.00 $7,414,500.00 $6,835,100.00 $7,252,700.00 $7,784,000.00 Page 158 of 320 120 Appendix C: Level of Service Maps Road Network Map Page 159 of 320 121 Images of Bridge in Good Condition Bridge 16 – John West Way Inspected: October 10th, 2020 North Approach East Elevation Substandard Buried End Treatment South Abutment Images of Culvert in Fair Condition Culvert 27 - Vandorf Sideroad Inspected: October 9th, 2020 Looking East South Elevation Barrel Looking North Spall and Delamination with Exposed Reinforcing Steel Page 160 of 320 122 Stormwater Network Maps (26 Maps in total) Page 161 of 320 123 Aurora Storm System Map – Part 1 Page 162 of 320 124 Aurora Storm System Map – Part 2 Page 163 of 320 125 Aurora Storm System Map – Part 3 Page 164 of 320 126 Aurora Storm System Map – Part 4 Page 165 of 320 127 Aurora Storm System Map – Part 5 Page 166 of 320 128 Aurora Storm System Map – Part 6 Page 167 of 320 129 Aurora Storm System Map – Part 7 Page 168 of 320 130 Aurora Storm System Map – Part 8 Page 169 of 320 131 Aurora Storm System Map – Part 9 Page 170 of 320 132 Aurora Storm System Map – Part 10 Page 171 of 320 133 Aurora Storm System Map – Part 11 Page 172 of 320 134 Aurora Storm System Map – Part 12 Page 173 of 320 135 Aurora Storm System Map – Part 13 Page 174 of 320 136 Aurora Storm System Map – Part 14 Page 175 of 320 137 Aurora Storm System Map – Part 15 Page 176 of 320 138 Aurora Storm System Map – Part 16 Page 177 of 320 139 Aurora Storm System Map – Part 17 Page 178 of 320 140 Aurora Storm System Map – Part 18 Page 179 of 320 141 Aurora Storm System Map – Part 19 Page 180 of 320 142 Aurora Storm System Map – Part 20 Page 181 of 320 143 Aurora Storm System Map – Part 21 Page 182 of 320 144 Aurora Storm System Map – Part 22 Page 183 of 320 145 Aurora Storm System Map – Part 23 Page 184 of 320 146 Aurora Storm System Map – Part 24 Page 185 of 320 147 Aurora Storm System Map – Part 25 Page 186 of 320 148 Aurora Storm System Map – Part 26 Page 187 of 320 149 Water Network Maps (27 Maps total) Page 188 of 320 150 Water System Infrastructure (Hydrants and Water Mains) – Part 1 Page 189 of 320 151 Water System Infrastructure (Hydrants and Water Mains) – Part 2 Page 190 of 320 152 Water System Infrastructure (Hydrants and Water Mains) – Part 3 Page 191 of 320 153 Water System Infrastructure (Hydrants and Water Mains) – Part 4 Page 192 of 320 154 Water System Infrastructure (Hydrants and Water Mains) – Part 5 Page 193 of 320 155 Water System Infrastructure (Hydrants and Water Mains) – Part 6 Page 194 of 320 156 Water System Infrastructure (Hydrants and Water Mains) – Part 7 Page 195 of 320 157 Water System Infrastructure (Hydrants and Water Mains) – Part 8 Page 196 of 320 158 Water System Infrastructure (Hydrants and Water Mains) – Part 9 Page 197 of 320 159 Water System Infrastructure (Hydrants and Water Mains) – Part 10 Page 198 of 320 160 Water System Infrastructure (Hydrants and Water Mains) – Part 11 Page 199 of 320 161 Water System Infrastructure (Hydrants and Water Mains) – Part 12 Page 200 of 320 162 Water System Infrastructure (Hydrants and Water Mains) – Part 13 Page 201 of 320 163 Water System Infrastructure (Hydrants and Water Mains) – Part 14 Page 202 of 320 164 Water System Infrastructure (Hydrants and Water Mains) – Part 15 Page 203 of 320 165 Water System Infrastructure (Hydrants and Water Mains) – Part 16 Page 204 of 320 166 Water System Infrastructure (Hydrants and Water Mains) – Part 17 Page 205 of 320 167 Water System Infrastructure (Hydrants and Water Mains) – Part 18 Page 206 of 320 168 Water System Infrastructure (Hydrants and Water Mains) – Part 19 Page 207 of 320 169 Water System Infrastructure (Hydrants and Water Mains) – Part 20 Page 208 of 320 170 Water System Infrastructure (Hydrants and Water Mains) – Part 21 Page 209 of 320 171 Water System Infrastructure (Hydrants and Water Mains) – Part 22 Page 210 of 320 172 Water System Infrastructure (Hydrants and Water Mains) – Part 23 Page 211 of 320 173 Water System Infrastructure (Hydrants and Water Mains) – Part 24 Page 212 of 320 174 Water System Infrastructure (Hydrants and Water Mains) – Part 25 Page 213 of 320 175 Water System Infrastructure (Hydrants and Water Mains) – Part 26 Page 214 of 320 176 Water System Infrastructure (Hydrants and Water Mains) – Part 27 Page 215 of 320 177 Sanitary Network Maps (27 Maps total) Page 216 of 320 178 Sanitary System Infrastructure – Part 1 Page 217 of 320 179 Sanitary System Infrastructure – Part 2 Page 218 of 320 180 Sanitary System Infrastructure – Part 3 Page 219 of 320 181 Sanitary System Infrastructure – Part 4 Page 220 of 320 182 Sanitary System Infrastructure – Part 5 Page 221 of 320 183 Sanitary System Infrastructure – Part 6 Page 222 of 320 184 Sanitary System Infrastructure – Part 7 Page 223 of 320 185 Sanitary System Infrastructure – Part 8 Page 224 of 320 186 Sanitary System Infrastructure – Part 9 Page 225 of 320 187 Sanitary System Infrastructure – Part 10 Page 226 of 320 188 Sanitary System Infrastructure – Part 11 Page 227 of 320 189 Sanitary System Infrastructure – Part 12 Page 228 of 320 190 Sanitary System Infrastructure – Part 13 Page 229 of 320 191 Sanitary System Infrastructure – Part 14 Page 230 of 320 192 Sanitary System Infrastructure – Part 15 Page 231 of 320 193 Sanitary System Infrastructure – Part 16 Page 232 of 320 194 Sanitary System Infrastructure – Part 17 Page 233 of 320 195 Sanitary System Infrastructure – Part 18 Page 234 of 320 196 Sanitary System Infrastructure – Part 19 Page 235 of 320 197 Sanitary System Infrastructure – Part 20 Page 236 of 320 198 Sanitary System Infrastructure – Part 21 Page 237 of 320 199 Sanitary System Infrastructure – Part 22 Page 238 of 320 200 Sanitary System Infrastructure – Part 23 Page 239 of 320 201 Sanitary System Infrastructure – Part 24 Page 240 of 320 202 Sanitary System Infrastructure – Part 25 Page 241 of 320 203 Sanitary System Infrastructure – Part 26 Page 242 of 320 204 Appendix D: Risk Rating Criteria Probability of Failure Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score Road Network Condition 75% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Traffic Count 25% 0-999 1 1000-2999 2 3000-5999 3 6000-7999 4 8000+ 5 Bridges & Culverts Condition 60% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Service Life Remaining 20% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 20% Concrete-Precast 3 Corrugated Steel Pipe 4 Large Concrete Culvert 5 Page 243 of 320 205 Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score Sanitary Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 30% HDPE 2 PVC 2 Ductile Iron 3 Cast Iron 3 Asbestos Cement 4 Concrete Pipe 4 Vitrified Clay 5 Clay Pipe 5 Water Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 0-19 5 Material 30% HDPE 2 PVC 2 Copper 3 Cast Iron 3 Ductile Iron 3 Concrete Pipe 4 Reinforced Concrete 4 Asbestos Cement 5 Storm Mains Condition 70% 80-100 1 60-79 2 40-59 3 20-39 4 Page 244 of 320 206 Asset Category Risk Criteria Criteria Weighting Value/Range Probability of Failure Score 0-19 5 HDPE 2 PVC 2 Cast Iron 3 CB Lead 3 Corrugated Steel Pipe 3 Material 30% Concrete Pipe 4 Concrete Cast-In Place 4 CP 4 Vitrified Clay 5 Asbestos Cement 5 Clay Pipe 5 Default (All other assets) 80-100 1 60-79 2 Condition 100% 40-59 3 20-39 4 0-19 5 Page 245 of 320 207 Consequence of Failure Asset Category Risk Classification Risk Criteria Value/Range Consequence of Failure Score Road Network Economic (90%) Replacement Cost (100%) $0-$50,000 1 $50,000-$100,000 2 $100,000-$250,000 3 $250,000-$500,000 4 $500,000+ 5 Operational (10%) Lane Count (100%) 1 1 2 2 3 3 4 4 Bridges & Culverts Economic (80%) Replacement Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Social (20%) Detour Distance [km] (100%) 0-2 1 3-5 2 6-8 3 9-10 4 10+ 5 Sanitary Mains Economic (70%) Replacement Cost (100%) $0-$50,000 1 $50,000-$150,000 2 $150,000-$250,000 3 $250,000-$500,000 4 $500,000+ 5 Operational (30%) Diameter [mm] (100%) 0-50 1 50-150 2 150-250 3 250-450 4 450+ 5 Page 246 of 320 208 Asset Category Risk Classification Risk Criteria Value/Range Consequence of Failure Score Water Mains Economic (70%) Replacement Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Operational (30%) Diameter [mm] (100%) 0-50 1 50-150 2 150-250 3 250-400 4 400+ 5 Storm Mains Economic (70%) Replacement Cost (100%) $0-$10,000 1 $10,000-$25,000 2 $25,000-$50,000 3 $50,000-$100,000 4 $100,000+ 5 Operational (30%) Diameter [mm] (100%) 0-150 1 150-300 2 300-500 3 500-750 4 750+ 5 Default (All other assets) Economic (100%) Historical Cost (100%) $0-$100,000 1 $100,000-$250,000 2 $250,000-$500,000 3 $500,000-$1,000,000 4 $1,000,000+ 5 Page 247 of 320 209 Appendix E: MMS– Classification & Patrolling Frequency of Roads Arterials Roads are a Class 1 or Class 2; Collector Roads are a Class 3 or Class 4; and Local Roads are a Class 5 or Class 6. The higher the Class of road, the less patrolling is performed on it. CLASSIFICATION OF HIGHWAYS Average Daily Traffic (number of motor vehicles) 91 - 100 km/h speed limit 81 - 90 km/h speed limit 71 - 80 km/h speed limit 61 - 70 km/h speed limit 51 - 60 km/h speed limit 41 - 50 km/h speed limit 1 - 40 km/h speed limit 53,000 or more 1 1 1 1 1 1 1 23,000 - 52,999 1 1 1 2 2 2 2 15,000 - 22,999 1 1 2 2 2 3 3 12,000 - 14,999 1 1 2 2 2 3 3 10,000 - 11,999 1 1 2 2 3 3 3 8,000 - 9,999 1 1 2 3 3 3 3 6,000 - 7,999 1 2 2 3 3 4 4 5,000 - 5,999 1 2 2 3 3 4 4 4,000 - 4,999 1 2 3 3 3 4 4 3,000 - 3,999 1 2 3 3 3 4 4 2,000 - 2,999 1 2 3 3 4 5 5 1,000 - 1,999 1 3 3 3 4 5 5 500 - 999 1 3 4 4 4 5 5 200 - 499 1 3 4 4 5 5 6 50 - 199 1 3 4 5 5 6 6 0 - 49 1 3 6 6 6 6 6 PATROLLING FREQUENCY Class of Highway Patrolling Frequency 1 3 times every 7 days 2 2 times every 7 days 3 once every 7 days 4 once every 14 days 5/6 once every 30 days Page 248 of 320 210 Appendix F: Condition Assessment Guidelines The foundation of good asset management practice is accurate and reliable data on the current condition of infrastructure. Assessing the condition of an asset at a single point in time allows staff to have a better understanding of the probability of asset failure due to deteriorating condition. Condition data is vital to the development of data-driven asset management strategies. Without accurate and reliable asset data, there may be little confidence in asset management decision- making which can lead to premature asset failure, service disruption and suboptimal investment strategies. To prevent these outcomes, the Town’s condition assessment strategy should outline several key considerations, including: x The role of asset condition data in decision-making x Guidelines for the collection of asset condition data x A schedule for how regularly asset condition data should be collected Role of Asset Condition Data The goal of collecting asset condition data is to ensure that data is available to inform maintenance and renewal programs required to meet the desired level of service. Accurate and reliable condition data allows municipal staff to determine the remaining service life of assets, and identify the most cost-effective approach to deterioration, whether it involves extending the life of the asset through remedial efforts or determining that replacement is required to avoid asset failure. In addition to the optimization of lifecycle management strategies, asset condition data also impacts the Town’s risk management and financial strategies. Assessed condition is a key variable in the determination of an asset’s probability of failure. With a strong understanding of the probability of failure across the entire asset portfolio, the Town can develop strategies to mitigate both the probability and consequences of asset failure and service disruption. Furthermore, with condition-based determinations of future capital expenditures, the Town can develop long-term financial strategies with higher accuracy and reliability. Guidelines for Condition Assessment Whether completed by external consultants or internal staff, condition assessments should be completed in a structured and repeatable fashion, according to consistent and objective assessment criteria. Without proper guidelines for the completion of condition assessments there can be little confidence in the validity of condition data and asset management strategies based on this data. Condition assessments must include a quantitative or qualitative assessment of the current condition of the asset, collected according to specified condition rating criteria, in a format that Page 249 of 320 211 can be used for asset management decision-making. As a result, it is important that staff adequately define the condition rating criteria that should be used and the assets that require a discrete condition rating. When engaging with external consultants to complete condition assessments, it is critical that these details are communicated as part of the contractual terms of the project. There are many options available to the Town to complete condition assessments. In some cases, external consultants may need to be engaged to complete detailed technical assessments of infrastructure. In other cases, internal staff may have sufficient expertise or training to complete condition assessments. Developing a Condition Assessment Schedule Condition assessments and general data collection can be both time-consuming and resource- intensive. It is not necessarily an effective strategy to collect assessed condition data across the entire asset inventory. Instead, the Town should prioritize the collection of assessed condition data based on the anticipated value of this data in decision-making. The International Infrastructure Management Manual (IIMM) identifies four key criteria to consider when making this determination: 1. Relevance: every data item must have a direct influence on the output that is required 2. Appropriateness: the volume of data and the frequency of updating should align with the stage in the assets life and the service being provided 3. Reliability: the data should be sufficiently accurate, have sufficient spatial coverage and be appropriately complete and current 4. Affordability: the data should be affordable to collect and maintain Page 250 of 320 Second GenerationAsset Management PlanGeneral CommitteeSeptember 21, 20211Page 251 of 320 Key actions to meet Ontario Regulation 588/7• Approve current level of service standard metrics for core assets• Evaluate costs to maintain current levels based on asset agePhase 1July 1, 2022• Approve level of service metrics for remaining asset classes• Evaluate costs to maintain for remaining assets based on agePhase 2July 1, 2024• Approve service levels for asset metrics for all assets• Develop lifecycle management and a financial strategyPhase 3July 1, 20252Page 252 of 320 The financial impacts will be refined over the next few years•Financial impacts are based on:•Accounting definition of asset useful life•Current asset age•Completing phase 2 and 3 will provide more accurate reserve needs•Fiscal Strategy analysis is also underway3Page 253 of 320 Tonight’s Presenters•Providing the following presention this evening: •Mai Abdou, B. Eng., EIT, Asset Management Consultant•Matthew Van Dommelen, General Manager, Business Development4Page 254 of 320 Town of Aurora 2020Asset Management PlanMai Abdou, Asset Management Consultant, PSD 1Page 255 of 320 Ontario Regulation 588/17202120212019202220242025Asset Management PolicyOne year extension for AMP phases 1-3 established on March 15, 2021AMP Phase 1: Core Assets•Current Levels of Service•Inventory Analysis•Lifecycle activities•Cost of Lifecycle Activities•Growth Projections•Growth ImpactsAsset Management Policy UpdateAMP Phase 3: All Assets•10-Year Proposed Levels of Service•Updated Inventory Analysis•Lifecycle Management Strategy•Financial Strategy Analysis•Growth Projections and Impacts on Lifecycle and Financial StrategiesAMP Phase 2: Non-Core Assets2Page 256 of 320 Asset Management = Service Management•Roads and Bridges allow for people and goods to move; Transportation Service.•Watermains and treatment plants provide safe, quality drinking water; Environmental Service.•Parks and Arenas enhance the quality of life; Recreational Service.•Vehicles and equipment support service delivery; Emergency Service.3Page 257 of 320 What does Asset Management involve?ISO 55000: “Coordinated activity of an organization to realize value from assets”CostPerformanceRisk4Page 258 of 320 Total Replacement Cost of Asset Portfolio$229MReplacement cost of asset portfolio$1.5 billionReplacement cost of infrastructure per household$77,1145Page 259 of 320 State of the Infrastructure - ConditionAsset CategoryAsset Segment % of Assets with Assessed Condition Source of Condition DataRoad NetworkPaved Roads100%2020 Road AppraisalsBridges & CulvertsBridges & Structural Culverts100%2020 OSIM ReportStorm NetworkAll0%N/ABuildingsAll18%Building Needs Assessment Report / Staff AssessmentsMachinery & EquipmentAll40%Staff AssessmentsFleetAll41%Staff AssessmentsLand ImprovementsAll43%Staff AssessmentsWater NetworkAll8%Staff AssessmentsSanitary NetworkAll19%Staff Assessments6Page 260 of 320 Forecasted Capital RequirementsCapital Requirements are Based on Asset Condition and Service Life RemainingCapital Requirements are Based on Asset Condition and Service Life Remaining7Page 261 of 320 Asset TypeAnnual Capital RequirementFunding Available Annual Capital DeficitTax-Funded Assets$36,653,644 $7,374,111 $29,279,533Rate-Funded Assets$11,604,136 $4,845,900 $6,758,236Total:$48,257,780 $12,220,011$36,037,769Annual Capital Requirement & Infrastructure DeficitThe financial strategy and its recommendations are based on the capital replacement/rehabilitation needs required to maintain the currentlevels of service. As staff establish their target/desired levels of service, the required capital investment and financial strategy will be revised. Therefore, the following financial analysis may be subject to change. 8Page 262 of 320 Target vs. Actual Reinvestment RateTarget Reinvestment Rate3.2%Actual Reinvestment Rate0.8%9Page 263 of 320 Financial Strategy•Both sustainable and one-time grants/transfers will continue to be an essential source of revenue for investment in capital infrastructure•Adjustments to taxes/rates should be supplemented with project prioritization and evaluation of desired level of serviceAsset TypeYears Until Full FundingTotal Tax/Rate ChangeAverage Annual Tax/Rate ChangeTax-Funded Assets20 Years 58.5% 2.9%Rate-Funded:Water Assets10 Years 22.2% 2.2%Rate-Funded: Wastewater Assets10 Years 4.4% 0.4%Rate-Funded: Storm Assets15 Years 164.9% 11%10Page 264 of 320 Key AM Program Recommendations●Continuous refinement of asset inventory data○No established cycle for updating replacement costs; ○No formal documentation protocols in place to ensure information is readily accessible. Develop a data governance framework.○No formal procedures to measure and evaluate risks; utilize and expand on CityWide risk models ●Implement portfolio-wide condition assessment strategy○Both internal staff and external consultants have a role○Regular assessments according to defined rating criteria●Evaluation of levels of service○Continue to collect current level of service data across all asset categories○Discuss proposed levels of service for 2025 requirements11Page 265 of 320 Next Steps1.Review and refine asset inventory in consultation with internal departments/stakeholders○Increase accuracy and confidence in data○Continue to operationalize AMP findings in Citywide Software2.Prepare for O.Reg. 588/17 2024 & 2025 Requirements○Identify proposed levels of service○Develop a medium- to long-term external communication strategy to engage the public on asset management and obtain feedback to inform development of proposed levels of service3.Continuous improvement and regular review○An asset management plan is a living document that should be updated regularly to inform long term planning. Accordingly, the yearly operating budgets should include funding for the assessment of the Town’s assets that will be used to update future iterations of the plan12Page 266 of 320 Mai Abdoumabdou@psdcitywide.com13Page 267 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -100 Subject: Revision to Draft Plan of Subdivision Approval to include a three-year lapsing provision Edenbrook (Aurora) Inc. 929 St. John’s Sideroad Part of Lot 25, Concession 2, Town of Aurora File Number: D12-06-12 Prepared by: Stephen Corr, Senior Development Planner Department: Planning and Development Services Date: September 21, 2021 Recommendation 1. That Report No. PDS21-100 be received; 2. That the Draft Approved Plan of Subdivision Conditions for Edenbrook (Aurora) Inc. at 929 St. John’s Sideroad, File D12-06-12, be revised to include a new condition that Draft Subdivision approval will expire three (3) years following the date of this revision; and, 3. That this revision to the Draft Approved Plan of Subdivision conditions is considered minor and does not require notice in accordance with Section 51(47) of the Planning Act, R.S.O. 1990, c. P.13. Executive Summary This report seeks Council’s approval to revise the Draft Plan of Subdivision Conditions for Edenbrook (Aurora) Inc. at 929 St. John’s Sideroad to include a new condition that Draft Subdivision approval will expire three (3) years following this revision in the event a subdivision agreement is not executed by the applicant. Page 268 of 320 September 21, 2021 2 of 10 Report No. PDS21-100 Application History On July 29, 2014 Council resolved to approve Draft Plan of Subdivision D12-06-12 for Edenbrook (Aurora) Inc. for the subject lands located at 929 St. John’s Side Road. The draft approved plan is shown in Figure 1. Draft Plan of Subdivision approval is subject to the Conditions of Draft Plan Approval attached to Council Report No. PL-14-055, which are also attached to Schedule A of this report. At the July 2014 Council meeting Council also resolved to assign 42 units of water and sewage capacity allocation for this plan of subdivision. When Draft Plan of Subdivision Approval, subject to conditions, was issued in 2014 a lapsing provision setting out a timeframe for the conditions to be satisfied before final approval is issued and the subdivision is registered was not included. Since the 2014 issuance of draft approval, the applicant has not proceeded to finalize any required technical reviews to clear draft plan conditions or execute a subdivision agreement with the Town. Consequently, the file has been dormant, and the assignment of water and sewage service capacity allocation is still reserved with no clear indication on when the subdivision will move forward to registration. Location/Land Use The subject lands, municipally known as 929 St. John’s Side Road, is located at the southeast corner of St. John’s Side Road and Mavrinac Boulevard (see Figure 2). The subject lands have an approximate area of 3.76 ha (9.83 ac) with approximately 185 m (607 ft) of frontage along St. John’s Side Road. The subject lands are developed with an existing detached dwelling. Existing vegetation is located throughout the site, particularly in the northcentral portion where a watercourse is also located. Surrounding Land Uses The surrounding land uses are as follows: North: Lands to the north, across St. John’s Side Road, are developed single detached dwellings, stormwater management ponds. Northwest: Lands to the northwest, across St. John’s Side Road and at the northeast intersection with Bayview Avenue are developed with commercial land uses. Page 269 of 320 September 21, 2021 3 of 10 Report No. PDS21-100 South: Lands to the south are developed with existing detached dwellings on Van Allen Way and Fields Court. East: Lands to the east are vacant and are subject to Draft Plan of Subdivision and Zoning By-law Amendment applications submitted in 2012 (Files SUB- 2012-04 and ZBA-2012-12). Note these files have not been approved and are still under review, pending resubmissions from the applicant (also Edenbrook (Aurora) Inc.). West: Lands to the west, across Mavrinac Boulevard, are developed with detached dwellings. Policy Context Provincial Policies All Planning Act development applications are subject to provincial policies. The Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest. These policies support the development of strong communities through the promotion of efficient land use and development patterns. The Growth Plan for the Greater Golden Horseshoe is a guiding document for growth management within the Greater Golden Horseshoe (GGH) Area to 2041. The Growth Plan provides a framework which guide decisions on how land will be planned, designated, zoned and designed. The Lake Simcoe Protection Plan (LSPP) is a provincial document that provides policies which addresses aquatic life, water quality, water quantity, shorelines and natural heritage, other threats and activities (including invasive species, climate change and recreational activities) and implementation. York Region Official Plan (YROP) The YROP designates the subject lands as “Urban Area”. The vision for the Urban Area is to strategically focus growth while conserving resources; and to create sustainable, lively communities. A goal of the YROP is to enhance the Region’s urban structure through city building, intensification, and compact, complete vibrant communities. Map 4 in the YROP ‘Key Hydrologic Features’ identifies the watercourse on the northcentral portion of the subject lands. Map 5 ‘Woodlands’ in the YROP identifies woodlands on the east portion of the subject lands. Page 270 of 320 September 21, 2021 4 of 10 Report No. PDS21-100 Town of Aurora Official Plan The subject lands are designated ‘Low – Medium Density Residential’ and ‘Linear and Other Open Space’ in the Bayview Northeast Area 2B Secondary Plan (OPA 30). The northeast portion of the subject lands is designated ‘Urban Residential 1’ and ‘Environmental Protection Area’ in the Aurora Northeast Area 2C Secondary Plan (OPA 73). Figure 3 shows the Official Plan designations applicable to the subject lands. The intent of the Bayview Northeast Area 2B Secondary Plan is to provide ‘primarily a low intensity residential community’. Accordingly, the ‘Low – Medium Density Residential’ designation provides for primarily at-grade housing forms including single detached dwellings, duplexes, semi-detached dwellings, triplexes, quadraplexes, street rowhouses and/or block rowhouses. The maximum density for any individual lot or block within this designation is 44 units per hectare (18 units per acre), and building heights are not to exceed three-storeys. The ‘Linear and Other Open Space’ designation generally consists of the East Holland River valley, which is also identified on Schedule ‘D’ of the Official Plan. On the subject lands, this designation applies to the northcentral portion where the watercourse is located. It provides for a natural limit for urban development along the west side of the Holland River Valley. Uses within this designation are generally restricted to passive recreation, including trails and other activities that contribute to conservation and enhancement of the natural landscape and features. The intent of the ‘Urban Residential 1’ designation in the Aurora Northeast Area 2C Secondary Plan is to promote well-designed, low density housing in appropriate locations throughout the community. This designation provides for single detached and semi-detached dwellings. The anticipated density range is 17 to 40 units per net residential hectare (7 to 16 units per acre), with maximum building heights being the lesser of 3.5 storeys or 11.0 metres. Similar to the Linear and Other Open Space Designation described above, the ‘Environmental Protection Area’ also designation reflects the watercourse on the subject lands within OPA 73. Accordingly, the ‘Environmental Protection Area’ are designed to identify, protect and enhance the natural heritage features and functions that will form a strong and permanent component of the broader Area 2C Greenlands System. Page 271 of 320 September 21, 2021 5 of 10 Report No. PDS21-100 Zoning By-law 6000-17, as amended, Council approved Zoning By-law Amendment 5659-14 on September 9, 2014 to permit the residential development on the Draft Approved Plan of Subdivision, which zones the subject lands ‘Detached Second Density – Exception 438 [R2(438)]’, Detached Fourth Density – Exception 439 [R4(439)]’, ‘Rural – Exception 440 [RU(440)]’ and ‘Environmental Protection (EP)’, ‘Environmental Protection - Exception 441 [EP(441)]’. See Figure 4 which shows the zone categories applicable to the subject lands. The ‘Detached Second Density – Exception 438 [R2(438)]’ applies to a portion of the subject lands including the existing dwelling, municipally known as 929 St. John’s side road. This zone permits one detached dwelling on a lot and a home occupation (excluding teaching and musical instruction). This zone also includes site specific development standards for building and garage setbacks. The ‘Detached Fourth Density – Exception 439 [R4(439)] zone applies to the portion of the subject lands where new residential is intended to be built on the draft approved plan of subdivision. This zone permits one detached on a lot and a home occupation (excluding teaching and musical instruction). This zone also includes site specific development standards related to building and garage setbacks, building height, garage dimensions, minimum floor area and yard encroachments. The Environmental Protection (EP) zone applies to the northcentral portion of the subject lands where the watercourse is located. It permits athletic fields, conservation uses, golf courses, public and private parks, stormwater management facilities. This zone prohibits the erection of buildings or structures unless intended for flood or erosion control or structures accessory to any of the permitted uses, subject public authority approval. The Rural – Exception 440 [RU(440)] zone applies to the northeast portion of the subject lands outside of the EP area and identified Regional Flood line. This is identified on the Draft Approved Plan of Subdivision as Block 44, which is noted as ‘future development’. This zone permits agricultural uses, a detached dwelling, second suite dwelling, greenhouses, home occupations and a place of worship. The Environmental Protection - Exception 441 [EP(441)] zone applies to portion of the subject lands where the existing driveway access to 929 St. John’s Side Road is located within EP lands. Exception 441 permits this existing driveway. Additionally, the south portions of the subject lands are zoned Detached Fourth Density – Exception 282 [R4(282)] – Holding (H) Provision which permits detached dwellings Page 272 of 320 September 21, 2021 6 of 10 Report No. PDS21-100 and site specific building setbacks, lot coverage and garage width requirements. This zoning is applicable to part lots on the subject lands that are intended to merge with other part lots to the south, on registered plan of subdivision 65M-4075. This zoning is consistent with the zoning south of the subject lands. The Holding provision is in place to ensure these lots are assembled to create whole lots prior to development. Proposed Application As noted, this report relates to a Draft Plan of Subdivision from 2014, including approval of an implementing zoning by-law amendment. There are no applications or proposed development under review for the subject lands at this time. Notwithstanding, the particulars of the Draft Approved Plan of Subdivision are provided below. The Draft Approved Plan of Subdivision is shown in Figure 1. Edenbrook (Aurora) Inc. Draft Plan of Subdivision, File D12-06-12 Proposed Land Use Lot and Block # # of Units Area (ha) Detached Dwellings 1 to 33 26 units with 11.7 m (38.4 ft) frontage 7 units with 13.7 m (45 ft) frontage 1.48 ha Future Residential 34 to 43 0.25 ha Future Development 44 - 0.22 ha Open Space 45 - 1.16 ha 8.0 m Road Widening along St. John’s SR to Region of York 46 to 47 - 0.15 ha 6.0 m wide walkway 48 - 0.04 ha 0.3 m wide reserve 49 to 50 - 0.01 ha Public Roads (18.0 m wide) Street A and B - 0.045 ha Totals 33 3.76 ha Page 273 of 320 September 21, 2021 7 of 10 Report No. PDS21-100 Six of the ‘Future Residential’ Blocks (Blocks 38 to 43, inclusive), located along the south portion of the subject lands, are part blocks that need to merge with other existing part blocks on Registered Plan of Subdivision 65M-4075. Assembly of these part blocks will create whole lots to facilitate future residential development. The proposed ‘Street A’ will be an extension of Van Allen Way into the subject lands. The proposed ‘Street B’ will facilitate access to the abutting lands to the west, which as noted, are currently under review for Draft Plan of Subdivision approval (Files SUB-2012- 04 and ZBA-2012-12), Analysis Planning Considerations In giving approval to a draft plan of subdivision, the Planning Act [S.51(32)] allows the approval authority to provide that the approval lapses at the expiration of a time period specified by the approval authority, provided it is not less than three (3) years, and the approval will lapse at the expiration of the time period if all conditions have not been satisfied. The Planning Act [S.51(33)] also allows the approval authority to extend approval for a time period specified by the approval authority and may further extend it but no extension is permissible if the approval lapses before the extension is given. The Town’s current practice in issuing draft plan of subdivision approval is to include a three (3) lapsing provision for the clearing of conditions of draft plan approval. This is implemented as a Draft Plan of Subdivision condition. Once all conditions have been satisfied, final approval is issued and the plan of subdivision may be registered. If conditions of draft plan approval are not satisfied within the three (3) year timeframe the approval lapses, including the reservation of any servicing capacity allocation, unless an extension is approved by the Town before the approval lapses. Staff are recommending that the Draft Plan of Subdivision conditions, issued in 2014 for Edenbrook (Aurora) Inc., be revised to include a three (3) year lapsing provision following the date of Council’s approval of this decision. Staff are also recommending that this revision to the Draft Approved Subdivision Conditions be considered minor, and that notice is not required in accordance with Section 51(47) of the Planning Act, R.S.O. 1990, c. P.13. Staff consider this to be an appropriate measure to ensure that development occurs in a timely manner and that the previously assigned water and sewage capacity allocation is not reserved for this application permanently if the development does not proceed. Page 274 of 320 September 21, 2021 8 of 10 Report No. PDS21-100 Three years provides sufficient time for the applicant to proceed in finalizing any technical review matters to clear subdivision conditions, execute a subdivision agreement with the Town and register the subdivision. Also, if the applicant is experiencing difficulties with clearing conditions within the three year timeframe the applicant is able to request an extension before draft plan approval lapses. Given that the proposed development has already been draft approved there is no further Planning analysis required at this time. Staff however do note that the proposal does align with Provincial Policy, conforms to the Region of York and Town of Aurora Official Plans, and is permitted by the Zoning By-law. If the applicant proceeds in submitting an alternative development proposal for the subject lands, these revised applications will be circulated and evaluated in the context of Provincial Planning Policy and Regional and Municipal Official Plan framework in place. This may require further public consultation as well as input and approvals from Council. Department/Agency Comments The recommended revision to Draft Approved Subdivision conditions does not require input from internal Town Departments and agencies. Public Comments Public Consultation is not required with respect to the proposed revision to the Draft Approved Plan of Subdivision Conditions. Advisory Committee Review Not Applicable. Legal Considerations Section 51(44) of the Planning Act, R.S.O. 1990, c. P.13, allows a municipality to revise draft plan of subdivision conditions at any time prior to the registration of a plan of subdivision. Revisions to draft approved conditions can be appealed by an applicant. As such the revision to the Draft Approved Subdivision Conditions may be subject to future Ontario Land Tribunal appeals. Section 51 (47) of the Planning Act, R.S.O. 1990, c. P.13 states that the municipality is not required to give written notice or the revised conditions if, in the opinion of the municipality, the change to conditions is minor. Page 275 of 320 September 21, 2021 9 of 10 Report No. PDS21-100 Financial Implications There are no financial implications. Communications Considerations No Communication Required. Link to Strategic Plan The draft approved plan of subdivision supports the Strategic Plan Goal of Supporting environmental stewardship and sustainability and the objectives of encouraging the stewardship of Aurora’s natural resources and promoting and advancing green initiatives. The goal and these objectives are supported through the plan of subdivision process by conducting detailed analysis and evaluation of natural features, as well as identifying means of securing, protecting and enhancing those features both during the development process and after the site is built. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusions Planning and Building Services recommend that the Draft Approved Plan of Subdivision Conditions for Edenbrook (Aurora) Inc. at 929 St. John’s Side Road be revised to include a condition where draft approval will expire three (3 years) of Council’s decision to approve this revision. This will ensure that the previously endorsed development on the subject lands proceeds on a timely basis, or alternatively will ensure that previously allocated water and sewer capacity are not permanently reserved for this development if it does not advance to subdivision registration. Attachments Figure 1 – Draft Approved Plan of Subdivision Figure 2 – Location Map Figure 3 – Existing Official Plan Designation Figure 4 – Existing Zoning By-Law Schedule A – Draft Approved Subdivision Conditions Page 276 of 320 September 21, 2021 10 of 10 Report No. PDS21-100 Previous Reports Council Report No. PL-14-055, July 29, 2014 Pre-submission Review Agenda Management Team review on September 2, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 277 of 320 Map created by the Town of Aurora Planning & Development Services Department, September 1, 2021. Drawing provided by Evans Planning.DRAFT APPROVED SUBDIVISIONAPPLICANT: Edenbrook (Aurora) IncFILES: D12-06-12FIGURE 1Page 278 of 320 MajorCrescentMowder DriveDowneyCircleMinlow WayStocks LaneA lexB r o d i e Dri ve R o y Ha rpe r AvenueClifford Dalton DriveReynoldsCrescentLewi s HoneyDrivePayneCrescentWallwark StreetCrockart LaneKiddCi r c l eNovan CrescentDeGraafCrescentSt John's SideroadSt John's SideroadBayview AvenueLOCATION MAPMap created by the Town of Aurora Planning & Development Services Department, September 1, 2021. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2020, © First Base Solutions Inc., 2020 Orthophotography.¯075150MetresAPPLICANT: Edenbrook (Aurora) IncFILE: D12-06-12FIGURE 2St John's SdrdWellington St EVandorf SdrdHenderson Drive^Wellington St WUV404UV404Leslie StYonge StBathurst StBayview AveBloomington RdSubject LandsPage 279 of 320 ST JOHN'S SIDEROAD EASTMavrinac B er AveOPA 30OPA 73B aber Crescent Burton Howard DriveEdwin Pearson StreetPayne CrescentFieldsCourtBallymore DriveLewis Honey DriveYvonne Place WinnPlaceSchurmanStreetThomas Phillips DriveRoy Harper AvenueBaber CrescentMavrinac BoulevardAlex B r o di e Dri ve KiddCircleHor sle y Court Conover AvenueHadleyCourtSt John's SideroadCosford StreetVan Alle n W a y DeGraafCrescentMajor CrescentMajor CrescentJosephHartmanCrescentNovan CrescentNovan CrescentHarryPenroseAvenueMowder DriveMinlow WayStocks LaneClifford Dalton DriveDowney CircleWallwark StreetCrockart LaneBayview AvenueKidd CircleReynolds CrescentDeGraaf CrescentCURRENT OFFICIAL PLAN DESIGNATIONSMap created by the Town of Aurora Planning & Development Services Department, September 1, 2021. Base data provided by York Region & the Town of Aurora.¯075150MetresAPPLICANT: Edenbrook (Aurora) IncFILE: D12-06-12FIGURE 3Subject LandsOPA 30Medium-High Density ResidentialPublic Elementary SchoolLow-Medium Density ResidentialConvenience CommercialNeighbourhood ParkLinear and Other Open SpaceOPA 73Environmental Protection AreaNeighbourhood ParkParkRoad AllowanceStormwater Management FacilityUrban Residential 1Urban Residential 2Page 280 of 320 EP(441)R4(283)Alex Br o di e Driv e Payne CrescentBurtonHowardDriveFieldsCourtLewis Honey DriveEdwin Pearson StreetKidd CircleHor sley Court Van Allen W a yMinlow WayStocks LaneMavrinac Boulevard Lewis Honey DriveDeGraaf CrescentWallwark StreetKidd CircleST JOHN'S SIDEROADR4(283)R3(408)R3(281)R8(411)R4(282)R8(412)RU(440)R4(263)EPR8(382)(H)R4(282)EPR4(439)RUR8(266)R4(283)R8(413)R8(383)I(326)O1R6(284)(H)R4(282)EPR6(384)R3(407)R5(264)RUR3(281)C4(463)R2(438)EP(277)EXISTING ZONING DESIGNATIONSMap created by the Town of Aurora Planning & Development Services Department, September 1, 2021. Base data provided by York Region and Aurora - GIS.¯075150MetresAPPLICANT: Edenbrook (Aurora) IncFILE: D12-06-12FIGURE 4SUBJECT LANDSCommunityCommercialCOMMERCIAL ZONESC4Detached FourthDensity ResidentialR4Zoning LegendRESIDENTIAL ZONESDetached FifthDensity ResidentialR5OPEN SPACES ZONESEnvironmentalProtectionEPDetached SecondDensity ResidentialR2RuralRURURAL ZONESDetached ThirdDensity ResidentialR3Public Open SpaceO1INSTITUTIONAL ZONESInstitutionalISemi-Detached and DuplexDwelling ResidentialR6Townhouse DwellingResidentialR8Page 281 of 320 Schedule “A” THE CORPORATION OF THE TOWN OF AURORA SCHEDULE OF CONDITIONS OF APPROVAL D12-06-12 2316411 ONTARIO INC. PART LOT 25, CONCESSION 2 (929 ST. JOHN’S SIDEROAD) ___________________________________________________________________ 1. Approval shall relate to Draft Plan of Subdivision D12-06-12 prepared by Evans Planning dated June 3, 2014 attached hereto (the “Draft Plan”). 2. The Draft Plan and associated conditions of draft approval may require revisions, to the satisfaction of the Town, to implement or integrate any recommendations resulting from studies required as a condition of draft approval. Further, minor redline revisions to the Draft Plan of Subdivision to ensure property alignment with existing or proposed lots, blocks, streets, and/or facilities on lands adjacent to this Draft Plan of Subdivision may also be required. Planning & Development Services Requirements 3. The lands within this Draft Plan of Subdivision shall be appropriately zoned by a Zoning By-law that has come into effect in accordance with the provisions of the Planning Act, R.S.O. 1990, c.P.13, as amended (the “Planning Act”). The Holding provisions of Section 36 of the Planning Act may be used in conjunction with any zone category to be applied to the subject lands in order to ensure that development does not occur until such time as the Holding “H” symbol is removed in accordance with the provisions of the Planning Act. The Zoning By-law Amendment shall specify the terms under which Council will consider the removal of the Holding “H” symbol. The terms may include: (i) confirmation that there is adequate water, sanitary, storm and/or transportation services and facilities available to accommodate the Draft Plan or any phase thereof; and (ii) the removal of the “H” represents a logical and orderly progression of development. 4. The Owner shall enter into and execute agreement(s) with The Corporation of the Town of Aurora, including but not limited to a Subdivision Agreement, agreeing to satisfy all conditions, legal, financial and otherwise of the Town. The Subdivision Agreement and related documents shall be registered on title against the lands to which it applies, as provided for in the Planning Act, at the sole expense of the Owner. 5. The Owner shall agree in the Subdivision Agreement to implement any and all recommendations of the Environmental Impact Study (EIS) as prepared by Beacon Environmental dated September 2012 and the Addendum dated July 10, 2013. Page 282 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 2 6. The Owner shall agree in the Subdivision Agreement to implement the recommendations and measures contained within The Bayview Northeast Neighbourhoods Architectural Design Guidelines prepared by Planning Partnership dated October 2, 2002 for the design and construction of all residential dwelling units, walkways, landscaping and all other elements within the Plan. Strict compliance with these approved urban design guidelines shall be undertaken unless otherwise approved by the Town’s Director of Planning & Development Services. Legal & Legislative Services Requirements 7. The Owner shall agree in the Subdivision Agreement to provide a Solicitor’s Title Opinion for the lands. 8. The Owner shall agree in the Subdivision Agreement to grant, convey and dedicate the following property interests in the lands at no cost and free of all encumbrances to the Town to the satisfaction of the Town Solicitor: • all streets and road widenings shall be dedicated on the M-Plan as public highways; • all 0.3 m reserves shall be conveyed as may be required; • all lands required for municipal purposes shall be conveyed as may be required; and, • all easements required for municipal purposes shall be granted as may be required. 9. The Owner shall agree in the Subdivision Agreement to consent to registration by the Town of the Subdivision Agreement and any ancillary agreements as necessary in priority of all encumbrances to the Town to the satisfaction of the Town Solicitor and to pay to the Town its associated fees for the preparation and registration of same. 10. The Owner shall agree in the Subdivision Agreement to satisfy any cash-in- lieu of parkland requirements to the satisfaction of the Town Solicitor in accordance with: a) the Town’s By-law Number 4291-01.F, as amended or successor thereto and applicable policies; and b) any related Parkland Agreements imposed by the Town. 11. The Owner shall agree in the Subdivision Agreement that if required by the Town, the Owner shall enter into a Cost Sharing Agreement with the other 2B Group of residential landowners and the Owner shall pay its proportionate share for any oversized works previously constructed outside the draft plan to compensate the other 2B Group of residential landowners who installed said oversized works to accommodate the development of the draft plan lands. Page 283 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 3 These oversized works may include, but are not limited to, stormwater management facilities, ponds, sewers, and roundabouts. Compensation for the oversized works shall be determined in accordance with the subdivision agreement(s) entered into between the Town and the other 2B Group of residential landowner(s). Noise Impact Study 12. The Owner shall submit a Noise Impact Study (Environmental Noise Analysis), which assesses projected nuisances caused by noise or vibration (as necessary) within the development prepared by a qualified noise consultant with recommended mitigation measures for noise generated by road traffic on St John’s Sideroad and Mavrinac Boulevard by any other identified noise sources, to the satisfaction of the Town, in consultation with the Region of York. 13. The Owner shall make any revisions to the Draft Plan of Subdivision that may be required to achieve the recommendations of the Noise Impact Study. The Noise Impact Study shall demonstrate how noise levels can be made to be acceptable in accordance with current Provincial standards and Town policies, and address the long-term functionality and maintenance of any recommended mitigation measures which are deemed appropriate and acceptable to the Town. 14. The Owner shall agree in the Subdivision Agreement to implement the recommendations and measures of the approved Noise Study. The recommendations of the aforementioned Noise Study shall address to the satisfaction of the Town, the 55dBA limit on all Lots and/or Blocks on the Draft Plan of Subdivision. All attenuation measures and mitigating measures proposed for acoustical purposes shall be approved by the Town’s Director of Infrastructure & Environmental Services, Director of Parks & Recreation Services, Director of Building & By-Law Services, and the York Region Transportation Services Department. 15. The Owner shall agree in the Subdivision Agreement to implement noise control measures and warning clauses as recommended by the approved Noise Impact Study, to the satisfaction of the Town, in consultation with the Region of York. 16. Details of the noise attenuation measures shall be clearly indicated on the detailed engineering plans and include location, elevations of top and bottom of wall and details of any berming. All details are shall be approved by the Town’s Director of Infrastructure & Environmental Services. Stormwater Management 17. The Owner shall submit a detailed Stormwater Management Report to the satisfaction of the Town to substantiate that the Draft Plan of Subdivision Page 284 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 4 lands meet the current stormwater quantity and quality requirements in accordance with the latest Ministry of Environment guidelines and the Town’s Infrastructure & Environmental Services Department Policy #68 (Stormwater Management Pond and Pond Block Design, Safety and Maintenance). The Owner shall also meet the erosion control criteria established in the latest modeling for Marsh Creek in accordance with the requirements of the LSRCA. In accordance with the Town’s Policy # 68, the Owner shall agree to provide the Town with a cash contribution to be determined based on the contributing area to the existing Stormwater Management facility as per the recommended maintenance and monitoring requirements to the satisfaction of the Town’s Director of Engineering & Environmental Services. 18. Owner shall recognize the recommendations contained in the Functional Servicing and Stormwater Management Report by EMC Group Limited dated August 2013, as amended June 2014. Roads and Municipal Services 19. The Owner shall prepare and submit detailed engineering design drawings and reports for the layout and construction of roads and services (i.e. water, storm and sanitary) in accordance with the Town of Aurora Public Works Design Criteria Manual to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 20. The Owner shall provide detailed engineering drawings which will include but not limited to grading control plans (including any retaining walls and details), plan and profile drawings of all underground and above ground services, general plans (notes, above and below ground), drainage plans, composite utility plans (to include above and non-standard below ground utilities, services, driveways and boulevard tree locations etc), stormwater management plans, detail plans, erosion and sediment control plans, illumination and signalization plans etc. to the satisfaction of the Town. 21. The Owner shall submit a capacity study of the Town’s water distribution system to the lands in order to determine that the proposed development can be adequately serviced to the satisfaction of the Town. 22. The Owner shall submit plans acceptable to the Town, detailing any phasing of construction and development, together with the means by which construction access to the site will be gained during any construction or phasing. Should phasing be necessary or requested, the Owner shall agree in the Subdivision Agreement to comply with the phasing plan and make all builders aware of the phasing plan. 23. The Owner shall agree that all construction access to the completion of house construction may be limited to one access point as may be determined in consultation with the Town and the Region to the satisfaction of the Town and approved by Central York Fire Services until such time as the first occupancy Page 285 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 5 (as approved by the Town’s Director of Building & By-law Services) of the subdivision. 24. The Owner shall provide engineering fees to the Town at the time of submission for the review of the detailed engineering drawings for the construction of services within the development. Said engineering fees shall be 1% of the estimated cost of all the works necessary for the construction of the subdivision servicing including all grading, drainage and infrastructure works etc., as estimated by the consultant for the project and provided at the time of second submission of detailed engineering drawings. An additional fee to a total fee of 5.5% in accordance with the Town’s Fees and Services By- Law Number 5557-13, as amended or successor thereto, of the estimated cost of all works by the Owner’s consultant to the satisfactory approval of the Town is to be provided prior to final approval of the Subdivision Agreement to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 25. The Owner shall agree in the Subdivision Agreement to provide servicing securities to the Town, in a form acceptable to the Town’s Director of Corporate & Financial Services and in an amount approved by the Town’s Director of Infrastructure & Environmental Services. 26. The Owner shall agree in the Subdivision Agreement to construct or pay for the construction of roads, bicycle lanes, curbs, gutters, sidewalks (in accordance with applicable Town policy), underground and above ground services, street lights and illumination, street signs, utilities, storm water management facilities, etc., and any and all other works necessary for the development and servicing of the subdivision to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 27. The Owner shall agree in the Subdivision Agreement to construct services on a portion of Lot 19 on the Draft Plan to the existing house located on the Owner’s adjoining lands north of Lot 19 and all Lots and Blocks (excluding Block 44) within the Draft Plan for storm, sanitary and water to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. The Owner shall also agree in the Subdivision Agreement to provide the Town with easements in favour of the Town with respect to any services so constructed under any Lot or Block on the Draft Plan, to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 28. The Owner shall agree in the Subdivision Agreement to compensate the Town for snow removal and winter maintenance costs for the roads and sidewalks within the subdivision based on the ratio of occupied/unoccupied units and/or Lots and Blocks within the M-Plan as determined by the Town’s Director of Infrastructure & Environmental Services. 29. The Owner shall agree in the Subdivision Agreement to compensate the Town for street lighting maintenance costs within the subdivision based on Page 286 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 6 the current level of occupancy, with such cost to be determined to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 30. The Owner shall agree in the Subdivision Agreement to construct a temporary turning circle on Street B and on the lots adjacent to the westerly terminus of Street B, and enter into a temporary turning circle agreement with the Town, to the satisfaction of the Town’s Director of Infrastructure & Environmental Services, should the adjacent future development noted as Luvian Homes not construct its roads and services concurrently with the Draft Plan. 31. Prior to undertaking any grading on the site, and in connection with the Town’s issuance of a Topsoil Removal Permit (if required), the Owner shall prior to final approval of the M-Plan submit a Lot Grading and Erosion Control Plan for any grading within the Draft Plan of Subdivision for approval by the Town and Lake Simcoe Region Conservation Authority that shall include proposed methods for: a) erosion and sediment control prior to and during construction including the extent of grading/filling, the access location and erosion control detail, the location of spoil pile storage and the location and nature of sediment control works; b) progressive stripping and grading to ensure minimum duration of exposed soil areas to the extent practical; and c) Certificate of Decommissioning for any well(s) and septic systems. 32. The Owner shall acknowledge that the suitability of the land for the proposed use is the responsibility of the landowner, and that prior to the registration of the M-Plan, the Owner shall have an Environmental Site Assessment (under O. Reg. 153/04 as amended O. Reg. 511/09) undertaken by a qualified person registered to ensure that the land is suitable for the proposed use. If in the opinion of the qualified person, the Environmental Site Assessment indicates the land may not be suitable for the proposed uses, the qualified person shall so advise the Ministry of the Environment and the Town. The Owner undertakes to do further investigative studies and to do all work required to make the lands suitable for the proposed use. 33. The Owner shall agree in the Subdivision Agreement that all Lots and/or Blocks on the M-Plan to be left vacant for longer than six (6) months, and all portions of public highways that are not paved, together with all drainage swales, shall be graded, seeded and/or sodded, and maintained to the satisfaction of the Town. 34. The Owner shall grant required easements to the appropriate authority for public utilities, drainage purposes, turning circles, or any other services as deemed necessary. Any off site easements and works necessary to connect watermains, storm sewers and sanitary sewers to outfall trunks and storm Page 287 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 7 water management facilities on external lands shall be satisfactory to and granted to the appropriate authorities. No works off site or connections to existing infrastructure may be undertaken prior to execution of the Subdivision Agreement. 35. The Owner shall agree in the Subdivision Agreement to construct, or pay for the construction, or provide cash-in-lieu for the costs of the proposed and/or future construction of, a concrete pedestrian sidewalk to Town and Region requirements, along the frontage of the Draft Plan lands along St. John’s Sideroad to the satisfaction of the Town's Director of Infrastructure & Environmental Services. Any cash or payment may be subject to any inclusions or requirements set forth under the Town’s Development Charge By-Law Number 5139-09, as amended or successor thereto, prior to execution of the Subdivision Agreement. 36. The Owner shall satisfy York Region Transportation and Works Department that the services to be installed within, and in conjunction with the Draft Plan of Subdivision will provide for sidewalks which meet the local municipality's standards along the subject lands’ frontage onto roadways that have/will have transit services. 37. The Owner shall satisfy York Region Transportation and Works Department that the services include illumination in accordance with the local municipality's design standards along all streets which have or will have transit services, sidewalks, pedestrian access and bus stop locations. 38. The Owner shall agree in the Subdivision Agreement that all exterior side yards of lots that require wood fencing shall have solid wood fences with 150mmx150mm posts with house returns of a design approved by the Town (unless specified otherwise). 39. The Owner shall, submit a geotechnical report for review and approval by the Town, which deals with the relative elevations of foundations and footings, the requirements for engineered fill based on existing subsurface conditions, and the requirements for road and municipal services construction, to the satisfaction of the Town’s Director of Building & By-Law Services and Director of Infrastructure & Environmental Services. 40. The Owner shall agree that any proposed final grading shall eliminate retaining walls. Where retaining walls are to be included in the plans (subject to the approval of the Town’s Director of Infrastructure & Environmental Services), construction details including height (TW/BW), length and materials shall be detailed on the engineering plans and approved by the Town’s Director of Infrastructure & Environmental Services). Retaining walls shall only be constructed on private property and are not allowed within the SWM facility. Armor stone maybe considered for use as a landscape feature and grade changes subject to the limitation of height and approval of the Town. All Page 288 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 8 retaining walls are to include drainage systems and outlets. Surface drainage shall not be permitted to drain over the top of wall. 41. The Owner shall, prior to final approval of the M-Plan, submit Internal and External Traffic Studies for review and approval by the Town. The Owner shall agree in the Subdivision Agreement that all road work and construction shall be in accordance with the approved Internal Traffic Study, which shall include works relating to road cross-sections (in accordance with the latest ADS or Alternative Development Standards as approved by the Town), parking controls, bike ways, pavement markings, pedestrian crossings, sidewalks, access driveways locations, traffic signage including bicycle route signage and other requirements as set out in the said Internal Traffic Study. 42. The Owner shall demonstrate compliance with the Town’s standard configuration with respect to all road bends on the M-Plan, to the satisfaction of the Town. 43. The Owner shall agree in the Subdivision Agreement to design, pay for and construct all traffic control devices (including temporary pavement markings) as specified in the approved Internal Traffic Study prior to the occupancy of any dwelling, to the satisfaction of the Town. 44. The Owner shall ensure that all dead end streets, sides of road allowances requiring restricted access, and exterior side yard and rear yard flankages of the Lots or Blocks on the M-Plan requiring restricted access as designated by the Town’s Director of Infrastructure & Environmental Services shall be terminated in 0.3 metre reserves to prohibit access at certain locations. The 0.3 metre reserves shall be established as public highways by the Town at such times as determined by the Town’s Director of Infrastructure & Environmental Services. 45. The Owner shall submit reference plans, engineering details and specifications and recommendations for any retaining walls to be constructed on the lands for which a building permit is required under the Building Code Act, 1992, S.O. 1992, c. 23, as amended, and O. Reg. 350/06 (Building Code), (the “Building Code Act”), indicating therein any restrictions such as setback limits for structures, in-ground or above ground pools, trees and landscaping etc. to the satisfaction of the Town’s Director of Building & By- Law Services and Director of Infrastructure & Environmental Services. If any such restrictions are identified, the Owner shall agree to register the Restrictive Covenants on title to the restricted lands to the satisfaction of the Town. The Owner shall further agree to include in all Offers of Purchase and Sale Agreements for the restricted Lots/Blocks on the M-plan, a notice advising prospective purchasers of the registration of Restrictive Covenants on title to their lands. 46. The Owner shall agree in the Subdivision Agreement to provide sanitary sewer and storm sewer inspection testing and acceptance. Sanitary sewer Page 289 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 9 inspection testing and acceptance shall be in accordance with the York Region Sanitary Inspection, Testing and Acceptance Guideline requirements dated September 2011 and as amended from time to time and Town of Aurora Design Criteria Manual dated April 2014 or latest edition. Storm sewer and manhole inspection testing and acceptance to follow the requirements and policies as determined by the Town’s Director of Infrastructure & Environmental Services. 47. The Owner shall agree in the Subdivision Agreement to retain and pay for a qualified company acceptable to the Town to provide a video (CCTV) inspection of all sanitary and storm sewers and prepare a letter report of the findings and conclusions within 6 months prior to the Owner requesting assumption of the subdivision by the Town. The report shall summarize and identify sewer pipe material used in accordance to Town and Region Specification and any deleterious materials to be cleaned, settlements or deflections, if any, and provide qualified justification stamped by a Professional Engineer registered in the Province of Ontario, for possible deviation from required Region, Town and OPS standards and specifications with recommendations to mitigate construction impacts if any. The Owner shall agree that if as a result of carrying out the video (CCTV) inspection and modifications or rectifications are required, the Owner shall at its own expense provide for such rectifications through such means as agreed to by the Town. The Owner shall further agree that final release of securities and assumption of the works by the Town will not be requested by the Owner nor provided by the Town until such CCTV inspection and rectifications, if any, are complete and accepted by the Town’s Director of Infrastructure & Environmental Services. 48. The Owner shall submit a revised Stormwater Management and Hydrogeological Reports addressing water balance. Such report shall also demonstrate that the post development water balance is acceptable and provide any recommendations required for mitigation. The Owner shall agree in the Subdivision Agreement to carry-out said recommendations/mitigation measures to the satisfaction of the Town and the Lake Simcoe Region Conservation Authority. 49. The Owner shall agree in the Subdivision Agreement to prepare and submit an overall utility distribution plan showing the location (shared or otherwise) and installation, timing and phasing of all required utilities (on-grade, above- grade or non-standard below grade, including on-site drainage and servicing facilities and streetscaping). This utility distribution plan shall be to the satisfaction of the Town, having considered the requirements of those utility providers (including natural gas, hydro, and telecommunications service Page 290 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 10 providers) that will conduct works within the subdivision. Further, the utility distribution plan shall consider the respective standards and specification manuals, where applicable, of the utility providers. Street light designs shall use a pedestal and base UP2022 style base with insert so that all street light (SL) pedestals shall be meter ready, all to the satisfaction of the Town’s Director of Infrastructure & Environmental Services. 50. The Owner shall agree in the Subdivision Agreement that natural gas, telecommunication service providers and cable television services, including other street hardware, where possible, shall be constructed underground within the road allowances or other appropriate easements to the satisfaction of the Town. 51. The Owner shall agree in the Subdivision Agreement to grant access, on reasonable terms and conditions, to any telecommunications service providers indicating an interest to locate within a municipal right-of-way. The Owner shall further agree to advise any telecommunications service provider intending to locate within a municipal right-of-way, of the requirement to enter into a Municipal Access Agreement with The Corporation of the Town of Aurora, and to satisfy all conditions, financial and otherwise of the Town. Environmental Protection Lands 52. The Owner shall agree in the Subdivision Agreement to convey Block 45 on the Draft Plan to the Town for environmental protection purposes, at no cost and free of all encumbrances, to the satisfaction of the Town’s Director of Parks & Recreation Services. 53. The Owner shall agree in the Subdivision Agreement to convey Block 48 on the Draft Plan to the Town for public walkway purposes, at no cost and free of all encumbrances, to the satisfaction of the Town’s Director of Parks & Recreation Services. The Owner shall also agree in the Subdivision Agreement to construct adequate privacy fencing on the Lots adjacent to Block 48 in accordance with Town standards and all to the satisfaction of the Town’s Director of Parks & Recreation Services. 54. The Owner shall agree in the Subdivision Agreement not to disturb or otherwise use any portion of Block 45 on the Draft Plan for the storage of topsoil or fill materials. The Owner shall further agree in the Subdivision Agreement to provide temporary Paige wire protection fencing along the boundaries of Block 45 on the Draft Plan, and not to encroach thereon without prior written approval of the Town’s Director of Parks & Recreation Services. 55. The Owner shall agree in the Subdivision Agreement to install 1.2 metre black vinyl chain link fencing: (a) on the municipal side of lot lines for all Lots (including the existing dwelling property) abutting Block 45 on the Draft Plan; and (b) along the perimeter of Block 44, all in accordance with Town standards, to the satisfaction of the Town’s Director of Parks & Recreation Page 291 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 11 Services. Further, the Owner shall agree to include a clause within all Offers of Purchase and Sale Agreements with prospective purchasers of Lots adjacent to Block 45 on the Draft Plan, in a manner satisfactory to the Town’s Director Parks & Recreation Services, advising that fence gates and/or other means of access will not be permitted to access Block 45 on the Draft Plan from residential properties. 56. The Owner shall agree in the Subdivision Agreement to include in all Offers or Purchase and Sale Agreements with purchasers of Lots and Blocks adjacent to Block 45 on the Draft Plan (including future development Block 44), a notice clearly advising that: (a) the environmental protection lands adjacent to their lot or Block is intended for conservation and naturalization, and portions may be used for a public trail system; (b) the lands are to remain as much as possible in their natural state; and (c) the Town of Aurora will not be responsible for any inconvenience or nuisance which may present itself as a result of the environmental protection lands and associated trail system. 57. The Owner shall provide identification of the trail system on display plans within the Sales Office. Vegetation Management 58. The Owner shall agree in the Subdivision Agreement to provide and implement on-site a Vegetation Management Plan to the satisfaction of the Town’s Director of Parks & Recreation Services which shall include the following: a) a detailed vegetation inventory and assessment including species, size and condition and identifying all vegetation greater than 80mm DBH for individual tree assessments and/or identifying perimeter at canopy of woodlands, groups or stands or vegetation, and identifying vegetation on adjacent property that may be impacted;; b) identification of all vegetation removals and all protection measures for vegetation designated to be preserved, and an at-grade impact assessment to support vegetation removals and/or preservation measures; c) an International Society of Arboriculture (or approved equal) monetary evaluation for all vegetation identified to be damaged or removed; d) provision of compliance monitoring and protection/mitigation specifications including all arboricultural requirements for trees designated to be preserved during construction; provision of post construction performance monitoring and rehabilitation specifications. Include the Town's minimum tree preservation standards; Page 292 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 12 e) a compensation planting plan providing plantings equal to or greater than the assessed value of vegetation designated to be damaged or removed from the site, which compensation planting shall be in addition to the Town's minimum planting standards;and f) coordination of vegetation related recommendations from environmental reports, as applicable. 59. Other than as permitted pursuant to the Town’s By-law Number 4474-03.D, as amended or successor thereto (the “Tree By-law”), the Owner shall only be permitted to remove trees on any Lots or Blocks within the proposed Draft Plan in accordance with the exemption contained in s. 20(d) of the Tree By- law upon meeting the following conditions with respect to tree removal, preservation, payment of fees, and any other such related items, all to the satisfaction of the Town’s Director of Parks & Recreation Services: (a) the submission of a Vegetation Management Plan and the execution of the Subdivision Agreement; or (b) prior to the execution of the Subdivision Agreement, the submission of a Vegetation Management Plan and the execution of a Vegetation Management Agreement. 60. The Owner shall agree in the Subdivision Agreement to construct temporary Paige post and wire protection fencing for all vegetation and natural areas to be preserved, in accordance with the Vegetation Management Plan. Protection fencing to Town standards shall be shall be installed prior to commencement of any demolition, topsoil removal, grading or construction activities on the lands, and shall be maintained in good condition for the duration of development on the lands. General Landscaping Conditions 61. The Owner shall agree in the Subdivision Agreement to provide landscape design plans and implement landscape works on-site for street tree planting on all road allowances within the Draft Plan in accordance with Town standards and to the satisfaction of the Town’s Director of Parks & Recreation Services. As an alternative, the Town may consider through the Subdivision Agreement, requesting cash-in-lieu of the value of street tree plantings, in accordance with the approved landscape plans, to the satisfaction of the Town’s Director of Parks and Recreation Services. 62. The Owner shall agree in the Subdivision Agreement at the time of street tree installations to distribute to each prospective purchaser of lands within the Draft Plan, a copy of the Town's "Boulevard Tree" Information Brochure. The Owner will obtain the Brochures from the Town's Parks & Recreation Services department at no cost to the Owner. 63. The Owner shall agree in the Subdivision Agreement to provide landscape design plans and implement landscape works on-site for all proposed fencing, landscape structures, subdivision entry features, or any other landscape Page 293 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 13 features required by urban design guidelines, to the satisfaction of the Town’s Director of Parks & Recreation Services. 64. The Owner shall agree in the Subdivision Agreement to provide a consistent and continuous 300mm depth topsoil for all areas associated tree and shrub plantings within the M-Plan, to the satisfaction of the Town’s Director of Parks & Recreation Services. These areas shall include all boulevards designated for street tree plantings and grading buffers, where applicable. 65. The Owner shall agree in the Subdivision Agreement to provide the Town the first right of refusal of surplus topsoil and shall provide the Town with prior notification of topsoil removal from the M-Plan. 66. The Owner shall agree in the Subdivision Agreement to perform topsoil testing by an approved agency to determine nutrient availability for all topsoil sources to be utilized within the M-Plan. The Owner shall further agree to implement fertilizers and soil amendments in accordance with topsoil test recommendations, to the satisfaction of the Town’s Director of Parks & Recreation Services. 67. The Owner shall agree in the Subdivision Agreement to include in all Offers or Purchase and Sale Agreements with purchasers of Lots and Blocks within the Plan (including future development Block 44), a notice clearly setting out the details of any fencing or urban design feature that is to be installed on the lot or Block being purchased. Such notice shall clearly identify specifications relating to location, timing of installation, colour, materials, height and other design details of the fencing or urban design features. Further, the Owner shall agree in the Subdivision Agreement that any fencing that is required by the Town and/or York Region shall be included in the purchase price of the Lot or Block. The Owner shall be required to demonstrate compliance with this condition for any sales that occur prior to the execution of the Subdivision Agreement. Landscape Securities and Fees 68. The Owner shall agree in the Subdivision Agreement to provide a one-time financial contribution for the purposes of supplementing the Town's on-going annual maintenance costs associated with Landscape Works on municipal lands, such Works as required by the Town's standards and/or approved urban design guidelines. The amount of the contribution shall be equal to twenty-five percent (25%) of the total cost of all plant material installations on municipal lands within the M-Plan, with the exception of plantings on Block 45 on the Draft Plan. 69. The Owner shall agree in the Subdivision Agreement to provide landscape securities in a manner satisfactory to the Town and in the amount of one hundred percent (100%) of the estimated costs of the Landscape Works as estimated by the consulting landscape architect and approved by the Town, Page 294 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 14 to ensure performance and compliance of the works to the satisfaction of the Town’s Director of Parks & Recreations Services. 70. The Owner shall covenant and agree in the Subdivision Agreement to provide landscape fees, in a manner satisfactory to the Town, based on the percentage amount of estimated landscape works as set out in the Parks & Recreation Services schedule of the Town’s current Fees and Charges By- law. The estimated cost of the Landscape Works shall be provided by the consulting landscape architect and approved by the Town. Landscape fees are required for the review of landscape plans and the administration of implementation of the Landscape Works to the satisfaction of the Town’s Director of Parks & Recreation Services. Building & By-Law Services Requirements 71. The Owner shall register on title to the satisfaction of the Town’s Director of Building & By-law Services and the Town Solicitor such application(s) to effectively merge Blocks 34 to 43 inclusive on the Draft Plan with the adjacent blocks thereto as indicated on the Draft Plan. 72. The Owner shall submit a schedule certified by an Ontario Land Surveyor indicating the areas and frontages of the Lots or Blocks within the Draft Plan, to the satisfaction of the Town’s Director of Building & By-law Services. 73. The Owner shall engage the services of a qualified noise consultant to complete a Noise Study which assesses projected nuisances caused by noise or vibration within the development. The Study shall demonstrate how noise levels can be made to be acceptable in accordance with current Provincial standards and Town of Aurora policies, and address the long-term functionality and maintenance of any recommended mitigation measures, which are deemed appropriate and acceptable to the Town. The Owner shall agree in the Subdivision Agreement to implement the recommendations and measures of the approved Noise Study to the satisfaction of the Town’s Director of Building & By-law Services. 74. The Owner shall submit a geotechnical report for review and approval by the Town, which deals with the relative elevations of foundations and footings, the requirements for engineered fill based on existing subsurface conditions, and the requirements for road and municipal service construction, to the satisfaction of the Town’s Director of Building & By-law Services and Director of Infrastructure & Environmental Services. Miscellaneous 75. The Owner shall agree in the Subdivision Agreement that, prior to the issuance of building permits for sales trailers for the purposes of marketing residential units on the M-Plan, the Owner shall submit and obtain the written approval from the Town’s Director of Planning & Development Services with Page 295 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 15 respect to the location of sales trailers and with respect to the display plans and other information to be used for sales and/or marketing purposes. Such information shall include the following: a) the latest version of the approved M-Plan or registered M-Plan, including any phasing; b) a plan showing the entire Draft Plan and adjacent lands including all sidewalks and walkways, community mail boxes, parks by type (including all recreational facilities to be provided), schools, churches, open space areas, environmental protection areas, stormwater management ponds, landscaping, entranceway features, noise attenuation measures (both internal and external to the dwelling unit), erosion control facilities, buffer areas, watercourses, and surrounding land uses; c) a copy of the approved zoning by-law for the lands together with a copy of the executed Subdivision Agreement (as soon as it is available); and d) a grade and utility composite plan showing the location of all community facilities (community mail boxes, bus shelter and stops, street trees, sidewalks, street light poles, hydrants, cable boxes, transformers or any other above grade facilities) to the satisfaction of the Town. The Owner shall further agree to keep all of the above materials up-to- date, to reflect the most current approvals, and/or submissions regarding the M-Plan, and/or engineering design drawings, and other such matters as may be required by the Town’s Director of Planning & Development Services, Director of Infrastructure & Environmental Services and Director of Building & By-Law Services. 76. The Owner shall agree in the Subdivision Agreement that no grading or other soil disturbances shall take place on the M-Plan lands prior to the Ministry of Tourism Culture and Sport confirming that all archaeological resource concerns have met licensing and resource conservation requirements. 77. The Owner shall agree in the Subdivision Agreement to erect and maintain signs on any vacant land within the M-Plan indicating the designated or proposed use of all Lots and/or Blocks (including temporary turning circles) on the M-Plan, other than those lots designated for residential purposes. 78. The Owner shall agree in the Subdivision Agreement to include in all Offers of Purchase and Sale Agreements for residential lots within the M-Plan the following warning clause: Page 296 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 16 “PURCHASERS ARE ADVISED THAT CONDITIONS OF APPROVAL OF THE SUBDIVISION WITHIN WHICH THIS LOT IS LOCATED, THE TOWN OF AURORA HAS REQUIRED THE DEVELOPER TO UNDERTAKE AND BEAR THE COST OF THE FOLLOWING ITEMS: a) STREET TREES (TREES PLANTED IN THE TOWN BOULEVARDS); b) CORNER LOT FENCING AS DIRECTED ON THE APPROVED ENGINEERING PLANS; c) REAR LOT FENCING AS DIRECTED ON THE APPROVED ENGINEERING PLANS; d) NOISE ATTENUATION FENCING AND BERMS AS IDENTIFIED IN THE APPROVED NOISE IMPACT STUDY AND THE APPROVED ENGINEERING PLANS; e) FENCING (IF REQUIRED) ALONG SCHOOL BLOCKS, PARK BLOCKS AND ENVIRONMENTAL PROTECTION AREA LANDS ON THE APPROVED ENGINEERING PLANS; AND f) SUBDIVISION ENTRY FEATURES AND FENCING (IF ANY APPROVED) AS IDENTIFIED ON THE LANDSCAPE PLANS APPROVED BY THE TOWN. THE DEVELOPER HAS BORNE THE COST OF THESE ITEMS AND THE HOME PURCHASER IS NOT REQUIRED TO PAY THIS EXPENSE.” 79. The Owner shall agree in the Subdivision Agreement to include in all Offers of Purchase and Sale Agreements for residential lots within the M-Plan the following warning clause: “THE CONSTRUCTION OF CATHOLIC AND PUBLIC SCHOOLS ON DESIGNATED SCHOOL BLOCK SITES WITHIN THE 2B COMMUNITY IS NOT GUARANTEED. PURCHASERS ARE ADVISED THAT SUFFICIENT ACCOMMODATION MAY NOT BE AVAILABLE FOR STUDENTS RESIDING IN THIS AREA, AND YOU ARE NOTIFIED THAT STUDENTS MAY BE ACCOMMODATED IN TEMPORARY FACILITIES AND/OR BUSED TO EXISTING FACILITIES OUTSIDE THE AREA. THE APPLICABLE SCHOOL BOARD WILL IN ITS DISCRETION DESIGNATE PICK-UP POINTS FOR STUDENTS WHO QUALIFY FOR TRANSPORTATION.” 80. The Owner shall agree in the Subdivision Agreement to include in the Offers of Purchase and Sale Agreements for residential lots within the M-Plan that back onto or are adjacent to walkways or trail blocks, stormwater management blocks, or commercial blocks, any other warning clauses required to the satisfaction of the Town. Page 297 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 17 External Agency Conditions York Region 81. The road allowances included within the draft plan of subdivision shall be named to the satisfaction of the area municipality and York Region. 82. Prior to final approval, York Region shall confirm that adequate water supply and sewage servicing capacity are available and have been allocated by the Town of Aurora for the development proposed within this draft plan of subdivision or any phase thereof. Registration of the plan of subdivision shall occur in phases based on the availability of water supply and sewage servicing allocation. 83. The Owner shall agree in the subdivision agreement that the Owner shall save harmless the Town of Aurora and York Region from any claim or action as a result of water or sanitary sewer service not being available when anticipated. 84. Prior to final approval, the Preliminary Functional Servicing Report prepared by EMC Group Limited dated October 2012 shall be finalized to the satisfaction of York Region’s Capital Planning and Delivery Branch. 85. For all lands, the Holding (H) provisions of Section 36 of the Ontario Planning Act shall be used in conjunction with all residential zone categories in order to ensure that final plan approval and development of these lands does not occur until such time as the Holding (H) symbol is removed in accordance with the provisions of the Ontario Planning Act. The Zoning Bylaw shall specify the terms under which Council may consider the removal of the Holding (H) symbol. Said terms shall include a minimum of the following: • the Town of Aurora approves a transfer of servicing allocation to this development that is not dependent upon the completion of infrastructure; or, • York Region has advised in writing that the required infrastructure to support the capacity assignment associated with this development will be completed within a time period acceptable to the Region (usually 6 months depending on the complexity of the development) to permit the plan registration; or, • the Regional Commissioner of Environmental Services confirms servicing allocation for this development by a suitable alternative method and the Town of Aurora allocates the capacity to this development. 86. Given the proximity of the subject site to York Region municipal production wells, prior to final approval, the Owner shall conduct a subsurface investigation to identify any need for dewatering and/or groundwater Page 298 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 18 depressurization, and where applicable, submit a detailed dewatering plan prepared by a qualified professional to the Region for approval 87. Prior to final approval, the Owner shall agree to provide direct walking connections to St. John’s Sideroad and adjacent land uses to promote the usage of non-auto travel modes. 88. Prior to final approval, the Owner shall agree to provide on-street cycling connections to the boundary regional roadways in accordance with the Region and Town’s cycling network plans. 89. Prior to final approval, the Owner shall submit detailed engineering drawings, to the Transportation and Community Planning Department for review and approval, that incorporate the recommendations of the functional transportation report/plan as approved by the Transportation and Community Planning Department. Additionally, the engineering drawings shall include the subdivision storm drainage system, erosion and siltation control plans, site grading and servicing, plan and profile drawings for the proposed intersections, construction access and mud mat design, utility and underground servicing location plans, pavement markings, electrical drawings for intersection signalization and illumination design, traffic control/construction staging plans and landscape plans. 90. Prior to final approval, the Owner shall provide drawings for the proposed servicing of the site to be reviewed by the Engineering Department of the area municipality. Three (3) sets of engineering drawings (stamped and signed by a professional engineer), and MOE forms together with any supporting information shall be submitted to the Environmental Services Engineer of the Transportation and Community Planning Department. 91. Prior to final approval, the location and design of the construction access for the subdivision work shall be completed to the satisfaction of the Transportation and Community Planning Department and illustrated on the Engineering Drawings. 92. Prior to final approval, the Owner shall demonstrate, to the satisfaction of the Transportation and Community Planning Department, that all existing driveway(s) along the Regional road frontage of this subdivision will be removed as part of the subdivision work, at no cost to York Region. 93. Prior to final approval, the Owner shall demonstrate, to the satisfaction of the Transportation and Community Planning Department that elevations along the streetline shall be 0.3 metres above the centreline elevations of the York Region roadway, unless otherwise specified by the Transportation and Community Planning Department. 94. Prior to final approval, the Owner shall submit drawings depicting the following to the satisfaction of York Region staff: Page 299 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 19 a) All existing woody vegetation within the York Region road right of way, b) Tree protection measures to be implemented on and off the York Region road right of way to protect right of way vegetation to be preserved, c) Any woody vegetation within the York Region road right of way that is proposed to be removed or relocated. However, it is to be noted that tree removal within York Region road right’s of way shall be avoided to the extent possible/practical. Financial or other compensation may be sought based on the value of trees proposed for removal. d) A planting plan for all new and relocated vegetation to be planted within the York Region road right of way, based on the following general guideline: Tree planting shall be undertaken in accordance with York Region standards as articulated in Streetscaping Policy and using species from the York Region Street Tree Planting List. These documents may be obtained from the Forestry Section. If any landscaping or features other than tree planting (e.g. flower beds, shrubs) are proposed and included in the Subdivision Agreement, they will require the approval of the Town and be supported by a Maintenance Agreement between the Town and the Region for Town maintenance of these features; any such Maintenance Agreement should indicate that where the area municipality does not maintain the feature to York Region’s satisfaction, the area municipality will be responsible for the cost of maintenance or removal undertaken by the Region. 95. Prior to final approval, the Owner shall engage the services of a consultant to prepare and submit for review and approval, a noise study to the satisfaction of the Transportation and Community Planning Department recommending noise attenuation features. 96. The Owner shall agree in the subdivision agreement, in wording satisfactory to the Transportation and Community Planning Department, to implement the noise attenuation features as recommended by the noise study and to the satisfaction of the Transportation and Community Planning Department. 97. The Owner shall agree in the subdivision agreement, in wording satisfactory to the Transportation and Community Planning Department, that where berm, noise wall, window and/or oversized forced air mechanical systems are required, these features shall be certified by a professional engineer to have been installed as specified by the approved Noise Study and in conformance with the Ministry of Environment guidelines and the York Region Noise Policy. Page 300 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 20 98. The following warning clause shall be included in a registered portion of the subdivision agreement with respect to the lots or blocks affected: "Purchasers are advised that despite the inclusion of noise attenuation features within the development area and within the individual building units, noise levels will continue to increase, occasionally interfering with some activities of the building's occupants". 99. Where noise attenuation features will abut a York Region right-of-way, the Owner shall agree in the subdivision agreement, in wording satisfactory to York Region’s Transportation and Community Planning Department, as follows: a) that no part of any noise attenuation feature shall be constructed on or within the York Region right-of-way; b) that noise fences adjacent to York Region roads may be constructed on the private side of the 0.3 metre reserve and may be a maximum 2.5 metres in height, subject to the area municipality's concurrence; c) that maintenance of the noise barriers and fences bordering on York Region right-of-ways shall not be the responsibility of York Region; and d) that any landscaping provided on York Region right-of-way by the Owner or the area municipality for aesthetic purposes must be approved by the Transportation and Community Planning Department and shall be maintained by the area municipality with the exception of the usual grass maintenance. 100. Prior to final approval, the Owner shall agree that the following lands will be conveyed to York Region for public highway purposes, free of all costs and encumbrances, to the satisfaction of York Region Solicitor: a) a widening across the full frontage of the site where it abuts St. John’s Sideroad of sufficient width to provide a minimum of 18 metres from the centreline of construction of St. John’s Sideroad, and b) a 15 metre by 15 metre daylight triangle at the southeast corner of St. John’s Sideroad and Mavrinac Boulevard, and c) a 0.3 metre reserve across the full frontage of the site, except at the approved access location, adjacent to the above noted widening, where it abuts St. John’s Sideroad and adjacent to the above noted widening(s). 101. Prior to final approval, the Owner shall provide a solicitor's certificate of title in a form satisfactory to York Region Solicitor, at no cost to York Region with respect to the conveyance of the above noted lands to York Region. Page 301 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 21 102. Prior to final approval, York Region requires the Owner to submit to it, in accordance with the requirements of the Environmental Protection Act and O. Reg. 153/04 Records of Site Condition Part XV.1 of the Act (as amended), a Phase I environmental site assessment prepared and signed by a qualified professional, of the Owner’s lands and more specifically of the lands to be conveyed to York Region (the “Assessment”). Based on the findings and results of the Assessment, York Region may require further study, investigation, assessment and delineation to determine whether any remedial or other action is required. The Assessment and any subsequent environmental reports or other documentation prepared in respect of the environmental condition of the lands to be conveyed must to be addressed to York Region, contain wording to the effect that York Region shall be entitled to rely on such reports or documentation in their entirety, and such reports or documentation shall be satisfactory to York Region. Prior to final approval, the Owner shall certify, in wording satisfactory to the Transportation and Community Planning Department, that no contaminant, pollutant, waste of any nature, hazardous substance, toxic substance, dangerous good, or other substance or material defined or regulated under applicable environmental laws is present at, on, in or under all lands to be conveyed to York Region (including soils, substrata, surface water and groundwater, as applicable): (i) at a level or concentration that exceeds the Environmental Protection Act O. Reg. 153/04 full depth generic site condition standards applicable to the intended use that such lands will be put by York Region at the time of conveyance or any other remediation standards published or administered by governmental authorities applicable to the intended land use; and (ii) in such a manner, condition or emanating from such lands in such a way, that would result in liability under applicable environmental laws. The Assessment, any subsequent environmental reports or other documentation and the Owner’s certification shall be done at no cost to York Region. 103. The Owner shall agree in the subdivision agreement, in wording satisfactory to the Transportation and Community Planning Department, to be responsible to decommission any existing wells on the owner's lands in accordance with all applicable provincial legislation and guidelines and to the satisfaction of the area municipality. 104. The Owner shall agree, prior to the development approval of Block 34, that direct vehicle access from Blocks 34 to St. John’s Sideroad will not be permitted. Access must be obtained through the internal road network. 105. The Owner shall agree, prior to the development approval of Block 44, that access to Block 44 maybe be restricted to right-in, right-out movements only. 106. Prior to final approval, the Owner shall demonstrate, to the satisfaction of the Transportation and Community Planning Department, that all local Page 302 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 22 underground services will be installed within the area of the development lands and not within York Region’s road allowance. If a buffer or easement is needed to accommodate the local services adjacent to York Region’s Right of Way, then the Owner shall provide a satisfactory buffer or easement to the Area Municipality, at no cost to the Region. 107. The Owner shall agree in the Subdivision Agreement, in wording satisfactory to the Transportation and Community Planning Department that the Owner will be responsible for determining the location of all utility plants within York Region right-of-way and for the cost of relocating, replacing, repairing and restoring any appurtenances damaged during construction of the proposed site works. The Owner must review, or ensure that any consultants retained by the Owner, review, at an early stage, the applicable authority’s minimum vertical clearances for aerial cable systems and their minimum spacing and cover requirements. The Owner shall be entirely responsible for making any adjustments or relocations, if necessary, prior to the commencement of any construction. 108. Prior to final approval, the Owner shall submit engineering plans for York Region’s approval that identify on the plans the Transit requirements. 109. Prior to final approval, the Owner shall provide a copy of the Subdivision Agreement to the Transportation and Community Planning Department, outlining all requirements of the Transportation and Community Planning Department. 110. The Owner shall enter into an agreement with York Region, agreeing to satisfy all conditions, financial and otherwise, of the Regional Corporation; Regional Development Charges are payable prior to final approval in accordance with By-law # 2012-36. Lake Simcoe Region Conservation Authority 111. That prior to final approval and any major site alterations, the following shall be prepared to the satisfaction of the Region, Town, and the Lake Simcoe Region Conservation Authority (LSRCA): a) A detailed Stormwater Management Report in conformity with the designated stormwater management policies of the Lake Simcoe Protection Plan (LSPP) (DP-4.8 – 4.11) and LSRCA Technical Guidelines for Stormwater Management submissions; b) A detailed Erosion/Sedimentation Control Plan; c) A detailed Grading and Drainage Plan; d) A detailed Geotechnical Analysis for the Cut/Fill Areas; and Page 303 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 23 e) A detailed Water Balance as per Designated Policy 4.8 of the LSPP. 112. That prior to final approval, an Edge Management Plan and Landscape Restoration Plan be prepared to the satisfaction of the Town and the LSRCA demonstrating no net loss of forest cover as per the recommendation of the Environmental Impact Study prepared by Beacon Environmental dated September 2012. 113. That the Owner shall agree in the Subdivision Agreement to carry out or cause to be carried out the recommendations and requirements contained within the plans, reports, and studies as approved by the LSRCA. 114. That the Owner shall agree in the Subdivision Agreement to retain a qualified professional to certify in writing that the works were constructed in accordance with the plans, reports, and studies as approved by the LSRCA. 115. That the Owner shall agree in the Subdivision Agreement that prior to any major site alteration or grading, proper erosion and sediment control measures must be put in place in accordance with the approved Erosion and Sedimentation Control Plan and Grading Plan. 116. That the Owner shall agree in the Subdivision Agreement that prior to the creation of any impervious surface such as roads and buildings, stormwater management facilities must be put in place in accordance with the approved plans. 117. That prior to final approval a qualified professional shall provide certification to the LSRCA demonstrating the grading has been undertaken in accordance with the approved cut/fill drawings and calculations prepared by EMC Group, dated May 2014. 118. That the Owner shall agree in the Subdivision Agreement to ensure the following measures are implemented in accordance with 4.20-DP of the Lake Simcoe Protection Plan: a) Keep the removal of vegetation, grading and soil compaction to the minimum necessary to carry out development activity; b) Removal of vegetation shall not occur more than 30 days prior to grading and construction; c) Put in place structures to control and convey run-off; d) Minimize sediment that is eroded offsite during construction; e) Seed exposed soils once constructed is complete and seasonal conditions permit; and Page 304 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 24 f) Ensure erosion and sediment controls are implemented effectively. 119. That the Owner shall agree in the Subdivision Agreement to monitor, inspect and maintain the stormwater management works on a periodic basis in accordance with 4.10 & 4.11 – DP of the LSPP. 120. That the Owner shall agree in the Subdivision Agreement to grant any easements required for stormwater management purposes to the Town. 121. That the Owner shall agree in the Subdivision Agreement to dedicate and convey Block 45 (Open Space) to the Town. 122. That the Owner successfully amend the Town of Aurora Zoning By-law 2213- 78, as amended, by rezoning Block 45 (Open Space) to a site specific Environmental Protection (EP-VV) Zone. 123. That the Owner shall agree in the Subdivision Agreement to demarcate Lots 19, 20, and 23-28 with fencing to prevent multiple accesses to Block 45 (Open Space). 124. That prior to final plan approval and any site alteration works commencing, the Owner shall obtain a permit from the LSRCA for any works within an area subject to Ontario Regulation 179/06 under the Conservation Authorities Act. 125. That prior to final plan approval, the Owner shall pay all the required development fees to the Conservation Authority in accordance with the LSRCA’s Fees Policy under the Conservation Authorities Act. Central York Fire Services 126. The Owner shall agree to provide a secondary means of emergency access/egress from Street A acceptable to CYFS and Aurora Engineering. 127. Prior to building construction adequate street signage shall be installed. 128. Roads must be complete to a minimum base coat of asphalt prior to construction of houses. 129. Access for emergency vehicles shall be maintained at all times during construction. 130. Fire hydrants shall be installed in accordance with the applicable Municipal Design Standards and Criteria. 131. Site servicing plans shall detail all water supply mains and fire lines with sizes that ensure an adequate water supply for fire fighting. Page 305 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 25 132. Plans shall include provisions for emergency vehicle access to be maintained during construction. 133. Concrete and grass pavers used as part of the Fire Department access must meet the same requirements for location, design and maintenance. Provisions must be included to make any such access routes clearly visible and kept clear of any obstructions, including snow. 134. A schedule of Firebreak lots/blocks shall be submitted to Central York Fire Services, Fire Prevention Division for approval. Canada Post 135. The owner/developer will consult with Canada Post to determine suitable locations for the placement of Community Mailboxes and to indicate these locations on appropriate servicing plans. 136. The owner/developer agrees, prior to offering any of the residential units for sale, to place a "Display Map" on the wall of the sales office in a place readily available to the public which indicates the location of all Canada Post Community Mailbox site locations, as approved by Canada Post and the City of Brampton. 137. The owner/developer agrees to include in all offers of purchase and sale a statement, which advises the prospective new home purchaser that mail delivery will be from a designated Community Mailbox, and to include the exact locations (list of lot #s) of each of these Community Mailbox locations; and further, advise any affected homeowners of any established easements granted to Canada Post. 138. The owner/developer agrees to provide the following for each Community Mailbox site and include these requirements on appropriate servicing plans: a) A Community Mailbox concrete base pad per Canada Post specifications; b) Any required walkway across the boulevard, as per municipal standards; c) Any required curb depressions for wheelchair access; and d) The owner/developer will confirm to Canada Post that the final secured locations of the Community Mailbox sites will not be in conflict with any other utility; including hydro transformers, bell pedestals, cable pedestals, flush to grade communication vaults, landscaping enhancements (tree planting) and bus pads. Page 306 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 26 139. The owner/developer further agrees to determine, provide and maintain a suitable and safe temporary Community Mailbox location(s) to be “fit up” prior to first occupancy. This temporary site will be utilized by Canada Post until the above mentioned criteria is completed at the permanent CMB site locations. This is will enable Canada Post to provide mail service to new residences as soon as homes are occupied. PowerStream Inc. 140. It is the responsibility of the Owner or his agent to contact our office and discuss all aspects of the project above. The Owner or his agent is responsible to maintain proper clearances from the building to PowerStream’s plant (refer to appropriate specification(s) by various authorities). We will require draft M-Plans, legal plans, site plan, and architectural design drawings. We also require information about the number of units/lots in the subdivision and type of subdivision (i.e., single family residential, town homes, condominium town homes, industrial, etc.) nine months prior to the construction. Based on this information, we can then determine the estimated cost and type of installation required to supply this project. Enbridge Gas Distribution Inc. 141. The developer is responsible for preparing a composite utility plan that allows for the safe installation of all utilities, including required separation between utilities. 142. Streets are to be constructed in accordance with composite utility plans previously submitted and approved by all utilities. 143. The developer shall grade all streets to final elevation prior to the installation of the gas lines and provide Enbridge Gas Distribution Inc. with the necessary field survey information required for the installation of the gas lines. 144. The developer shall provide current Town approved road cross-sections showing all Utilities in the configuration proposed for all of the street widths within the development. The gas location must be a minimum of 0.6 metres from the street line. Clearances 145. The Town’s Planning & Development Services Department shall advise that Conditions 1-6 inclusive, 75, and 77-81 inclusive, have been satisfied, stating briefly how each condition has been met. 146. The Town’s Infrastructure & Environmental Services Department shall advise that Conditions 12-51 inclusive and 74 have been satisfied, stating briefly how each condition has been met. Page 307 of 320 2316411 Ontario Inc., D12-06-12 Conditions of Approval Page 27 147. The Town’s Parks & Recreation Services Department shall advise that Conditions 14 and 52-70 inclusive have been satisfied, stating briefly how each condition has been met. 148. The Town’s Building & By-Law Services Department shall advise that Conditions 14, 45 and 71-74 inclusive have been satisfied, stating briefly how each condition has been met. 149. The Town’s Legal & Legislative Services Department shall advise that Conditions 7-11 inclusive and 71 have been satisfied, stating briefly how each condition has been met. 150. The Ministry of Tourism, Culture and Sport shall advise that Condition 76 has been satisfied; the clearance letter shall include a brief statement detailing how the condition has been met. 151. York Region shall advise that Conditions 12, 14, 15, 81-110 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. 152. The Lake Simcoe Region Conservation Authority shall advise that Conditions 111-125 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. 153. Central York Fire Services shall advise that Conditions 126-134 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how the condition has been met. 154. Canada Post shall advise that Conditions 135-139 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. 155. PowerStream shall advise that Condition 140 has been satisfied; the clearance letter shall include a brief statement detailing how the condition has been met. 156. Enbridge shall advise that Conditions 141-144 inclusive have been satisfied; the clearance letter shall include a brief statement detailing how each condition has been met. Page 308 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -108 Subject: Aurora Promenade Community Improvement Plan Prepared by: Lisa Hausz, Manager, Economic Development and Policy Department: Planning and Development Services Date: September 21, 2021 Recommendation 1. That Report No. PDS21-108 be received; and 2. That staff be authorized to initiate the process to update the Aurora Promenade Community Improvement Plan. Executive Summary This report seeks to inform Council of the 2014-2019 Community Improvement Plan programs and uptake, obtain Council’s approval for staff to initiate the review of the CIP including public consultation regarding a refresh of the Community Improvement Plan for the Aurora Promenade.  Uptake of the Community Improvement Plan During the Initial Five-Year Period was limited to a few programs.  The Development Charge Grant Program, Environmental Site Assessment Grant Program, and the Environmental Remediation Tax Assistance Program Received No Applications.  The Façade and Signage Improvement Grant was the Most Popular Program under the Community Improvement Plan.  Community Improvement Plan Performance Program Evaluation to be undertaken along with public consultation.  Other Program Considerations are permitted within a Community Improvement Plan. Page 309 of 320 September 21, 2021 2 of 8 Report No. PDS21-108 Background In February 2014, Council approved a Community Improvement Plan for the Aurora Promenade (the “CIP”), and in March 2014, the By-law implementing the CIP was enacted. A CIP is intended to provide the Town with a flexible set of incentives in order to stimulate private investment that will result in increased assessment, jobs and managed population growth. A number of financial incentives were developed to support the CIP to encourage long-term private sector investment in new and existing development in the Promenade CIP area. The Monitoring guidelines for the Aurora Promenade CIP indicate that a review of the CIP would be undertaken in Year 5 (2019). An initial review of the CIP was prepared and presented at an open house at the end of 2019, and intended for Council in 2020. Due to the pandemic, the review was postponed and staff resources were allocated to business support in partnership with the Aurora Chamber and York Region. Stakeholder consultation was not feasible at the time. However, undertaking public consultation and a review of the CIP is timely now because it is:  a requirement for reactivating the 2014-2019 CIP; and,  in line with the Official Plan Review, Promenade Secondary Plan review, and the momentum being created by the Aurora Town Square development. An updated CIP is intended to leverage an updated Official Plan as well as incorporate upcoming policies regarding the environment, heritage and accessibility. The review will be undertaken in-house by Town staff lead by Planning and Development Services. The following summarizes the general incentive programs offered by the Promenade CIP Program of 2014-2019: Façade and Signage Improvement Grant  Matching grants were offered to eligible property owners for building facing and exterior signage improvements or any combination of these two categories. Building Restoration, Renovation and Improvement Program  Promotes the use of second floors of existing commercial buildings, structural enhancements and sustainability of older building stock. Page 310 of 320 September 21, 2021 3 of 8 Report No. PDS21-108 Development Charge (DC) Grant Program  Provides assistance towards the significant (re)development of key sites by further reducing or eliminating the cost of development related to Development Charges. Tax-based Redevelopment Grant (TIG) Program  Leverages the increased assessment and property taxation generated by the site redevelopment to reduce the financial cost of property rehabilitation and redevelopment by providing a grant equivalent to the municipal portion of the property tax. Heritage Property Tax Relief Program  Provides under Section 365.2 of the Municipal Act, eligible heritage property owners are able to receive a reduction in annual property taxes levied for Municipal and Education purposes. The programs listed above were in effect for an initial five-year period from the date the By-law was enacted (March, 2014). In addition to general incentive programs, the Town offered Brownfield redevelopment financial incentives for the CIP area, which included: Environmental Site Assessment Grant Program  Encourages redevelopment of Brownfield sites by providing private landowners and developers of properties for which a Phase 1 ESA exists with further assistance to specify the extent and nature of environmental contamination through a Phase II ESA. Environmental Remediation Tax Assistance Program  Encourages redevelopment of sites which involve the remediation of contaminated soil/buildings and/or other environmental risk management plans eligible for assistance under Regulation. Offers cancellation of property tax increases that result from the remediation and subsequent redevelopment of contaminated sites. In 2017, at the time of the Economic Development Reserve’s creation, Council approved the closure and transfer of all unspent balances in Capital Project #81015: Community Improvement Plan to this new reserve. This reserve has continued to fund both Aurora Page 311 of 320 September 21, 2021 4 of 8 Report No. PDS21-108 Economic Development Corporation and CIP requirements since this time. The current balance of the reserve is $412,800. Analysis Uptake of the Community Improvement Plan during the Initial Five-Year Period was limited to a few programs During the initial five-years of the Community Improvement Plan, Town Staff received five CIP applications which were either approved in full or in part by Council. A total of $85,000 was awarded to the applicants under the Façade and Signage Improvement Program and the Building Restoration, Renovation and Improvement Program, however three of the applicants’ funds have yet to be disbursed since the applicants have yet to complete their respective projects. In addition, the applicants for 95 Wellington St E and 15132 Yonge St were approved for the Tax-based Redevelopment Grant program and the applicant for 46 Wellington St E and 15032 Yonge St were approved for the Heritage Property Tax Relief program. Both of these programs are based on the property owner/developer paying the full cost of renovation, rehabilitation or redevelopment as well as the resulting annual increase in property tax. Completion of the project is then followed by the Town reimbursing the owner by way of annual grant equivalent to the agreed municipal portion of the increment property tax increase, over an established base assessment and tax liability. One of the associated projects was recently completed, however at the time of this report the grant request is under review and has not yet been issued. The Façade and Signage Improvement Grant was the Most Popular Program Community Improvement Plan Of the seven programs offered in the Community Improvement Plan, the Façade and Signage Improvement Grant has been the most popular program. Three applicants applied for the program, each was granted the maximum $15,000 for a total of $45,000 awarded to applicants. To date, only two applicants have received the full disbursement of funds. The other applicant has yet to complete their respective project. A summary of funding awarded is shown in Table 1: Page 312 of 320 September 21, 2021 5 of 8 Report No. PDS21-108 Table 1: Façade and Signage Improvement Grant Summary Applicant Total Amount of Funds Awarded Total Amount of Funds Disbursed Total Cost of Façade and Signage Improvement 46 Wellington St E $15,000.00 $15,000.00 $34,300.00 14810 Yonge St $15,000.00 $15,000.00 $80,000.00 15132 Yonge St $15,000.00 Pending Approval $100,000.00 Total $45,000.00 $30,000.00 $214,300.00 The Development Charge Grant Program, Environmental Site Assessment Grant Program, and the Environmental Remediation Tax Assistance Program Received No Applications Three out of the seven programs did not receive any applications over the initial five- year period they included the Development Charge Grant Program, Environmental Site Assessment Grant Program, and the Environmental Remediation Tax Assistance Program. The reasons for not receiving applications to the programs include eligibility for the program or little demand for the programs. Community Improvement Plan Performance Program Evaluation to be undertaken along with public consultation The detailed internal review of the Aurora Promenade Community Improvement Plan, as directed in the current CIP plan, is intended to determine whether each program has met its goals. The review will evaluate:  The opportunities to improve effectiveness by determining which programs should be eliminated, and which programs should be added, that align with the Official Plan and Promenade Secondary Plan;  The effectiveness of the funding and organizational structure of the CIP process;  The composition and operation of the Evaluation Committee;  The effectiveness of staff and other resources to administer, monitor and market the programs;  The funding levels required to support the recommended programs. Prior to the holding the statutory public meeting, staff will schedule an open house to consult with stakeholders of the Aurora Promenade to gain insight and input on the Page 313 of 320 September 21, 2021 6 of 8 Report No. PDS21-108 review of the previous programs and policies of the CIP, what new programs could be introduced, and how they align with the vision of the Promenade Secondary Plan. Following the open house, a statutory public meeting will be scheduled to present a revised CIP for public review and comment in accordance with Section 17 of the Planning Act. Other program considerations are permitted within a Community Improvement Plan Through the development of the 2014-2019 Community Improvement Plan, staff reviewed neighbouring communities to gauge the programs and grant allocations. Attachments 1 and 2 - Comparison of Neighbouring Municipalities offering CIP Grant Programs and Comparison of CIP Façade and Signage Grant Funding outline the comparable programs at the time. The Town of Newmarket, City of Richmond Hill and King Township all offer CIP funding in their respective downtown areas to support downtown revitalization. Some of the municipalities offer an extensive list of grant programs while others offer a select number. The two programs that are at the core of all CIP Programs similar to Aurora are the Façade and Signage Improvement Grant Program and the Building Restoration, Renovation & Improvement Grant Program. See Table 1 in Attachment 1 – Comparison of Neighbouring Municipalities offering CIP Grant Programs, which provides a summary of the CIP programs offered in the selected municipalities. In 2019, staff conducted a review of the funding levels for the CIP programs across the comparison municipalities. This analysis confirms that funding for the Aurora Promenade CIP is comparable to the highlighted neighbouring municipalities. See Table 1 in Attachment 2 – Comparison of CIP Façade and Signage Grant Funding, which provides an example comparison of the grant amounts in the four municipalities, which is a core program in all four municipalities. As part of the updating and public consultation process, staff will update the program comparison of neighbouring municipalities as well as review and present best practices and programs from across Ontario that are permitted under the Municipal Act for a Community Improvement Plan. Special consideration will be identified for programs that align with the Town’s Strategic Plan and various Departmental plans and objectives including: downtown revitalization, business support, climate and environment, green development, heritage preservation, accessibility and public realm amenities, along with managed growth in the Promenade. Page 314 of 320 September 21, 2021 7 of 8 Report No. PDS21-108 Advisory Committee Review Advisory Committees and local boards including the Aurora Economic Development Corporation, Aurora Business Improvement Association, and the Heritage, Environment and Accessibility committees will be included as part of public consultation and outreach. Legal Considerations If Council directs staff to update the Aurora Promenade Community Improvement Plan, staff must consult with various prescribed public bodies and at least one public meeting must be held to give the public an opportunity to make representations on the proposed plan. Financial Implications There are no direct financial implications arising from this report. Communications Considerations Should Council approve moving forward for updating the Community Improvement Plan, the Town will coordinate public engagement by way of a statutory public meeting as well as other engagement methodologies to obtain meaningful feedback. The Town will use “engage” as the level of engagement associated with this process and it will be promoted by way of the Town’s website, social media, engagement platform, and by way of the Council Highlights media release. Link to Strategic Plan The 2021 Community Improvement Plan for the Aurora Promenade supports many of the Goals and Objectives of the Town’s Strategic Plan, the most relevant goals are: Supporting an exception quality of life for all and enabling a diverse, creative and resilient economy. The relevant supporting objectives include: Strengthening the fabric of our community and promoting economic opportunities that facilitate growth of Aurora as a desirable place to do business. Alternative(s) to the Recommendation 1. That Council provide direction. Page 315 of 320 September 21, 2021 8 of 8 Report No. PDS21-108 Conclusions Staff recommend that Council direct staff to commence a review of the initial five-year Aurora Promenade CIP’s programs and policies based on a comprehensive evaluation of the previous programs supplemented by public consultation. Staff will report back to Council on the findings of the public consultation to a future General Committee meeting following the statutory public meeting. Attachments Attachment 1 - Comparison of Neighbouring Municipalities offering CIP Grant Programs Attachment 2 - Comparison of CIP Façade and Signage Grant Funding Previous Reports None Pre-submission Review Agenda Management Team review on September 2, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 316 of 320 Attachment 1 - Comparison of Neighbouring Municipalities offering CIP Grant Programs Table 1: Town of Aurora & Neighbouring Municipalities Grant Comparison Summary Grant Type Aurora Newmarket Richmond Hill King Township Façade and Signage Improvement Grant X X X X Building Restoration, Renovation & Improvement Program X X X X Development Charges (DC) Grant X X Tax – Based Redevelopment Grant (TIG) Program X X X Heritage Property Tax Relief X Environmental Site Assessment Grant Program X Environmental Remediation Tax Assistance Program X Landscaping Grant X X Project Feasibility Study Program X Planning & Building Fees Rebate/ Credit Program X X Parking Requirement Program X Parkland Dedication Exemption Program X Building Accessibility Grant X Motor Vehicle and Bicycle Parking Grant X Page 317 of 320 Attachment 2 – Comparison of CIP Façade and Signage Grant Funding Table 1: Façade and Signage Improve Grant Funding Comparison Façade and Signage Improvement Grant Aurora Newmarket Richmond Hill King Township Grant Amount Façade: grant of up to 50% of eligible costs up to a maximum grant of $15,000 per property, whichever is less Signage: the municipality will only fund signage costs to a maximum of $2,500 Façade: up to 50% of eligible costs to a maximum of $15,000 per property, except for corner and laneway properties which shall be eligible to receive a matching grant of up to 50% of eligible costs to a maximum of $20,000 per property. Signage: up to 50% of eligible costs to a maximum of $2,500 per business *Façade: grant of up to 90% of eligible costs or a maximum of $27,000 per property for a single façade and $45,000 per property, whichever is less for façade improvement projects involving more than one façade Signage: Cost- shared grant of up to 90% of eligible costs or a maximum grant of $4,500 per property, whichever is less Façade: up to 50% of the project’s cost or $10,000, whichever is less (grant can be increased to $15,000 for corner lots) Signage: Grant up to 50% of the project’s costs or $2,500, whichever is less *Grant was intended to revert back to up to 50% eligible costs to a maximum grant of $15,000 per property on March 31, 2020. Page 318 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Notice of Motion Councillor ’s Office _______________________________________________________________________________________ Re: National Day for Truth and Reconciliation To: Mayor and Members of Council From: Councillor Sandra Humfryes Date: September 21, 2021 _______________________________________________________________________________________ Whereas the Truth and Reconciliation Commission (TRC) released its final report on June 2, 2015, which included 94 Calls to Action to redress the legacy of residential schools and advance the process of Canadian reconciliation; and Whereas the recent discoveries of remains and unmarked graves across Canada have led to increased calls for all levels of government to address the recommendations in the TRC’s Calls to Action; and Whereas all Canadians and all orders of government have a role to play in reconciliation; and Whereas Recommendation #80 of the Truth and Reconciliation Commission called upon the federal government, in collaboration with Aboriginal peoples, to establish, as a statutory holiday, a National Day for Truth and Reconciliation to ensure that public commemoration of the history and legacy of residential schools remains a vital component of the reconciliation process; and Whereas the Federal Government has announced September 30, 2021, as the first National Day for Truth and Reconciliation (National Orange Shirt Day) and a statutory holiday; 1. Now Therefore Be It Hereby Resolved That the Council of the Town of Aurora does hereby commit to recognizing September 30, 2021, as the National Day for Truth and Reconciliation (National Orange Shirt Day) by sharing the stories of residential school survivors, their families, and communities. Page 319 of 320 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Notice of Motion Councillor ’s Office _______________________________________________________________________________________ Re: Outdoor Fitness Park To: Mayor and Members of Council From: Councillor Rachel Gilliland Date: September 21, 2021 _______________________________________________________________________________________ Whereas active fitness contributes to overall physical health and mental health wellbeing; and Whereas the Town of Aurora currently has outdoor fitness equipment that is rather spaced out in a run style circuit format, which may need upgrading and/or an assessment of functionality; and Whereas the Town may have alternate opportunities to create an outdoor fitness park in new or existing park locations, such as in the underserviced southwest Aurora area; and Whereas current viral infections have prevented residents from indoor activities due to pandemic closures of various indoor facilities; and Whereas an outdoor fitness park will give opportunities for residents to freely exercise safely outdoors, create possible Town programming, and possible rental opportunities to generate revenue, such as ParkFitTO programming and Trekfit parks in Toronto; 1. Now Therefore Be It Hereby Resolved That staff report back with possible new fitness park locations or potential upgrades to current parks, including information on costing. Page 320 of 320