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AGENDA - General Committee - 20211130Town of Aurora General Committee Meeting Revised Agenda Date:November 30, 2021 Time:7 p.m. Location:Council Chambers, Aurora Town Hall Due to the COVID-19 pandemic, meetings will be available to the public via live stream only on the Town’s YouTube Channel. To participate electronically, please visit aurora.ca/participation. Pages 1.Call to Order Councillor Thompson in the Chair. Note: Additional items are marked with an asterisk (*). 2.Land Acknowledgement 3.Approval of the Agenda 4.Declarations of Pecuniary Interest and General Nature Thereof 5.Community Presentations 6.Delegations 6.1.Susan Morton-Leonard and Lynn Browne, Residents; Re: 2022 Budget Request for Train Whistle Cessation 1 *6.2.Nick Pileggi, representing Gillam Residence Ltd. Partnership; Re: Item 9.5 - PDS21-152 - Application for Removal of (H) Holding Provision, Gillam Residence Ltd. Partnership - 15520 Yonge Street 2 7.Consent Agenda 7.1.CMS21-034 - Public Art Master Plan - Status Update 3 (Information Report dated November 16, 2021, included on agenda per Member of Council request) That Report No. CMS21-034 be received for information.1. 7.2.FIN21-045 - Q3 2021 Procurement Report 9 (Information Report dated November 16, 2021, included on agenda per Member of Council request) That Report No. FIN21-045 be received for information.1. 8.Advisory Committee Meeting Minutes 8.1.Mayor's Golf Classic Funds Committee Meeting Minutes of November 5, 2021 15 That the Mayor's Golf Classic Funds Committee meeting minutes of November 5, 2021, be received for information. 1. 8.2.Accessibility Advisory Committee Meeting Minutes of November 10, 2021 18 That the Accessibility Advisory Committee meeting minutes of November 10, 2021, be received for information. 1. 8.3.Aurora Town Square Project Monitoring Task Force Meeting Minutes of November 16, 2021 23 That the Aurora Town Square Project Monitoring Task Force meeting minutes of November 16, 2021, be received for information. 1. 8.4.Mayor's Golf Classic Funds Committee Meeting of November 18, 2021 26 That the Mayor's Golf Classic Funds Committee Meeting Minutes of November 18, 2021 be received for information. 1. *8.5.Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of November 17, 2021 29 That the Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of November 17, 2021, be received for information. 1. *8.6.Community Advisory Committee Meeting Minutes of November 18, 2021 32 That the Community Advisory Committee meeting minutes of November 18, 2021, be received for information. 1. 9.Consideration of Items Requiring Discussion (Regular Agenda) 9.1.FIN21-049 - Procurement Modernization Project Update 35 (Presentation to be provided by Rachel Wainwright-van Kessel, Director of Finance) That Report No. FIN21-049 be received for information.1. 9.2.CS21-059 - Fence By-law Exemption Request – 32 Knowles Crescent 82 That Report No. CS21-059 be received; and1. That an exemption to the Town’s Fence By-law No. 4753-05.P to permit a recently constructed non-compliant fence in the rear yard at 32 Knowles Crescent, be denied; and 2. That staff report to Council at a future meeting outlining proposed amendments to the Fence By-law No 4753-05.P on a process to address future fence exemption requests. 3. 9.3.CS21-089 - Pending List Review 89 That Report No. CS21-089 be received; and1. That items marked “Completed” be removed from the Pending List. 2. 9.4.OPS21-021 - Tree Removal Permit Application - 144 Temperance Street 107 That Report No. OPS21-021 be received; and1. That the Tree Removal Permit Application for 144 Temperance Street be approved. 2. 9.5.PDS21-152 - Application for Removal of (H) Holding Provision, Gillam Residence Ltd. Partnership - 15520 Yonge Street, Plan 246 PT Lot 4, File Number: ZBA(H)-2021-01, Related File Number: SPM-2021-01 145 That Report No. PDS21-152 be received; and1. That the Application to Remove the (H) Holding Provision File ZBA(H)-2019-01 for Gillam Residence Ltd. Partnership at 15520 Yonge Street be approved; and 2. That the amending by-law to remove the (H) Holding provision be presented for enactment at a future Council meeting. 3. 9.6.PDS21-155 - Application for Site Plan Approval, Horseshoe Properties Inc., 130 Industrial Parkway North, File Number: SP-2021-05 162 That Report No. PDS21-155 be received; and1. That Site Plan Application File SP-2021-05 to permit the2. development of a building addition for warehousing with a Gross Floor Area of 1,163.08 m² (12,519 ft²) be approved in principle, subject to the following conditions: Resolution of all outstanding minor technical comments from internal departments and external agencies including the Region of York and the Lake Simcoe Region Conservation Authority, to the satisfaction of the Director of Planning & Development Services, prior to execution of a site plan agreement; and i. Execution of a site plan agreement between the Owner and the Town ensuring all Town and external agency requirements are satisfied, including the payment of fees and securities and Cash-in-Lieu of Parkland. ii. 10.Notices of Motion *10.1.Councillor Kim; Re: Naming Policy Review 181 11.Regional Report 12.New Business 13.Public Service Announcements 14.Closed Session There are no Closed Session items for this meeting. 15.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee * General Committee Council or Committee Meeting Date *  2021-11-30 Subject * 2022 Budget Request for Train Whistle Cessation Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Susan Morton-Leonard, Lynn Browne Brief Summary of Issue or Purpose of Delegation * Request Council table a motion to add a line on the 2022 Budget to enable a Town Staff working group to work towards ending train whistling in accordance with Transport Canada's Train Whistle Cessation process. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Samantha Yew, Deputy Clerk Date you spoke with Town staff or a Council member 2021-11-22   Page 1 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee * General Committee Council or Committee Meeting Date *  2021-11-30 Subject * 9.5 - 15520 Yonge Street Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Nick Pileggi on behalf of Gillam Residence Limited Partnership Brief Summary of Issue or Purpose of Delegation * In support of an expeditious removal of the Holding by-law Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree  Page 2 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Information Report No. CMS2 1 -0 34 Subject: Public Art Master Plan – Status Update Prepared by: Phillip Rose, Manager of Aurora Town Square Department: Community Services Date: November 16, 2021 In accordance with the Procedure By-law, any Member of Council may request that this Information Report be placed on an upcoming General Committee or Council meeting agenda for discussion. Executive Summary This report provides an overview of the initiatives undertaken since February 2021 to develop the Town’s first-ever Public Art Master Plan. • The Town formed a Public Art Working Group, the purpose of which is to advise the municipality on the development of the Public Art Master Plan. • The Public Art Working Group has met three times since May 2021. • The Town released an online survey in June 2021 to gather data from the public that will inform the development of the Public Art Master Plan. • The Public Art Working Group is currently organizing a Public Art Forum for early 2022. Background In February, Council directed staff to develop a Public Art Master Plan (PAMP) that begins with internal engagement and the formation of a Public Art Working Group (PAWG), followed by public engagement, consultation with Mayor and Council, and ending with the final draft of the PAMP for Council’s consideration. Since February, staff have taken several steps to advance the PAMP’s development. Page 3 of 181 November 16, 2021 2 of 6 Report No. CMS21-034 Analysis The Town formed a Public Art Working Group, the purpose of which is to advise the municipality on the development of the Public Art Master Plan. Between April and May, staff released an online call for PAWG members. As a result, six individuals with a range of expertise and experience were selected to join the group alongside Town staff. The PAWG includes the following members: 1. Andrea Araujo, Artist, Special Events Program Assistant 2. Grazyna Tonkiel, Community Member, Performing and Visual Artist 3. Jennifer Worden, Community Member 4. Suzanne Haines, Executive Director, Aurora Cultural Centre 5. Lisa Hausz, Manager of Economic Development and Policy, Town of Aurora 6. Phillip Rose, Manager of Aurora Town Square, Town of Aurora 7. Robin McDougall, Director of Community Services, Town of Aurora The Public Art Working Group has met three times since May 2021. The first PAWG meeting was held on May 31 and focused on connecting as a group and setting an initial strategic intent for the group’s work. During the second meeting in June, the PAWG discussed how best to inventory existing Public Art assets in Aurora, the need for a Public Art Survey, and public engagement opportunities throughout the summer. The third meeting took place at the end of September and the group reviewed the survey results and began to make plans for the Public Art Forum in 2022. The Town released an online survey in June 2021 to gather data from the public that will inform the development of the Public Art Master Plan. The survey included 12 questions and between June and October, the Town received 84 responses. The following is a summary of survey responses. Question Response(s) What is the first thing that comes to mind when you think of the Town of Aurora? The following is a sample of the overall responses: safe, growing, friendly, privileged, big heart, nature focused, charming, old school, family oriented, clean, not a destination, divided, overcrowded, expensive, bedroom community, close-knit, interesting, boring, peaceful, active, quaint Page 4 of 181 November 16, 2021 3 of 6 Report No. CMS21-034 What makes Aurora special/unique (why do you choose to live/work in Aurora)? The following is a sample of the overall responses: sense of community, access to everything, small town feel, community, subsidized housing, small but close to the city, nature, my roots are here, friends, changing demographics, central in York Region, close to family, low crime rate, the people that live here, quieter than most towns, all the amenities, great parks, variety of events and activities What do you think the role of public art should be in Aurora? Note: Respondents could choose up to 6 responses from a list of 18 options. Only the top 5 responses are listed here. Bring a sense of whimsy and delight to everyday spaces, 62% Provide people the opportunity to experience art, 61% Support and nurture growth of the local arts community, 56% Nurture art appreciation and participation in our youth, 36% Anchor local gathering places in the community, 35% What kind of public art would you like to see in Aurora? Note: Respondents could choose all that apply from a list of 7 options. Artful public spaces, 77% Permanent sculptures, 63% Murals, 63% Street Art, 56% Changing sculptures, 52% Temporary installations, 48% Other (please specify), 10% What type of public art are you most interested in experiencing? Note: Respondents could choose up to 3 responses from a list of 9 options. Only the top 5 responses are listed here. Art about nature, 55% Historical, 36% Whimsical, 38% Interactive, 38% Page 5 of 181 November 16, 2021 4 of 6 Report No. CMS21-034 Reactive (i.e., reacts to environmental changes), 33% Where in Aurora would you like to see public art? Note: Respondents could choose all that apply from a list of 10 options. Only the top 5 responses are listed here. Historic downtown, 82% Public parks/playgrounds, 74% Outside on a building, 58% Sidewalks and alleyways, 52% Natural settings, 50% What public art opportunities are important for Aurora? Respondents could choose all that apply from a list of 8 options. Only the top 5 responses are listed here. Opportunity for local artists, makers, performers, entrepreneurs, 86% Art openings and events, 67% Interactive educational opportunities, 60% Hands-on community art making experiences, 55% Temporary art projects, 52% The Public Art Working Group is currently organizing a Public Art Forum for early 2022. The purpose of the Public Art Forum will be to seek additional input from leaders across various sectors during a day of presentations, discussions, and hands-on workshops. The Forum will be the last major piece of the project’s public engagement strategy, following which time, staff will begin to draft the PAMP. Advisory Committee Review Staff will engage with relevant advisory committees and task forces to ensure their perspectives are incorporated into the final Public Art Master Plan. Legal Considerations None. Page 6 of 181 November 16, 2021 5 of 6 Report No. CMS21-034 Financial Implications To date, contributions totalling $344,900 have been made to the Public Art reserve including all accumulated investment income to date. The Town has not used any of these reserve funds nor has it earmarked any of its funds for any future projects. An important component of the Public Art Master Plan will be a financial strategy that will outline how public art projects may be funded. Communications Considerations There is an Engage Aurora page dedicated to the Public Art Master Plan. Engagement has been ongoing in this process and will continue as it evolves. As decisions are made regarding this Master Plan, the Town will also continue to inform stakeholders and residents by way of the Town’s website, engagement portal, and social media accounts. Link to Strategic Plan The Public Art Master Plan supports the following Strategic Plan goal of celebrating and promoting our culture in its accomplishment in satisfying requirements in the following key objectives within these goal statements: • Develop a Cultural Master Plan that includes heritage, music, and art to promote more cohesive and coordinated cultural services • Expand opportunities and partnerships that contribute to the celebration of culture in the community • Actively promote and support a plan to revitalize the downtown that includes culture Alternative(s) to the Recommendation 1. Council may provider further direction. Conclusions This report provides an overview of ongoing efforts to develop Aurora’s Public Art Master Plan and highlights next steps to be taken by the Town and the Public Art Working Group. Page 7 of 181 November 16, 2021 6 of 6 Report No. CMS21-034 Attachments None. Previous Reports CMS21-004, Public Art Policy and Public Art Master Plan, February 2, 2021 Pre-submission Review Agenda Management Team review on October 28, 2021 Approvals Approved by Robin McDougall, Director, Community Services Department Approved by Doug Nadorozny, Chief Administrative Officer Page 8 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Information Report No. FIN2 1 -0 45 _______________________________________________________________________________________ Subject: Q3 2021 Procurement Report Prepared by: Anna Ruberto, Procurement Manager Department: Finance Date: November 16, 2021 _______________________________________________________________________________________ In accordance with the Procedure By-law, any Member of Council may request that this Information Report be placed on an upcoming General Committee or Council meeting agenda for discussion. Executive Summary This report presents procurement information for Q3 of 2021 as per the Town’s procurement by-law reporting requirements including: • Awarded contracts which exceed $250,000 • Sole and Single Source contracts awarded with values between $10,000 to $100,000 Background An award to suppliers can occur when there is sufficient budget as approved by Council during the budget process. Approval of award is provided by Town staff according to approval authority as delegated by the applicable department head. There is a purchase order (PO) and legal contract when the award is over $50,000 and executed by the appropriate department head. Contracts over $1,000,000 require the approval of the Chief Administrative Officer (CAO) and there is a PO and contract that is executed by the CAO. Pursuant to provision 27.1 of the by-law, the Procurement Manager shall prepare a quarterly summary information report to Council outlining all awarded contracts over $250,000. A sole source purchase may be used for the procurement of goods, services, or Construction when there is only one source that is able to meet the requirements of the procurement, which may be due to their unique ability or skill, possession of proprietary technology, copyright, patent or other intellectual property. Page 9 of 181 November 16, 2021 2 of 6 Report No. FIN21-045 A single source purchase is a method of procurement used after soliciting and negotiation with only one contractor when there is more than one potential source available for such procurement. Provision 13.6 (a) provides for circumstances in which such a procurement is permissible, such as in situations where a certain vendor needs to be retained for reasons of standardization or compatibility with existing products, where a purchase is made pursuant to a co-operative bid put out by another government agency or where a contract is required due to a contract termination or expiry, for a short interim period to meet immediate recurring business requirements. Sole / single source contract awards over $50,000 require approval and execution by the CAO and awards over $100,000 require Council approval and execution by the Mayor and Town Clerk. Sections 13.5 and 13.6 of the procurement by-law requires the Procurement Manager to prepare a quarterly report of sole and single source purchases not requiring Council approval. This report excludes emergency procurements that have separate reporting requirements and low value procurements under $10,000. All procurement thresholds and those listed in this report exclude the harmonized sales tax (HST). Analysis Contracts which exceeded $250,000 awarded and executed in Q3 of 2021 Within Q3 2021, there were four (4) awards made over $250,000, for a total award amount of $7,605,215.03. Table 1 Q3 2021 Contracts Awarded Over $250,000 PROCUREMENT NUMBER & DESCRIPTION DEPARTMENT SUPPLIER NAME TERM AMOUNT (EXCL. HST) 2021-20-OPS-P Joseph Hartman Trail Connection Operations GMR LANDSCAPING INC. PO issued 10/31/21 No Term $ 278,167.37 2021-38-PDS-EN Road Reconstruction (Murray Drive) Planning and Development Services BRENNAN PAVING & CONSTRUCTION LTD. PO issued 07/15/2021 No Term $1,985,255.06 2021-56-OPS- Road Snowplowing Operations ROA INC. PO issued 08/19/2021 7 year term $1,944,026.60 Page 10 of 181 November 16, 2021 3 of 6 Report No. FIN21-045 PROCUREMENT NUMBER & DESCRIPTION DEPARTMENT SUPPLIER NAME TERM AMOUNT (EXCL. HST) 2021-22-OPS-R Sidewalk Snowplowing Operations Forest Ridge Landscaping PO issued 08/20/2021 7 year term $3,397,766.00 Sole and Single Source contracts valued at $10,000 to $100,000 awarded and executed in Q3 of 2021 Within Q3 2021, there were five awards made for a total award amount of $563,034.00. There were two sole source awards for a total amount of $143,000.00 for Operations Fleet division. Additionally there were three single source awards made for a total amount of $420,034.00, with two for Planning and Development, Building and Economic divisions and one for Operations, fleet division. Table 2 Q3 2021 Sole Source Contracts Awarded PROCUREMENT BYLAW REFERENCE DEPART- MENT & DIVISON SUPPLIER NAME DESCRIPTION AMOUNT (EXCL. HST) Sole Source: Only one source able to meet the requirements which is due to their unique ability or skill, possession of proprietary technology, copyright, patent or other intellectual property Operations: Fleet KROWN INC. Rust Proofing Services for Fleet Vehicles. The Krown product is a proprietary product and has proven to be superior for protection against rust. No other product in the rustproofing market provides the protection that Krown's proprietary product does. Continuing with the Krown program annually, complies with the warranty provided by Krown. $45,000.00 FST CANADA INC. o/a Joe Johnson Equipment Supply and delivery of vehicle parts and service for the specialized equipment required for street sweeping. The original equipment and machinery was ordered through Joe Johnson equipment. They are the only distributer/maintenance company in the province for these specialized pieces of equipment. $98,000.00 Page 11 of 181 November 16, 2021 4 of 6 Report No. FIN21-045 Table 3 Q3 2021 Single Source Contracts Awarded PROCUREMENT BY-LAW REFERENCE DEPART- MENT & DIVISION SUPPLIER NAME DESCRIPTION AMOUNT (EXCL. HST) Single: (ii) where compatibility with an existing product, equipment, facility or services is a paramount consideration Planning and Development: Building N. HARRIS COMPUTER SYSTEMS Software is compatible with current CityView software for insurance and building permits. License fees, implementation and maintenance for Cityview Preferred and Cityview Cashiering software. $ 96,034.00 Single (iv) where due to a Contract termination, expiry, or other reason, a Good or Service is Purchased for a short interim period to meet immediate recurring business requirements, during which period a Procurement process is initiated for the longer term supply of such Good or Service Operations: Roads METRO ASPHALT SEALER & REPAIRS Curb and catchbasin repairs on an as-needed basis from September 1, 2021 to October 31, 2021. Previously Metro Asphalt has performed this work for the Town. The contract is on an interim basis until the award of the RFT procurement number 2021-93-OPS-R is finalized. The competitive procurement is in the award process with a start date of November 1st for a four-year term and 3 one year extension options. $275,000.00 Single (viii) in the absence of any Bids in response to a Solicitation for Bids made in accordance with the by-law Planning and Development: Economic THE PLANNING PARTNERSHIP Consulting services for the provision of a Streetscape Needs Assessment. RFP#2021-83-PDS-ED was issued and no submissions were received. The Planning Partnership were engaged due to their original background work that was performed on this project. $ 49,000.00 Advisory Committee Review None Page 12 of 181 November 16, 2021 5 of 6 Report No. FIN21-045 Legal Considerations Pursuant to provisions 27.1, 13.5 and 13.6 of the bylaw, the Procurement Manager shall prepare a quarterly report of awarded procurements exceeding $250,000 and sole source and single source purchases not requiring Council approval, excluding Low Value Procurements (i.e. less than $10,000). This report satisfies these provisions. Financial Implications The value of awarded procurements, which exceed $250,000, represent a financial obligation to the Town of $7,605,215.03. Additionally, the above lists of awarded sole and single source procurements represent a financial obligation to the Town of $563,034.00. Communications Considerations There are no communications considerations as a result of this report. The report will be on the Town’s website for public consumption. Link to Strategic Plan Regular reporting to Council on the Town’s awarded contracts contributes to achieving the Strategic Plan guiding principle of “Leadership in Corporate Management” and improves transparency and accountability to the community. Alternative(s) to the Recommendation None Conclusions The by-law requirements to provide a quarterly procurement report for awards over $250,000 and sole and single source procurements, not requiring Council approval, has been fulfilled. Attachments None Page 13 of 181 November 16, 2021 6 of 6 Report No. FIN21-045 Previous Reports None Pre-submission Review Agenda Management Team review on October 28, 2021 Approvals Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance/Treasurer Approved by Doug Nadorozny, Chief Administrative Officer Page 14 of 181 1 Town of Aurora Mayor's Golf Classic Funds Committee Meeting Minutes Date: Time: Location: Friday, November 5, 2021 10 a.m. Video Conference Committee Members: Koula Koliviras (Chair) Barb Allan Wendy Browne Rosalyn Gonsalves Members Absent: Heidi Schellhorn Other Attendees: Jason Gaertner, Manager, Financial Management Michael de Rond, Town Clerk Samantha Yew, Deputy Town Clerk _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 10:05 a.m. 2. Approval of the Agenda Moved by Barb Allan Seconded by Rosalyn Gonsalves That the agenda as circulated by Legislative Services be approved. Carried Page 15 of 181 2 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50 4. Receipt of the Minutes 4.1 Mayor's Golf Classic Funds Committee Meeting Minutes of July 20, 2021 Moved by Rosalyn Gonsalves Seconded by Wendy Browne That the Mayor's Golf Classic Funds Committee meeting minutes of July 20, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration None. 7. Informational Items None. 8. Closed Session Moved by Rosalyn Gonsalves Seconded by Barb Allan That the Committee resolve into a Closed Session to consider the following matter: 1. Personal matters about an identifiable individual, including municipal or local board employees (Section 239(2)(b) of the Municipal Act, 2001); Re: Personal Application for Assistance Carried Page 16 of 181 3 8.1 Personal Application for Assistance Personal matters about an identifiable individual, including municipal or local board employees (Section 239(2)(b) of the Municipal Act, 2001) Moved by Wendy Browne Seconded by Barb Allan 1. That the Personal Application for Assistance be received; and 2. That the confidential direction to staff be confirmed. Carried 9. Adjournment Moved by Rosalyn Gonsalves Seconded by Barb Allan 1. That the meeting be adjourned at 10:34 a.m. Carried Page 17 of 181 1 Town of Aurora Accessibility Advisory Committee Meeting Minutes Date: Time: Location: Wednesday, November 10, 2021 7:00 p.m. Video Conference Committee Members: Rachelle Stinson (Chair) Matthew Abas (Vice Chair) John Lenchak (arrived at 7:50 p.m.) Hailey Reiss Max Le Moine (arrived at 7:55 p.m.) Jo-anne Spitzer Members Absent: Councillor John Gallo Other Attendees: Mat Zawada, Accessibility Advisor Ishita Soneji, Council/Committee Coordinator _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 7:01 p.m. 2. Approval of the Agenda Moved by Matthew Abas Seconded by Jo-anne Spitzer That the agenda as circulated by Legislative Services, be approved. Carried Page 18 of 181 2 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50 4. Receipt of the Minutes None. 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Accessibility Advisor; Re: Site Plan application ZBA- 2021-06 and SUB-2021-02 (Submission 1), 5 to 70 Archer Hill Court Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee. The Committee reviewed the site plan and had no further input. Moved by Matthew Abas Seconded by Jo-anne Spitzer 1. That the memorandum regarding Site Plan application ZBA-2021-06 and SUB-2021-02 (Submission #1), 5 to 70 Archer Hill Court be received; and 2. That the Accessibility Advisory Committee comments regarding Site plan application ZBA-2021-06 and SUB-2021-02 (Submission #1) be received and referred to staff for consideration and further action as appropriate. Carried 6.2 Memorandum from Accessibility Advisor; Re: Site Plan application OPA- 2021-03, ZBA-2021-03, SP-2021-07 (Submission 2), 15296, 15306, 15314 Yonge Street Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee. The Committee reviewed the site plan and had no further input. Page 19 of 181 3 Moved by Matthew Abas Seconded by Jo-anne Spitzer 1. That the memorandum regarding Site Plan Application OPA-2021-03, ZBA-2021-03, SP-2021-07 (Submission #2), 15296, 15306, 15314 Yonge Street be received; and 2. That the Accessibility Advisory Committee comments regarding Site plan application OPA,2021-03, ZBA-2021-03, SP-2021-07 (Submission #2) be received and referred to staff for consideration and further action as appropriate. Carried 6.3 Memorandum from Accessibility Advisor; Re: Site Plan application SP-2021- 08 (Submission 2), 20 and 25 Mavrinac Blvd Staff provided an overview of the site plan and comments submitted to the Planner on behalf of the Committee and the developer's response to previous comments. The Committee and staff reviewed various aspects of the site plan and further suggestions were made regarding consideration for: crosswalk connecting the parkette to surrounding streets and installation of crosswalk at the intersection of Mavrinac Boulevard and Halldorson Avenue connecting the east and west development sites. Moved by Matthew Abas Seconded by Hailey Reiss 1. That the memorandum regarding Site Plan Application SP-2021-08 (Submission #2), 20 and 25 Mavrinac Blvd be received; and 2. That the Accessibility Advisory Committee comments regarding Site plan application SP-2021-08 (Submission #2) be received and referred to staff for consideration and further action as appropriate. Carried 6.4 Memorandum from Accessibility Advisor; Re: Town of Aurora Multi-Year Accessibility Plan 2022 – 2026 Staff provided a brief overview of the memorandum and provided details on various aspects of the 2022-2026 Multi-Year Accessibility Plan Page 20 of 181 4 including accessible formatting, creating a HTML version of the plan for easy navigation, and changes from the current plan. Staff further provided details on the structure of the plan identifying the five key pillars of focus and the specific goals within each area. Staff noted that public consultation via an open forum, the Town website, social media platforms, and Engage Aurora survey is ongoing. Staff further advised that feedback regarding the plan can be provided by December 3, 2021. The Committee advised on minor revisions and were in support of the proposed plan. Moved by Hailey Reiss Seconded by Matthew Abas 1. That the memorandum regarding Town of Aurora Multi-Year Accessibility Plan 2022 – 2026 be received; and 2. That the Accessibility Advisory Committee comments regarding Town of Aurora Multi-Year Accessibility Plan 2022 – 2026 be received and referred to staff for consideration and further action as appropriate. Carried 6.5 Round Table Discussion; Re: Town of Aurora Accessibility Plan 2018 to 2024 Staff provided an update on the various capital and operating project accomplishments as follows: completion of the Facility Accessible Design Standards noting that the document will be added to the Town website; behaviour management training for staff; upgrading the door operators at the Stronach Aurora Recreation Complex and the Aurora Seniors Centre; availability of portable ramps at all special events; addition of evacuation chairs to emergency staircases at the Aurora Community Centre, Aurora Family Leisure Complex, and one to be installed at the Aurora Public Library. Staff further proposed an initiative for the Committee's consideration by Holland Bloorview called the Dear Everybody in Action campaign. Staff noted the purpose of the campaign is to create awareness and learn about abelism in the community, social media, and various media platforms. The Committee and staff discussed about the prospects of incorporating and applying the concepts to various Town initiatives and content. Page 21 of 181 5 Staff referred to the accessibility video project noting that the first introductory video is forthcoming and information regarding particip ating in the video will be circulated to the Committee members. The Committee and staff discussed about the expectations and content for the first video, involvement of staff and Members of Council, the suitable length and format of the video, video shooting locations, and proposed topic. The Committee further discussed topics for future videos and creating a repository of videos for access to the community. Staff advised that all safety protocols and COVID-19 health guidelines will be followed for any in-person video recording instances. Moved by Hailey Reiss Seconded by Jo-anne Spitzer 1. That the Accessibility Advisory Committee comments regarding the Town of Aurora Accessibility Plan 2018 to 2024 be received and referred to staff for consideration and further action as appropriate. Carried 7. Informational Items None. 8. Adjournment Moved by Hailey Reiss Seconded by Matthew Abas That the meeting be adjourned at 8:18 p.m. Carried Page 22 of 181 Town of Aurora Aurora Town Square Project Monitoring Task Force Meeting Minutes Date: Tuesday, November 16, 2021 Time and Location: 1 p.m.; the meeting was held electronically Task Force Members: 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), Phil Rose (Manager, Aurora Town Square), Les Camm (Senior Project Manager, Colliers) and Mark Haddock (Project Manager, Colliers) Members Absent: None Other Attendees: None Meeting called to order at 1:06 p.m. 1. Delegations None 2. Review of Task Force Minutes Review of Minutes from July 13, 2021. No comments. 3. Project Status Update • Budget Update: o 77 COs approved with a value of $1.16 million or 39% of contingency o 92.5% of contract budget committed to date Page 23 of 181 Aurora Town Square Project Monitoring Task Force Meeting Minutes November 16, 2021 Page 2 of 3 o $12.6 million of construction contract complete, or approximately 30% of the contract value o 39% of Construction Contingency disbursed to date o Management Reserve remains untouched • Schedule Update: latest schedule from Chandos shows the following completion dates: o New spaces adjoining Library/Library façade – May 2022* o Outdoor Square and Bridge – August 2022 o Church Street School addition – January 2023 o The schedule changes are due to several factors, including staff turnover, weather, labour shortages, and material delivery delays. *Although Final Completion for the new spaces adjoining the Library is shown in the schedule as May 2022, Interior Occupancy is forecast for mid-end March 2022. 4. Communication Update • 4 CAO and Stakeholder Updates released since last meeting (Aug, Sept, Oct, and Nov) • 1 project status update in the CAO’s Blog to all staff • Videos: o Logo unveiling o Let’s Talk Logo with Katrina Estacio o Behind the Scenes: Mayor Mrakas o Construction Timelapse • Social Media: o Let’s Talk Logo Design:  Instagram: 1110 reached, 284 views, 15 likes, 1 share, 1 archived o Logo Launch Countdown 1:  Instagram: 1277 reached, 29 likes, 1 comment, 1 archived o Logo Launch Countdown 2:  Instagram: 1279 reached, 388 views, 16 likes, 1 archived o Social media campaign to increase subscribers/Tote Bag Giveaway:  1335 reached, 358 views, 15 likes, 2 archived, 3 shares • Engage Aurora Webpage: Page 24 of 181 Aurora Town Square Project Monitoring Task Force Meeting Minutes November 16, 2021 Page 3 of 3 o August: 2.7k visits, 8 new registrations, 4 videos uploaded o September: 446 visits, 9 new registrations, 1 new time lapse video uploaded o October: 2.8k visits, 17 new registrations • Media Release regarding new logo • Newspapers: logo reveal coverage in The Auroran, Era Banner, Toronto Star, and St. Catharines Standard 5. New Business • Capital campaign/fundraising update – several hard hat tours have been conducted over the last few weeks with verbal commitments received from various prospective donors totalling approximately half of the campaign goal. • The front steps leading into the new Yonge Street Library entrance do not currently meet accessibility standards as the slope is greater than what is allowed by the AODA. Staff are meeting with the contractor and consultants to find a solution and will report back. 6. Next Meeting Date TBD – early 2022 7. Adjournment The meeting adjourned at 1:26 p.m. Page 25 of 181 1 Town of Aurora Mayor's Golf Classic Funds Committee Meeting Minutes Date: Time: Location: Thursday, November 18, 2021 10 a.m. Video Conference Committee Members: Koula Koliviras (Chair) Wendy Browne Rosalyn Gonsalves Members Absent: Barb Allan Heidi Schellhorn Other Attendees: Councillor Wendy Gaertner Jason Gaertner, Manager, Financial Management Michael de Rond, Town Clerk _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 10:02 a.m. 2. Approval of the Agenda Moved by Rosalyn Gonsalves Seconded by Wendy Browne The agenda as circulated by Legislative Services, be approved. Carried Page 26 of 181 2 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50 4. Receipt of the Minutes 4.1 Mayor's Golf Classic Funds Committee Meeting Minutes of November 5, 2021 Moved by Wendy Browne Seconded by Rosalyn Gonsalves That the Mayor's Golf Classic Funds Committee meeting minutes of November 5 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Application from Welcoming Arms - Community Christmas Dinner The Committee discussed the application from Welcoming Arms for their annual Community Christmas Dinner and agreed it merited funding. Moved by Rosalyn Gonsalves Seconded by Wendy Browne 1. That the application from Welcoming Arms - Community Christmas Dinner be received; and 2. That the funding request be approved in the amount of $5,000. Carried 7. Informational Items None. Page 27 of 181 3 8. Adjournment Moved by Rosalyn Gonsalves Seconded by Barb Allan That the meeting be adjourned at 10:09 a.m. Carried Page 28 of 181 1 Town of Aurora Anti-Black Racism and Anti-Racism Task Force Meeting Minutes Date: Time: Location: Wednesday, November 17, 2021 7:00 p.m. Video Conference Committee Members: Mark Lewis (Chair) Noor El-Dassouki (Vice Chair) Edlene Antonio Shivangi Bagga Jennie Dekkema Keenan Hull Mae Khamissa Councillor Harold Kim Other Attendees: Techa Van Leeuwen, Director of Corporate Services Demetre Rigakos, Manager, Human Resources Michael de Rond, Town Clerk _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 7:02 p.m. 2. Approval of the Agenda Moved by Noor El-Dassouki Seconded by Mae Khamissa That the agenda, as circulated by Legislative Services, be approved. Carried Page 29 of 181 2 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50 4. Receipt of the Minutes 4.1 Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of October 20, 2021 Moved by Noor El-Dassouki Seconded by Mae Khamissa That the Anti-Black Racism and Anti-Racism Task Force meeting minutes of October 20, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Manager, Human Resources; Re: Diversity, Equity and Inclusion, Strategic Action Plan 2021-2024 Demetre Rigakos, Manager, Human Resources, introduced Dr. Nafeesa Jalal, the Town’s consultant who developed the Diversity, Equity and Inclusion Strategic Action Plan. Dr. Jalal provided a presentation to the Task Force which included background on how the strategy was created as well as outlined the eight goals of the strategy. There was further discussion regarding potential changes in hiring practices to reflect the values of the Diversity, Equity and Inclusion Strategic Action Plan as well as how the Town can continue to make process in Diversity and Inclusion initiatives. There was also discussion regarding remaining accountable to the plan and further suggestions to improve the Town’s recruitment processes. Moved by Mae Khamissa Seconded by Noor El-Dassouki Page 30 of 181 3 1. That the memorandum regarding The Town's Diversity, Equity and Inclusion Strategic Action Plan 2021-2024 be received; and 2. That the Anti-Black Racism and Anti-Racism Task Force comments regarding the Town's Diversity, Equity and Inclusion Strategic Action Plan 2021-2024 be received and referred to staff for consideration and further action as appropriate. Carried 7. Informational Items None. 8. Adjournment Moved by Mae Khamissa Seconded by Jennie Dekkema That the meeting be adjourned at 8:33 p.m. Carried Page 31 of 181 1 Town of Aurora Community Advisory Committee Meeting Minutes Date: Time: Location: Thursday, November 18, 2021 7 p.m. Video Conference Committee Members: Balpreet Grewal (Chair) Laura Thanasse (Vice Chair) Shivangi Bagga Earl Cochrane (departed 7:45 p.m.) Chris Gordon Denis Heng Janet Mitchell Sera Weiss Members Absent: Jennifer Sault Councillor Sandra Humfryes Other Attendees: Lisa Hausz, Manager, Economic Development and Policy Linda Bottos, Council/Committee Coordinator _____________________________________________________________________ 1. Procedural Notes This meeting was held electronically as per Section 19. i) of the Town's Procedure By-law No. 6228-19, as amended, due to the COVID-19 situation. The Chair called the meeting to order at 7:04 p.m. 2. Approval of the Agenda Moved by Laura Thanasse Seconded by Janet Mitchell That the agenda as circulated by Legislative Services be approved. Carried Page 32 of 181 2 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50. 4. Receipt of the Minutes 4.1 Community Advisory Committee Meeting Minutes of April 15, 2021 Moved by Sera Weiss Seconded by Earl Cochrane That the Community Advisory Committee meeting minutes of April 15, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Manager, Economic Development and Policy; Re: Aurora Promenade Streetscape Needs Assessment Staff provided a brief overview of the memorandum and introduced the project consultants: Wai Ying Di Giorgio, Principal, Urban Design; and Andrew Hooke, Project Manager; of The Planning Partnership. The consultants sought input from the Committee on elements of the study area streetscape including the road, sidewalk, landscape, lighting, and maintenance. The Committee expressed general support of the plan and proposed improvements, and provided feedback and suggestions regarding: the need for assessment and/or statistical data as a basis for decisions; examples of other municipalities with pedestrian-friendly areas; concern about reducing street parking; concern about how to divert traffic without affecting businesses and local residential areas; the need for viable options; fit with regional transit plans; traffic flow options; increased accessibility for pedestrian traffic; making the area a destination through investment; installation of trees and environmental effects; planters and Page 33 of 181 3 drought-resistant plants; landscaping to help reduce sound and slow down traffic; better lighting; garbage cans; patios; and bike lanes. Staff noted that the consultation will continue and further comments can be shared online at engageaurora.ca/downtownstreetscape. Moved by Laura Thanasse Seconded by Janet Mitchell 1. That the memorandum regarding Aurora Promenade Streetscape Needs Assessment be received; and 2. That the Community Advisory Committee comments regarding the Streetscape Needs Assessment be received and referred to staff for consideration and further action as appropriate. Carried 7. Informational Items None. 8. Adjournment Moved by Laura Thanasse Seconded by Sera Weiss That the meeting be adjourned at 8:07 p.m. Carried Page 34 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. FIN 2 1 -0 49 _______________________________________________________________________________________ Subject: Procurement Modernization Project Update Prepared by: Anna Ruberto, Procurement Manager Department: Finance Date: November 30, 2021 _______________________________________________________________________________________ Recommendation 1. That Report No. FIN21-049 be received. Executive Summary This report provides an update on the Procurement Modernization Project, with information regarding the current findings provided in the Risk Assessment, Diagnosis, and Recommendations (RADAR) report.  The procurement review of the Town’s current state included all departments  Four critical risk factors and four-point benchmarks were used to assess the current state of procurement at 1.5 out of 4  The consultant evaluated eight target areas and 24 due diligence indicators to assess the current state further  The Town procurement operations scores are relative to other public sector entities  Recommendations are provided to improve all eight critical risk areas  The recommendations will be used to develop a new procurement policy, bylaw and protocols which will be presented to Council in the new year Background In the 2021 to 2022 Budget, Council approved a study capital project for Procurement Modernization of the Town’s procurement bylaw and processes. This project includes the following: Page 35 of 181 November 30, 2021 2 of 14 Report No. FIN21-049  A risk assessment including a snapshot review, field study and RADAR report of the current procurement knowledge and process  Process improvement including the development of standard templates, contracts and forms  An assessment of procurement types and thresholds to make procurement more strategic  Development of a new procurement bylaw and process protocols  Ensuring compliance with trade treaties  Deployment training for implementing the new bylaw, templates and process The Procurement Law Office was retained to assist with the project. They have experience in working with many government agencies, including municipalities across Ontario. Their legal counsel provides procurement expertise and training, to assist agencies to improve their knowledge and processes and mitigate risk. The review is completed and the findings and recommendations are consolidated within the RADAR report in Attachment 1. Staff are currently reviewing the information and templates, procurement policy and protocols, upon which the new bylaw will be developed. Analysis The procurement review of the Town’s current state included all departments The Procurement Law Office used a due diligence strategy to measure our organization’s existing practices against precise benchmarks to create a snapshot of current performance. To develop these benchmarks, their lawyers dedicated hundreds of hours of legal research to identify governing standards and industry best practices. Additionally, they analyzed 30 years of procurement case law and carefully dissected hundreds of decisions from across Canada to identify the legal standards that govern public procurement including the rules from domestic and international trade treaties, procurement statutes and regulations and directives. The RADAR report provides an overview of the current state of the procurement process at the Town. Since all departments have a role in the procurement function, the consultant’s observations and areas of improvement refer to the entire organization and are not specific to only the Procurement Services division. The report identifies the weaknesses and proposes solutions to make procurement more effective and strategic. The report is based on the findings during the consultative field study sessions that Page 36 of 181 November 30, 2021 3 of 14 Report No. FIN21-049 consisted of 14 staff and included interviewing managers from across the organization and members of the Executive Leadership Team. Four critical risk factors and four-point benchmarks were used to assess the current state of procurement at 1.5 out of 4 The Town of Aurora overall assessment resulted in a score of 1.5 out of 4 indicating areas for improvement in the four risk areas which include: 1. Risk meeting operational needs 2. Risk being within budget 3. Risk delivering on time 4. Risk of not following the process rules Figure 1 Critical Risk Area Assessment The score of 1 to 4 is based on the following four-point benchmarking scale: 1. Significant Failure 2. Marginal Results 3. Meets Expectations 4. Exceeds Expectations Page 37 of 181 November 30, 2021 4 of 14 Report No. FIN21-049 Based on these scores the report cites the following key findings:  “Overall, current institutional score card is 1.5 out of 4 due to the current misalignment of managing costs, time constraints, operational needs, and process rules.”  “Lack of transparent means for tracking expenditure in an easily accessible manner and the use of rosters heightens the potential over-spend on recurring purchases.”  “The inordinate emphasis of procedural compliance, when compared to operational needs and time constraints, is producing marginal results and placing future operational needs at risk of significant failure.”  “There is an absence in the overall co-ordination requirement to better ensure the timely planning and execution of procurement projects.” The consultant evaluated eight target areas and 24 due diligence indicators to assess the current state further The overall score is broken down further into eight target areas that include: 1. Institutional Governance 2. Project Governance 3. Forms and Formats 4. Document Drafting 5. Bidding Risk 6. Contract Management 7. Training 8. Innovation Further analysis based on 24 due diligence indicators. The analysis looks at three indicators for each of the eight target areas above to provide actionable recommendations for improvement. These 24 indicators are identified in Table 2 later in this report. A seven-tier scoring system was used to assess and score the organization’s performance in meeting the standards under each of the 24 due diligence indicators. The snapshot plots the scores and connects the dots that reveals the strengths and weaknesses in the procurement operations. This provides a clear picture for assessing and tracking success. Page 38 of 181 November 30, 2021 5 of 14 Report No. FIN21-049 Each area is scored from A being exceptional to F a potential rules breach and X indicating an apparent rules breach. Aurora’s scores ranged between C which is good and E for inadequate. Figure 2 shows how the scores are mapped and Figure 3 shows the overall scoring in each area for Aurora. Figure 2 Seven Tier Scoring System Page 39 of 181 November 30, 2021 6 of 14 Report No. FIN21-049 Figure 3 Aurora’s Snapshot Scoring These scores are typical for most municipalities embarking on this modernization process. The consultant very rarely scores municipalities at an A being exceptional or a B being Excellent. Table 1 explains the ratings in more detail. Page 40 of 181 November 30, 2021 7 of 14 Report No. FIN21-049 Table 1 Seven Tier Town of Aurora Overview TIER DESCRIPTION TOWN OF AURORA RESULT A. Exceptional An “Exceptional” score indicates that the institution has gone well beyond compliance with requirements and recognized standards and has implemented a highly innovative and comprehensive approach to realizing or exceeding best practices and achieving a high level of efficiency across various aspect(s) of their procurement operations. No scores within this tier “Exceptional” scores are rarely achieved. B. Excellent A score of “Excellent” indicates that the institution has gone beyond simply complying with the requirements and has taken a proactive and innovative approach to implementing best practices in a particular area of their procurement operations. No scores within this tier. “Excellent” scores are unusual C. Good A score of “Good” indicates that the institution is complying with the requirements and meeting recognized standards in a particular area of their procurement operations. 4 scores for C. Good tier “Good” scores are commonly achieved D. Marginal A score of “Marginal” indicates that the institution is responding in some respects to the requirements or recognized standards, but could address the requirements of standards in a more detailed or comprehensive manner. 7 scores for D. Marginal tier “Marginal” scores are very common Page 41 of 181 November 30, 2021 8 of 14 Report No. FIN21-049 TIER DESCRIPTION TOWN OF AURORA RESULT E. Inadequate A score of “Inadequate” indicates that the institution has not sufficiently addressed or met requirements or recognized standards in a particular area of their procurement operations. 13 scores for E. Inadequate tier “Inadequate” scores are common F. Potential Rules Breach A score of “Potential Rules Breach” indicates that the institution does not appear to be complying with a requirement under applicable laws or trade treaties. No scores within this tier. “Potential Rules Breach” are uncommon. X. Apparent Rule Breach A score of “Apparent Rules Breach” indicates that the institution is clearly in contravention of a requirement under the applicable laws or trade treaties. No scores within this tier. “Apparent Rules Breach” are uncommon. The Town procurement operations scores are relative to other public sector entities The Procurement Law Office also provided six comparable examples of Snapshot Review assessments prepared for other public sector entities across Canada. An illustrative image of these six comparable entities are shown in Figure 4. Although breaches are considered uncommon, five out of the six municipalities shared as comparators, had scored red coloured circles that indicated a score of “F – Potential Rules Breach” and/or a score of “X – Apparent Rules Breach”. There were a similar amount of green coloured circles that indicated a score of “C – Good”. There was one comparable with more green circles than Aurora. Comparing these assessments to the Town’s assessment provides a visual representation that our procurement operations measure up better than most other public sector entities prior to implementing the recommendations from the consultant. Page 42 of 181 November 30, 2021 9 of 14 Report No. FIN21-049 Figure 4 Illustration of Comparable Snapshot Scoring Recommendations are provided to improve all eight critical risk areas The following summarizes the recommendations identified in the report for each of the eight critical risk areas and identifies the score(s) for each of the diligence indicators as detailed in Table 2 below. Table 2 Critical Risk Area Grades and Improvement Recommendations Diligence Indicator Grade A-F & X Recommendations for Improvement Institutional Governance: Indicators 1 - 3 1 Accountability Controls C/E Implement a revised procurement policy (i.e. bylaw) Ensure a clear link to code of conduct Align the policy with trade treaties, federal provincial statutes and directives 2 Integrity Indicators E 3 Open Competition Requirements E Page 43 of 181 November 30, 2021 10 of 14 Report No. FIN21-049 Diligence Indicator Grade A-F & X Recommendations for Improvement Prohibit contract splitting through better planning/accountability Establish a procurement governance committee including staff from various departments Project Governance: Indicators 4 - 6 4 Project Planning and Procedures C/E Clearly outline roles and responsibilities for all parties involved in procurement Develop guidelines to aid departments to select the right procurement template e.g. IRFQ, RFQ, RFT. Implement a more robust procurement and design-planning process that allows for earlier alerts to upcoming procurements and ties to the budget process – also sets appropriate expectations for timing 5 Project Team Roles and Responsibilities D 6 Clear Requirements and Formats E Forms and Formats: Indicators 7 - 9 7 Range of Formats D Update and implement new templates Include full range of formats Utilize more pre-qualification roster 8 Template Contract D 9 Awareness of Format Use E Document Drafting: Indicators 10 - 12 10 Drafting Process Flow E Implement a clear project design-planning process based on expenditure and complexity Establish a streaming system Clearly identify roles in drafting Use of plain language 11 Drafting Roles and Responsibilities E 12 Document Readability E Page 44 of 181 November 30, 2021 11 of 14 Report No. FIN21-049 Diligence Indicator Grade A-F & X Recommendations for Improvement Bidding Risks: Indicators 13 - 14 13 Contract Scoping E Procurement to train departments to better align scoping and scoring Manage the collect and disclosure of material information during the process Enhance the defensibility of bid evaluations and award 14 Material Disclosures E 15 Evaluation Defensibility D/E Contract Management: Indicators 16 - 18 16 Contract Administration D/E Establish more robust contract management procedures Define clear rules for scope increase Enhance the current process to manage supplier performance and disputes Establish a clearer supplier suspension process 17 Scope Management D 18 Performance Tracking and Debarment E Training: Indicators 19 - 21 19 Hiring Standards E Recommendations for hiring in procurement Augment procurement resources to provide support Build on current training program and develop “Procurement 101” training for all and new hires Negotiation training for Legal and Procurement and other key staff Expand use of Negotiated RFP 20 Procurement Training E 21 Advanced Negotiation Training E Page 45 of 181 November 30, 2021 12 of 14 Report No. FIN21-049 Diligence Indicator Grade A-F & X Recommendations for Improvement Innovation: Indicators 22 - 24 22 Broader Organizational Awareness D Improve awareness of procurement practices Further leverage procurement-centric technology Automate design and drafting platform Automated requisitions and approvals 23 Business Process Improvement C/E 24 Effective Use of Technology C/E The recommendations will be used to develop a new procurement policy, bylaw and protocols which will be presented to Council in the new year Staff are working with the consultant to review the drafted procurement policy and protocols. This policy outlines the content to be considered in the development of the new procurement bylaw. In January 2022, Council will review the recommendations and provide comment and consideration of approval for Staff to proceed with the development of the new bylaw. This new bylaw will address many of the recommendations for improvement that have been identified by the consultant and feedback received from staff across the organization. It will also further enable Procurement Services to become strategic partners along with their clients. Advisory Committee Review At the October 12, 2021 FAC meeting an update was provided regarding the Procurement Modernization project, including the RADAR report findings. The members requested that other agency’s findings be provided for comparison to the Aurora findings and have been provided in this report. Legal Considerations None. Page 46 of 181 November 30, 2021 13 of 14 Report No. FIN21-049 Financial Implications None Communications Considerations The Town of Aurora will use ‘inform’ as the level of engagement for this project. There are five different levels of community engagement to consider, with each level providing the community more involvement in the decision-making process. These levels are: Inform, Consult, Involve, Collaborate, and Empower. Examples of each can be found in the Community Engagement Policy. These options are based on the International Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines for clearly communicating with our public and managing community engagement. The information in this report will be shared with staff to support the recommendations associated with the report, and the report will be placed on the Town’s website. Link to Strategic Plan Reporting to Council with a project update contributes to achieving the Strategic Plan guiding principle of “Leadership in corporate and financial management” and improves transparency and accountability to the community. Alternative(s) to the Recommendation 1. None Conclusions The Procurement Law Office’s opinion was that the RADAR report findings indicate the Town of Aurora is comparable to most other agencies with the review of the procurement processes. No significant breaches were identified in their review. Opportunities have been recommended both within the Procurement Services division and departments within the Corporation which will further strengthen the procurement process for all procurement thresholds. The Town will proceed to develop the revised Procurement By-law based on the Consultant’s recommendation, which will be brought forward to Council for consideration. Page 47 of 181 November 30, 2021 14 of 14 Report No. FIN21-049 Attachments Attachment 1 – RADAR Report Attachment 2 – Presentation Procurement Modernization Update Previous Reports None Pre-submission Review Agenda Management Team review on November 11, 2021 Approvals Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance/Treasurer Approved by Doug Nadorozny, Chief Administrative Officer Page 48 of 181 Procurement Law Office 1 Suite 406 - 781 King Street West, Toronto, Ontario M5V 3L5 www.procurementoffice.com 416-700-8528 | paul.emanuelli@procurementoffice.com Discussion Draft RADAR Report Risk Assessment, Diagnosis, and Recommendations Date: May 12, 2021 To: Town of Aurora (the “Town”) Attn: Anna Ruberto A. Our Deliverables In accordance with the methodology and approach set out in our Statement of Work, we have: 1. reviewed the Town’s procurement-related policies, procedures, and templates and prepared a Snapshot Review of the Town’s procurement operations as set out in the attached Snapshot Review Presentation slides and the Snapshot Diagnostic Tool spreadsheet; 2. conducted field study interviews with a total of 14 Town staff; 3. conducted two separate self-assessment surveys of procurement staff and broader organizational representatives to consolidate their views on existing procurement practices as set out in the two attached survey result summaries; and 4. consolidated our findings and recommendations from the above sources in this RADAR Report. Our deliverables also include a briefing session during which we will present a summary of our findings and recommendations, answer your questions, and discuss potential next steps should the Town decide to implement the recommendations. B. Overall Assessment and Snapshot Review Process (i) The Four Critical Risk Factors and Four-Point Benchmarks Our Institutional Reviews are intended to assess existing procurement practices and tailor recommendations for future improvement in the context of the following four risk factors inherent in public sector context: 1. the failure to meet operational needs; Page 49 of 181 Procurement Law Office 2 2. the failure to stay within budget; 3. the failure to deliver on time; and 4. the failure to follow the process rules. At the institutional level, each of these factors can be assessed on the following four-point benchmarking scale: 1. Significant Failure 2. Marginal Results 3. Meets Expectations 4. Exceeds Expectations By conducting an overall assessment of the four critical risk factors on the four-point scale, we can provide a global picture of how the institution is balancing its institutional practices and score them as below: Page 50 of 181 Procurement Law Office 3 At the institutional level, our assessment of the overall risks created by the Town’s existing procurement practices is as follows: This overall assessment is supported by the findings contained within our Snapshot Review process and Field Study as further described below. (ii) Snapshot Review Methodology The Snapshot Review is an assessment of the Town’s existing procurement practices in the following eight key target areas: (i) institutional governance; (ii) project governance; (iii) forms and formats; (iv) document drafting; (v) bidding risks; (vi) contract management; (vii) training; and (viii) innovation. The Snapshot Review contains a series of specific due diligence indicators that measure an institution’s procurement practices against broadly recognized industry best practices. The standard-setting sources that inform this analysis include: 1. a synthesis of over four decades of case law rulings drawn from the Canadian International Trade Tribunal and from every jurisdiction and level of court in Canada, along with leading international case law decisions; Page 51 of 181 Procurement Law Office 4 2. Canadian legal standards and trade treaty obligations from a broad range of treaties, including the Canada-European Comprehensive Economic and Trade Agreement (CETA), the Canadian Free Trade Agreement (CFTA), along with federal and provincial statutes, directives, and guidelines; 3. international best practices drawn from leading sources, including World Bank and OECD recommendations, guidelines, and standards, the UN Model Procurement Law, and procurement treaties and statutes from a broad range of jurisdictions; and 4. good governance recommendations from public inquiries and from Canadian and international public audit reports. By applying broadly recognized standards to selected sample documents from the Town, the Snapshot Review provides a preliminary assessment of your procurement practices based on a seven-tier scoring system that can help inform future initiatives for improvement, and also serves as a benchmark against which you can measure the success of those initiatives. While the Snapshot Review draws on a broad range of standard-setting sources to assess your practices against 24 due diligence indicators, it is not intended to: (a) provide an exhaustive review of the Town’s procurement practices; or (b) provide a conclusive legal opinion on those general practices or on any specific sample document. (iii) Snapshot Results: Snapshot Review and Diagnostic Tool Findings The results of the Snapshot Review are presented in the Snapshot Review Analysis Diagram, which synthesizes our findings in a quick-reference visual format. The Snapshot Review Presentation slides further illustrate how the diagram is constructed by plotting the scores for each of the 24 due diligence indicators within the eight critical target areas, and includes examples of Snapshots of other public sector institutions for the purposes of comparison. The Town’s Snapshot reflects and summarizes the scoring of approximately 200 sub-criteria. In some cases, multiple scores are shown for a specific due diligence indicator where there was significant variation in the scoring of the sub-criteria in that area. Page 52 of 181 Procurement Law Office 5 These factors are scored according to a seven-tier grading system. Based on a scoring of the 24 due diligence indicators falling across the eight target areas identified above, the Town’s overall Snapshot assessment is as follows: All of the detailed sub-criteria, along with the assigned scores and comments, are set out in the Snapshot Review Diagnostic Tool document, which is attached along with the Snapshot Review Presentation. (iv) Field Study: Procurement Department and Broader Organization Reports We conducted the above-noted interviews with procurement professionals from the Town’s Procurement Department and representatives from various other the Town business units to discuss the Town’s procurement operations and processes. In this report, we will use the term “business units” to refer to the Town’s departments, divisions, or units other than the Procurement Department. We also asked the interviewees and other the Town employees to complete our online surveys. The survey results are useful to illustrate the level of awareness across the Town with respect to procurement matters and the level of employee confidence in the Town’s procurement operations. Page 53 of 181 Procurement Law Office 6 The survey results were incorporated into our Field Study and relied on as part of the findings and recommendations contained in this report. C. Executive Summary of Key Recommendations Based on our findings and observations, our key recommendations are as follows: 1. Institutional Governance - Revised Procurement Policy We recommend that the Town consolidate and update the content from the existing procurement-related policies and adopt a procurement policy that clearly sets out the approval authorities and the roles and responsibilities of all the Town employees engaged in procurement. The consolidated policy should: a) articulate the role of senior management across all business units in supporting the role of the Procurement Department and protecting the Town’s interests by ensuring compliance with governing rules in respect of its procurement operations; b) incorporate an updated version of the Town’s Code of Conduct; c) establish a supplier code of conduct to address rules and expectations with respect to the conduct of suppliers, including prohibitions against illegal or unethical bidding practices and rules with respect to lobbying and disclosure of conflicts of interest; d) update stipulated monetary thresholds for low-value purchases, invitational competitions, and open competitions, and outline appropriate exceptions to requirements to conduct competitive processes that align with applicable trade agreements; and e) prohibit contract-splitting and improper contract extensions and scope changes, and emphasize responsibility and accountability for accurately scoping requirements and estimating the value of a procurement. We recommend that the Town establish a procurement governance committee made up with members from the Procurement Department and key business units, that will meet on a regular basis to facilitate communication and discussion with respect to the Town’s procurement issues. This committee should be responsible for addressing discrepancies in procurement practices, engaging in strategic planning to Page 54 of 181 Procurement Law Office 7 increase collaborative procurement, and encouraging stability, continuity, and consistency in the relationship between the Procurement Department, Legal Department, and the business units. 2. Project Governance - User-Friendly Procedures We recommend that the Town establish clear and consistent procedures that direct users through the various stages of the procurement process, set out the specific requirements that need to be met at each stage, and assign clear roles, responsibilities, and accountabilities for meeting those requirements. The procedures should: a) clearly outline the roles and responsibilities of the Procurement Department in providing procurement expertise and services to the business units in a consistent and timely manner, managing and overseeing the competitive process and facilitating communications with bidders; b) clearly outline the roles and responsibilities of the business units in providing advance notice of upcoming procurement requirements, participating in the planning process, drafting unbiased specifications and clear requirements, collaborating on the development of appropriate and defensible evaluation criteria, and fully participating in fair and transparent evaluation processes; and c) establish clear instructions and guidelines for (i) selecting the appropriate competitive procurement template; (ii) drafting and assembling competitive procurement documents; (iii) conducting the competitive processes; (iv) establishing and managing qualified supplier rosters; (v) preparing for and conducting negotiations; (vi) conducting debriefings; and (vii) handling procurement protests. 3. Forms and Formats – New Tendering Templates and Frameworks We recommend the Town develop and implement an updated set of solicitation document templates and make use of a full range of procurement formats. We recommend that the Town increase its use of prequalification processes to establish rosters of prequalified suppliers under framework arrangements for the purchase of regularly required goods and services through expedited second-stage competitions. 4. Document Drafting – Procurement Design-Planning We recommend that the Town mandate a clear project design-planning process that requires project teams to confirm contract scoping, pricing structures, evaluation criteria, contract structures, and tendering formats as the first stage of the procurement planning process. This design-planning should be mandated to project teams as a pre-requisite to proceeding to full solicitation drafting and, for major project, as a prerequisite to initial spending authorization. The level of advanced planning and allocated staff resources should be directly tied to the level of expenditure, complexity, and long-term significance of the specific contract. The Town should establish a streaming system for projects to direct them to the Page 55 of 181 Procurement Law Office 8 appropriate stream based on major project expenditure and complexity, recurring tendering, and below- threshold small expenditures. 5. Bidding Risks We recommend that the Town establish policies, procedures, and protocols to deal with bidding risks in the areas of contract scoping, material disclosures, and evaluation defensibility, including protocols: a) requiring the clear alignment of contracting scoping and pricing structures; b) managing the collection and disclosure of material information during the bidding process; and c) enhancing the defensibility of bid evaluation and contract award processes. 6. Contract Management We recommend that the Town establish and document procedures for contract management, including: a) procedures establishing roles and responsibilities for day-to-day contract management and monitoring of milestone dates; b) clear rules for extending or increasing the scope of existing contracts; c) procedures for evaluating and documenting supplier performance issues and managing contract disputes; and d) a process for suspending suppliers from participation in future procurement processes on the basis of unsatisfactory performance or inappropriate conduct. 7. Training – Enhanced Staffing and Training We recommend that the Town augment the existing level of procurement support resources provided through the Procurement Department to improve service delivery levels to the business units, facilitating strategic procurement planning, and ensuring that sufficient full-service-full-cycle support is given to complex, high-value, and high-priority procurements. Following the development of a clear procurement policy and procedure framework, we recommend that the Procurement Department launch an organization-wide “Procurement 101” training program and implement an ongoing communications strategy to receive feedback from the business units and ensure that revisions to procurement policies and procedures are communicated in a timely and comprehensive manner to be actioned by the Procurement Department. This training should incorporate the key recommendations for Ontario municipal procurement training programs identified by Ontario Associate Chief Justice Frank N. Marrocco in his November 2020 Transparency and the Public Trust: Report of the Collingwood Judicial Inquiry. Page 56 of 181 Procurement Law Office 9 8. Business Process Improvement and Innovation We recommend that the Town leverage procurement-centric technology to facilitate its procurement operations by: a) automating the design and drafting process to help facilitate document version control; b) adopting an e-bidding platform to facilitate bid evaluation processes; and c) streamlining the approval processes through automation of requisitions and approvals, with recognition of electronic signatures. D. Detailed Observations and Recommendations Based on the feedback we obtained through the Field Study interviews and surveys, in combination with the results of our Snapshot Review, our detailed findings and observations are as follows: I. INSTITUTIONAL GOVERNANCE As discussed below, the Institutional Governance category addresses the first three due diligence indicators: (1) Accountability Controls; (2) Integrity Indicators; and (3) Open Competition Requirements. 1. ACCOUNTABILITY CONTROLS: Does your organization have the proper internal governance policies and procedures in place to keep pace with emerging due diligence standards? Our observations and recommendations in this area are as follows: a) Roles and Responsibilities: We recommend that the Town consolidate and update the content from the existing procurement-related policies and adopt a procurement policy that clearly sets out the approval authorities and the roles and responsibilities of all the Town employees engaged in procurement. Our review found the following: i. A clearer definition of roles in the existing policy in regard to institutional roles and responsibilities, especially for the procurement department is required. The scope of roles and responsibilities typical for public procurement operations were not well understood by interviewees across the organization. ii. Our Field Study noted significant delays as decision-making during the project planning process was transferred between different individuals in the organization. The Field Study also indicated that the current procurement design, drafting, posting, evaluation, and award process results in multiple dead ends since the current system lacks a clear tracking and reminder system to identify when a process is stalled with a specific individual. iii. Field Study interviewees expressed frustration with what they saw as a regulatory compliance role assumed by the Procurement Department, coupled with a ‘gotcha’ Page 57 of 181 Procurement Law Office 10 mentality that appeared to prioritize the identification of infractions over the provision of procurement related services. b) Delegation of Authority: The Town needs to implement more effective delegation mechanisms involving fewer mechanical approval checkpoints and greater authority and accountability at the project team level. A greater distinction between the level of oversight required for day-to-day transactions and major projects needs to be recognized. Low and Mid-Value procurements can be largely downloaded to the business units, with light oversight from the unit assigned procurement team member, which would allow the Procurement Department more time to focus on larger, more complex procurement projects. In our review, we observed: i. an insufficient level of delegation of authority and responsibility for achieving procurement objectives; ii. an inordinate amount of approvals that were causing significant delays in the procurement process with no corresponding improvement to accountability, transparency, or oversight; and iii. no clear institutional mechanisms to fix broken processes and avoid recurring bottlenecks. 2. INTEGRITY INDICATORS: Does your organization have the necessary safeguards in place to address procedural improprieties, including unfair advantage, conflict of interest, and evaluation bias, and to protect against bid-rigging and collusion? Our observations and recommendations in this area are as follows: a) Conflict of Interest, Lobbying, and Post-Service Confidentiality: Conflict of interest, lobbying, and post-service confidentiality should all be addressed in updated policies and procedures. In our review, we observed that: i. Conflict of interest is addressed in a form generated by the bidding system, however it is not sufficiently detailed, and should be updated to include concepts such as: recent employment, assistance in drafting a proposal, and potential downstream conflict for future employment. ii. The Town does not appear to have a documented code of conduct for its suppliers. iii. Confidential information is treated in general terms, but with no reference to post-service restrictions. iv. There was no documentation that covered the risks, or tell-tale signs of bid-rigging or prevention. Concepts such as withholding the bid-takers list were not found in the documentation provided. Page 58 of 181 Procurement Law Office 11 v. A Code of Conduct, including concepts such as not accepting gifts from potential or current suppliers was not found in the documentation provided. 3. OPEN COMPETITION REQUIREMENTS: Does your organization have the appropriate policies and procedures in place to comply with its open competition obligations and avoid procurement challenges based on inappropriate sole-sourcing, improper local preference, and biased specifications? Has your organization established open framework agreements to consolidate its purchasing while facilitating open competition? Our observations and recommendations in this area are as follows: a) Direct Awards: The development of more detailed sole-sourcing policies and procedures, including documented business cases and appropriate approvals for non-competitive procurements are required, and should include clearly identify legitimate categories for expediting direct awards, while also requiring proper planning to avoid artificial urgency and repeated contract-splitting and sole-sourcing cycles. In our review, we observed the following: i. Our Field Study revealed frequent occurrence of solicitation processes that result in no bids and led to short-term initial sole-source contracts that are then extended annually without competition for multiple follow-on years. ii. Many Field Study interviewees held an unrealistic view of the necessary timeframes required to plan and execute open tendering procedures, without distinction between actual tendering timelines and the time required at the front end of the drafting process to receive specifications and to design the solicitation. iii. The Field Study interviews revealed difficulty with tracking smaller, more frequent purchases that fall under the $10,000 threshold. This has led to instances when the aggregate of the purchases has then fallen above thresholds, unbeknownst to the business unit at the time of purchase. The development of treaty compliant open framework rosters for areas of repeat purchasing is recommended. iv. The Town does not appear to have a sole-source approval form that reflects recognized grounds for direct award that could enable a fast-track approval in appropriate circumstances. v. Many Field Study interviewees expressed frustration that the $10,000 ceiling for direct awards is too low. b) Solicitation Posting Periods: While the existing procurement policy is clear regarding the requirement to openly tender contracts, it should be updated to meet current trade treaty standards for the length of the open period. Page 59 of 181 Procurement Law Office 12 c) Biased Specifications: There is no clear policy or procedure that establishes the requirement for neutral specifications. The Town should establish clear rules and protocols to address this requirement and avoid narrowing competition and shrinking its future supplier pool. Further, the reliance on ‘or equivalent’ in specifications should be avoided, and in areas where more than one brand could be used, a request for proposal may be more appropriate. d) Consolidated Purchasing: The Town needs to establish policies and procedures for the creation and administration of supplier rosters in repeat-purchase areas under long-term, open framework agreements. In our review, we noted that: i. There do not appear to be any protocols for identifying areas of possible aggregation in spending. ii. The existing policy does not provide enough detail on how to establish frameworks and manage second-stage contract assignments with prequalified supplier rosters. Our Field Study confirmed a lack of understanding or application of proper open framework practices to manage supplier rosters. iii. The desire to use group purchasing and piggy-backing provisions by the business units in an effort to save time and money is concerning as the Town remains accountable for any sole-sourcing spending under these arrangements, even if it does not engage in due diligence to confirm whether those group purchasing arrangements are treaty compliant. II. PROJECT GOVERNANCE As discussed below, the Project Governance category addresses the next three due diligence indicators: (4) Project Planning and Procedures; (5) Project Team Roles and Responsibilities; and (6) Clear Requirements and Formats. 4. PROJECT PLANNING AND PROCEDURES: Does your organization’s planning and approval process avoid approval bottlenecks and effectively integrate key decision-makers and subject matter experts into the early stages of project planning? Our observations and recommendations in this area are as follows: a) We recommend that the Town mandate a clear project design-planning process that requires project teams to confirm contract scoping, pricing structures, evaluation criteria, contract structures, and tendering formats as the first stage of the procurement planning process. This design-planning should be mandated to project teams as a pre-requisite to proceeding to full solicitation drafting and, for major projects, as a prerequisite to initial spending authorization. In support of this recommendation, our review found the following: Page 60 of 181 Procurement Law Office 13 a. While the current procurement policy is clear that early planning is required for procurement projects, our survey results and Field Study observations noted a lack of understanding of the procurement planning process and inconsistencies in practice. b. In our Field Study we noted that there was unnecessary duplication of approvals in areas where the purchase order or approved budget was already in place, with the Procurement Department unnecessarily inserted within that process in a regulatory oversight role after the higher-level budget approval. c. Our Field Study found that many business unit expectations regarding the necessary time required to conduct a proper open tendering process and award a contract were unrealistic. Use of open framework arrangements should be used to accelerate recurring purchases from pre-qualified suppliers. d. Concern was also raised in the Field Study that there have been instances of non-current templates residing on the intranet, leading to lost time and duplication of effort unnecessarily. 5. PROJECT TEAM ROLES AND RESPONSIBILITIES: Does your organization’s project governance process require the clear documentation of roles and responsibilities in order to avoid role overlaps and accountability gaps? Our observations and recommendations in this area are as follows: a) We recommend that the Town update its policies and procedures to more clearly identify project team roles and responsibilities. In our review, we found the following issues reflecting an unclear identification of project-level roles: i. The Procurement Department appears to serve as a de facto procurement regulator within the organization. They are required to enforce the By-law, which is seen by the business units as overly onerous, which had led to an overall general level of frustration across the organization with the Procurement Department. ii. The Field Study identified areas in which the mandate of the Procurement Department appeared to expand more out of operational necessity than advanced strategic planning to include areas outside of the scope of procurement contracts. iii. Many Field Study interviewees wanted procurement staff to be more integrated into their project areas so procurement staff could develop a deeper understanding of business unit needs and help with the end-to-end administration of the contracting process. iv. There is no policy in place to address the proper identification and management of external service providers. Page 61 of 181 Procurement Law Office 14 6. CLEAR REQUIREMENTS AND FORMATS: Do your organization’s project planning protocols mandate the preparation of clear requirements, realistic costing, and scheduling estimates, and the selection of appropriate contracting structures and tendering formats? a) We recommend that the Town establish a contract scoping and pricing protocol that requires project teams to engage in proper design-planning to ensure that contract requirements align with appropriate pricing structures and contract structures. This scoping exercise should be completed prior to engaging in more detailed document drafting. In our review, we found: i. Field Study interviewees described a blending of the planning and drafting stages of the procurement process, with a lack of understanding that the failure to establish clear scoping and pricing structures could result in downstream drafting delays and contract administration issues. b) We recommend that the Town mandate a proper design planning process that puts consideration of the key elements of design planning ahead of drafting any solicitation. c) We recommend that the Town include clear policy and procedures in regard to the use of the following: i. how to determine if bid security is required, and in what amount; ii. how to determine if performance security is required, and in what amount; and iii. whether pre-bid conferences or site visits are required. III. FORMS AND FORMATS As discussed below, the Forms and Formats category addresses the next three due diligence indicators: (7) Range of Formats; (8) Template Content; and (9) Awareness of Format Use. 7. RANGE OF FORMATS: Does your organization use a broad range of tendering formats based on domestic and international standards? Our observations and recommendations in this area are as follows: a) Use of Tendering Formats: The Town should deploy a full range of updated tendering formats, including negotiated RFP formats, to better meet its more complex procurement needs. In our review, we found: i. The Town has no format selection procedure or protocol in place and that the Town uses a limited number of tendering formats. ii. All solicitation samples provided were in Contract A, with clear irrevocability provisions. Page 62 of 181 Procurement Law Office 15 iii. The Town has provisions in their solicitations for negotiation, but as all documents are squarely in Contract A, this is a high risk practice that should be discontinued. iv. The Town does not appear to be using the two-staged Best-and-Final Offer (“BAFO”) processes that are industry standard for complex procurements. Negotiated RFPs should be integrated into the institution’s procurement format use. v. The Request for Information sample provided, although containing proper provisions to limit future contracting obligations, still contained Contract A language in the electronic documentation generated by the bidding system, which can be high risk and confusing to respondents. 8. TEMPLATE CONTENT: Do your organization’s standard template terms comply with the expanding body of standards flowing out of treaties, statutes, directives, good governance guidelines, and case law developments? Our observations and recommendations in this area are as follows: a) Gaps in Current Templates: We recommend that the tendering templates be updated with a new suite of up-to-date formats. In our review, we observed the following non-exhaustive list of missing elements in the current templates: i. There is no reference to a bid dispute process. ii. The submission form is missing many standard submission form items. iii. The templates require a more fulsome treatment of the process flow details from the review of mandatory submission requirements, through to the assessment of rated criteria and pricing submissions, through to the selection of top-ranked proponents and the negotiation of contract awards. i. The templates contain optional process paths, such as demonstrations and interviews that are left up to the discretion of the Town, which exposes the Town to allegations of arbitrary and ad-hoc in-process decision making. Page 63 of 181 Procurement Law Office 16 9. AWARENESS OF FORMAT USE Does your organization have a clear understanding of the legal and practical implications of using different tendering formats? Our observations and recommendations in this area are as follows: a) Selection of Appropriate Formats: A procedure should be established to better inform the use of a broad range of fit-for-purpose tendering formats across the organization. In our review, we found that: i. There appears to be no policy or procedure in place guiding project teams in the selection of the proper tendering format. ii. The absence of non-Contract A RFQ and negotiated RFP formats reveals a potential lack of understanding of the risks of using binding formats for all procurements. iii. The existing procurement policy states that low bid evaluations should be used when project teams have a clearly defined scope, even though it is industry standard to award many defined-scope contracts based on scoring price and non-price factors. iv. There was little overall awareness of the need to select the specific tendering format and strategy based on the unique elements of each specific project. IV. DOCUMENT DRAFTING As discussed below, the Document Drafting category addresses the next three due diligence indicators: (10) Drafting Process Flow; (11) Drafting Roles and Responsibilities; and (12) Document Readability. 10. DRAFTING PROCESS FLOW: Does your organization have a clearly defined document drafting process that avoids duplication and delay and enables accelerated drafting? Our observations and recommendations in this area are as follows: a) The Town should establish policies and procedures that define a clear step-by-step planning and drafting process for its solicitation documents. In our review, we found that: i. There is no clear drafting process flow in the procurement procedure. There is no guidance for optimizing administration of proper planning and drafting. ii. The Town’s policies and procedures do not mandate clear protocols for managing the editing process and maintaining version control when preparing solicitation documents. iii. The current policy and procedures do not clearly state that the project team is responsible for the drafting of scope, pricing, and evaluation criteria, or alternatively, is responsible Page 64 of 181 Procurement Law Office 17 for the management of third parties to which this function has been contracted. This lack of clear business unit responsibility resulted in many Field Study participants inaccurately attributing delays in the drafting process to the Procurement Department when those delays were more appropriately attributable to the business units. iv. Our Field Study interviews confirmed that the involvement of the Procurement Department in pre-drafting design-planning was ad-hoc and informal, if it was occurring at all. 11. DRAFTING ROLES AND RESPONSIBILITIES: Does your organization have clearly identified roles and responsibilities for the drafting and assembly of its solicitation documents? Our observations and recommendations in this area are as follows: a) General Drafting Roles: The Town needs to establish more detailed protocols for managing roles and responsibilities during the solicitation drafting process. In our review, we found that: i. There are no documented protocols, procedures, or guidelines in place to govern the procurement document drafting process, assign roles and responsibilities, and assist business units in the proper scoping and detailing of requirements. ii. There is a need for improved collaboration in the preparation of solicitation documents and to clearly delineate roles and responsibilities among procurement staff and the business units. b) Specification Drafting: The Town’s policies and procedures should be updated to more expressly deal with the rules around neutral specifications and the related responsibility of technical subject matter experts. In our review, we found that: i. The Town’s policies and procedures need to identify subject matter experts as being responsible and accountable for the incorporation of technical content, in relation to the actual subject matter of the procurement contract or the need to prepare neutral specifications. ii. The Town’s policies and procedures do not adequately address the need to avoid biased specifications and the responsibility of subject matter experts to ensure that their specifications avoid unnecessarily restricting market competition. Page 65 of 181 Procurement Law Office 18 12. DOCUMENT READABILITY: Does your organization ensure better readability by using plain language in the main body of its tendering documents and properly incorporating technical content within appendices and schedules? Our observations and recommendations in this area are as follows: a) Drafting Protocols: The Town should establish a plain language drafting protocol to ensure that solicitation documents are clearly organized with the use of plain language where appropriate in the main body of solicitation documents. V. BIDDING RISKS As discussed below, the Document Drafting category addresses the next three due diligence indicators: (13) Contract Scoping; (14) Material Disclosures; and (15) Evaluation Defensibility. 13. CONTRACT SCOPING: Does your organization ensure that its solicitations are designed with clearly drafted requirements, properly aligned pricing and scoring structures, and well-tailored legal agreements? a) Use of Appropriate Contract Terms: A review of the sample solicitations raises concern regarding whether the Town’s standard contract terms are appropriately tailored to the different types of goods and services being procured. This reflects a need for greater staff training and awareness of the boundaries of contract standardization so that project teams set aside enough time during the procurement cycle to allow for the necessary customization of contract terms for more complex procurements. 14. MATERIAL DISCLOSURES: Does your organization have the appropriate material disclosure protocols built into its drafting and tendering processes? a) Material Disclosure Protocols: The Town needs to update its policies and procedures to address material disclosure duties in its tendering and contracting processes. Our review found that: i. There is no treatment of material disclosures in the existing procurement policy. ii. There is no procedure in place for managing pre-bid conferences and site visits. Thorough procedures and protocols are recommended to manage the inherent risks associated with pre-bid meetings and site visits. 15. EVALUATION DEFENSIBILITY: Are your organization’s evaluations based on clear compliance standards, transparent scoring mechanisms, and defensible award processes? a) Evaluation Protocols: The Town should establish policies, protocols, and procedures to enhance the defensibility of bid evaluation and contract award protocols. Our review found that, among other things: Page 66 of 181 Procurement Law Office 19 i. Some requirements are being front loaded as mandatory submission requirements where, to avoid compliance issues, they are better suited as pre-conditions of award limited only to presumptive awardees. ii. No policy or protocols are in place that cover the logistics of group scoring. iii. There are no detailed policies and procedures in place for the cancellation of a bidding process, negotiation of contract awards, or managing of bid disputes. iv. The method of evaluating pricing is not clear in the sample solicitations provided. v. The collection of non-price information in low-bid, Contract A formats is confusing, and potentially risky as there is no transparent mechanism for factoring in the non-price information into the selection of the low-bidder. vi. The blanket use of reference checks that are not transparently integrated into the procurement process and accompanied by clear scoring criteria is not recommended since this practice creates bid protest risk, particularly when included in in Contract-A formats that are subject to lost profit claims by losing bidders. VI. CONTRACT ADMINISTRATION As discussed below, the Contract Administration category addresses the next three due diligence indicators: (16) Contract Administration; (17) Scope Management; and (18) Performance Tracking and Debarment. 16. CONTRACT ADMINISTRATION: Does your organization have a proactive and clearly defined accountability structure for the contract administration stage of the procurement process? a) Contract Administration Protocols: The Town should establish policies, protocols, and procedures to enhance the administration of its contracts. Our review found that: i. No documentation was provided indicating that there is a procedure for managing contract disputes. ii. Our Field Study found a lack of clarity around responsibility and accountability for different aspects of contract management. iii. There is no established process for assessing whether scope changes are sufficiently connected to the original scope of work or constitute unauthorized non-competitive procurements. Page 67 of 181 Procurement Law Office 20 iv. While contract extensions and scope increases are authorized under the By-law, the Field Study revealed that in practice the related approval processes tend to be time consuming and overly onerous. v. Although the existing procurement policy speaks to measuring and recording supplier performance, the Town does not appear to have a contractor performance tracking mechanism to document supplier performance, nor does it have sufficiently robust debarment procedures in place to transparently deal with poorly performing contractors. 17. SCOPE MANAGEMENT: Does your organization have proper scope-management practices to protect against improper scope increases? a) Scope Management Protocols: The Town should establish policies, protocols, and procedures for properly managing contracts and protecting against inappropriate scope-changes. Our review found that: i. While the Town’s policies and procedures contain clear internal approvals and requirements for amending the terms of a contract, concerns have been raised in regard to whether they are being tracked properly, while at the same time the Field Study revealed frustration that the Procurement Department was policing this process too heavily. ii. The policy and procedures speak to the risk of amending contract terms beyond 10% of the original expenditure; however, there do not seem to be mechanisms for measuring requested changes against the original scope. 18. PERFORMANCE TRACKING AND DEBARMENT: Does your organization have the performance tracking measures in place to deal with problematic contractors and properly bar them from future work? a) Performance and Debarment Protocols: The Town should establish policies, protocols, and procedures for properly tracking contractor performance and executing debarments of poorly performing contractors. Our review found that: i. There is no formalized procedure instructing staff on how to evaluate and monitor contractor performance. ii. There was no supplier code of conduct provided for review, nor does a search of the website reveal one that is available to suppliers to review. iii. The process and procedures for debarment of suppliers is not sufficiently robust. For instance, there is no documented process requiring that notice be provided to a supplier, along with an opportunity to respond, prior to any formal debarment decisions. Page 68 of 181 Procurement Law Office 21 VII. TRAINING As discussed below, the Training category addresses the next three due diligence indicators: (19) Hiring Standards; (20) Procurement Training; and (21) Advanced Negotiation Training. 19. HIRING STANDARDS: Are your procurement hiring and retention practices properly targeted to the knowledge, skills, and experience required to meet current procurement due diligence standards? a) Hiring and Training Standards: We recommend that the Town develop its job descriptions based on levels of experience in the seven skill sets identified below and that these skill sets inform future hiring of new staff and training of existing staff: i. Institutional Governance: Knowledge and experience in public sector institutional governance standards, including procurement accountability controls, integrity protocols, and treaty compliance practices. ii. Project Governance: Knowledge and experience in project management principles, including managing internal approvals, defining roles and responsibilities, and developing and executing clear project plans. iii. Forms and Formats: Knowledge and experience in a broad range of tendering formats, including the Request for Quotation, Invitation to Tender, Prequalification Frameworks, and negotiated Request for Proposals. iv. Document Drafting: Knowledge and experience in defining drafting roles, managing workflow, and creating readable documents within a multi-member project team. v. Bidding Risks Management: Knowledge and experience in creating clear contract scoping and pricing formats, managing material disclosures, and developing clear evaluation criteria and process rules. vi. Contract Administration: Knowledge and experience in defining post-award contract administration roles, integrating scope management practices, and implementing contractor performance tracking systems. vii. Leadership and Innovation: Knowledge and experience in promoting compliance across the organization, tracking industry trends, and championing the adoption of advanced practices, procedures, and technologies. b) Benchmark Scoring: We recommend that the Town implement the following public procurement knowledge and experience scoring matrix developed by our office, which is based on the following five benchmarks scored out of a 100-point scale: Page 69 of 181 Procurement Law Office 22 i. Years of Experience: Individuals should be credited with two points per year of public sector experience up to a maximum of 20 points. Individuals with only private sector procurement experience should be credited with only one point per year up to a maximum of ten points, since the lack of public sector experience means that there will be significant additional development required for that individual to function in the public procurement context. ii. Core Competence: Core competence should be scored out of 40 points divided equally between tendering knowledge and contracting skills: § Tendering Experience: The 20 Core Competence points for tendering experience should go to a proven background using different tendering formats. Three points should be allocated to basic experience in using simple tendering processes, such as Request for Quotation formats; three points should go to experience in using Request for Supplier Prequalification processes and establishing Framework Agreements; and another four points should go to experience using construction tendering and fixed-bid “Contract A” process contract formats. The remaining ten points should be allocated to experience in using negotiated RFP formats, with at least five of those ten points going to experience using advanced multi-staged negotiated RFP formats. § Contracting Experience: The other 20 Core Competence points should go to assessing the scope and depth of experience in different types of contracts. While the range of required contracting experience may vary depending on the needs of the specific organization, most large institutions typically require experience with general contracting, construction contracting, and technology contracting. When scoring for contracting experience, only five points should go to experience with basic goods and services, including general consulting services, and basic construction, using standardized design-bid-build stipulated- sum contracts. The remaining 15 points should typically be divided equally between: (i) advanced construction projects, including construction management, design-build, and integrated project delivery formats; (ii) complex technology projects calling on industry-specific knowledge of business process mapping, business continuity, confidentiality and privacy, intellectual property rights, and limitation of liability issues; and (iii) other specialized areas, ranging from specialized commodities to revenue-generating concession arrangements to emergency response contracts to architectural, banking, insurance, benefits, and advertising contracts. iii. Advanced Factors: Strong skills in writing, presenting, and negotiating are the most probative factors for separating advanced performers from the rank-and-file of the procurement industry. The final 40 remaining points should be allocated to these factors, Page 70 of 181 Procurement Law Office 23 with the first 20 points scoring an individual’s portfolio and track record of publications and presentations, and the final 20 points scoring the individual’s negotiating experience. The 20 points for writing and presentations should reflect demonstrated thought leadership in the industry. For scoring the 20 negotiation experience points, up to ten points should be allocated to experience as an active member of the negotiation team in a complex project within the last five years. The final ten points should be allocated to experience in leading a negotiation team in those same situations over the last five years. 20. PROCUREMENT TRAINING: Are your core procurement and legal staff receiving the up-to-date training necessary to ensure that your institution is keeping pace with industry developments and meeting its due diligence duties? a) Procurement Training Program: The Town should establish a procurement training program for all staff that are involved in the procurement process. Our review found that: i. The Town is lacking a procurement training program. ii. The Field Study raised concerns over the consistency of procurement orientation sessions for new employees. Our Field Study interviews noted an inconsistent approach by supervisors to ensuring that new employees read and understand applicable procurement rules and procedures. iii. Feedback obtained through the Field Study suggests that the Town’s public procurement obligations are not well understood by the broader organization and there is a lack of understanding across the organization about the appropriate division of roles and responsibilities between the Procurement Department and the business units. 21. ADVANCED NEGOTIATION TRAINING: Do your core procurement staff have the advanced negotiation training required to properly manage more complex procurement projects? a) Negotiations Training Program: The Town should establish a negotiations training program for key procurement staff in the Legal and Procurement Departments, along with staff in key business unit areas, in support of the successful execution of complex procurements projects. Our review found that: i. Negotiated RFP formats are not being used. The broader use of flexible formats would be more appropriate for more complex procurements. ii. There is a lack of protocols or guidance provided regarding the appropriate procedures for using negotiation in a public sector procurement context. Page 71 of 181 Procurement Law Office 24 VIII. INNOVATION As discussed below, the Innovation category addresses the last three due diligence indicators: (22) Broader Organizational Awareness; (23) Business Process Improvement; and (24) Effective Use of Technology. 22. BROADER ORGANIZATIONAL AWARENESS: Is your organization proactively promoting a broader organizational awareness of proper procurement practices? a) Organizational Awareness Initiative: The Town should establish an initiative to better ensure broader organizational awareness of the procurement function and its importance to overall strategic objectives of the organization. Our review found that: i. There is significant room for improvement in terms of increasing the Procurement Department's traction within the Town and the business units’ overall commitment to understanding and complying with legal obligations and best practices in public procurement. ii. Field Study interviewees and survey respondents indicated that procurement rules and processes are not clearly communicated, and the Procurement Department is not using effective tools to communicate with the broader organization. iii. There are no apparent communication plans or protocols in place to effectively disseminate information regarding procurement rules and procedures across the broader organization. The Field Study revealed that updates to the current versions of templates and forms are not shared, which leads to an unnecessary duplication of effort and process delays. iv. The head of procurement holds a manager’s position, which is an insufficiently senior position within the hierarchy of the organization. This limits the ability to ensure a broader organizational traction and awareness of the procurement process and procurement rules. 23. BUSINESS PROCESS IMPROVEMENT: Is your organization implementing procurement-centric business process improvement that embeds strategic design-planning and project management disciplines into the planning and execution of its procurements? a) Business Process Improvement Initiative: The Town should establish an initiative to integrate procurement-centric business process improvement across the organization. Our review found that: i. The Town should implement a clear design-planning process for high value procurements that aligns with the annual budgetary process to better ensure advanced planning and appropriate resourcing for major projects. Page 72 of 181 Procurement Law Office 25 ii. The Town would benefit from clearly documented project management practices and procedures to reduce the time required to run a bidding process and award a resulting contract. 24. EFFECTIVE USE OF TECHNOLOGY: Is your organization keeping up with industry practices and leveraging procurement-centric technological innovations that can enhance and accelerate its tendering cycles? a) Leveraging Procurement-Centric Technologies: The Town should implement procurement- centric business process improvement through the implementation of procurement-centric technologies, including solicitation drafting and design software, electronic evaluation platforms, and, where appropriate, electronic reverse auction platforms. Our review found that: i. Other than fulfilling its obligation to electronically post open competitive procurement opportunities on Biddingo.com, the Town does not appear to be leveraging procurement- centric technology to facilitate its procurement processes. ii. The Procurement Department’s external website site has minimal information and includes no link to the policy or procedures. The page also does not contain information about current or past opportunities. iii. Field Study participants mentioned that procurement review and approval processes remain primarily paper-based and difficult to follow. iv. There is no automated drafting tool in place to aid in the drafting process. v. There does not appear to be an electronic evaluation tool being used by the Town, although electronic submissions are accepted through Bids and Tenders. vi. It is unclear whether the Town is accepting Bid Bonds through proper electronic means. vii. Electronic auctions are not in use at the Town. While the current level of expenditures may not justify the immediate deployment of this technology, substantial savings could be achieved as operations expand if contractors were mandated to use electronic reverse auctions within their own supply chains and if the Town used electronic reverse auctions as the second-stage of its own future framework agreements. Page 73 of 181 Procurement Law Office 26 E. Next Steps During our briefing session scheduled for Wednesday May 12, 2021, we will present the Snapshot Review and discuss the findings and recommendations set out in this report. Please let us know if you have any immediate questions or concerns. Paul Emanuelli General Counsel and Managing Director Procurement Law Office Page 74 of 181 Procurement Modernization UpdateTTown of Aurora, November 30thGeneral Committee1Page 75 of 181 Four critical risk areas were evaluated1. Meet operational needs2. Stay within budget3. Deliver on time4. Follow process rules2Page 76 of 181 8 key target areas with 3 due diligence indicators are evaluated1. Accountability Controls2. Integrity Indicators3. Open Competition Requirements1. Institutional Governance2. Project Governance3. Forms and Formats4. Document Drafting5. Bidding Risk6. Contract Management7. Training8. Innovation3Page 77 of 181 Each indicator is scored on a 7-tier ratingScores and frequencyA. Exceptional – rareB. Excellent – unusualC. GoodD. MarginalE. InadequateF. Potential Rules BreachZ. Apparent Rules Breach4Page 78 of 181 An illustration of comparators scores5Page 79 of 181 Aurora’s snapshot is comparable•Scores range between Good and Inadequate•No potential or apparent rules breaches•Each grade comes with specific recommendations for improvement6Page 80 of 181 Next stepsJanuary 2022New policy for Council reviewFebruary 2022Approve new procurement bylawMarch 2022Begin rollout and trainingJune 2022Update Council on progress7Page 81 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CS2 1 -0 59 Subject: Fence By-law Exemption Request – 32 Knowles Crescent Prepared by: Alexander Wray, Manager of Bylaw Services Department: Corporate Services Date: November 30, 2021 Recommendation 1. That Report No. CS21-059 be received; and 2. That an exemption to the Town’s Fence By-law No. 4753-05.P to permit a recently constructed non-compliant fence in the rear yard at 32 Knowles Crescent, be denied; and 3. That staff report to Council at a future meeting outlining proposed amendments to the Fence By-law No 4753-05.P on a process to address future fence exemption requests. Executive Summary The purpose of this report is to consider a request from the applicant of 32 Knowles Crescent on behalf of the owner to permit an existing rear yard fence to remain, as constructed. The fence in its current condition does not comply with the provisions in the Town’s Fence By-law No: 4753-05.P in that it exceeds the permitted height.  If an exemption to the Town’s existing Fence By-law is granted, it is likely to set a community precedent.  Historical data indicates that the Town has only received two formal requests for a fence exemption in the past. Background The subject property is a Single Family Residential dwelling situated in the Bathurst Street and Henderson Drive neighbourhood. The dwelling is a recently constructed infill property which still requires a final inspection to ensure compliance with grading Page 82 of 181 November 30, 2021 2 of 4 Report No. CS21-059 requirements. The applicant, on behalf of the registered property owner is seeking relief from the Fence By-law regulations to complete and maintain an existing rear yard fence. The existing fence measures between 2.7 – 2.8 meters in height and exceeds the permitted height of 2.0 meters for a fence in a rear yard of a residential subdivision. As a result of a complaint stemming from a neighbour dispute, Bylaw Services attended the property and conducted an inspection of the recently constructed rear yard fence which was not yet complete, on or about August 26, 2020. During the inspection, Bylaw staff identified the fence did not comply with the provisions set out in the Town’s Fence By-law No. 4753-05.P. As a result, a Notice of Violation was issued with a compliance date of September 28, 2020. Subsequently, due to high lumber costs and material shortages, the applicant requested a further extension to May 31, 2021. On May 27, 2021 the applicant submitted a request for a fence exemption accompanied by letters of support from 3 abutting properties. Bylaw Services has provided notice to all abutting property owners advising them of the exemption request and how they can delegate to Council. Analysis If an exemption to the Town’s existing Fence By-law is granted, it is likely to set a community precedent. Fencing is a common solution to address privacy, security, and aesthetics. An exemption to the current Fence By-law would set a precedent within the community and may permit other properties to go through the same process. By permitting the exemption both current and future decisions may be viewed as subjective and would strongly diminish the integrity of the Town’s Fence By-law No: 4753.05.P. Historical data indicates that the Town has only received two formal requests for a fence exemption in the past. Available historical data indicates that the Town has only received two formal fence exemption requests in the past and three inquiries about the exemption process have been received this year. Report No. BA04-016 was brought before Council in December 2004 to address noise and dust concerns at 15516 Leslie Street as a result of development on the State Farm lands. This fence has since been removed due to redevelopment on the property. Report No. CS19-011 was brought forth in February 2019 for privacy reasons at 203 St. John’s Sideroad West. At the respective Council meetings, Council approved the request for 15516 Leslie Street and refused the request for 203 St. John’s Sideroad West. Page 83 of 181 November 30, 2021 3 of 4 Report No. CS21-059 Advisory Committee Review N/A Legal Considerations The Town’s Fence By-law 4753.05.P sets out the requirements for fence height and material of construction. If Council elects not to grant an exemption to the By-law requirements, the property owner that caused the fence to be erected would be in breach of the By-law. A person found to be in breach of the Fence By-law is subject to prosecution and a fine under the Provincial Offences Act. The Fence By-law does not have an exemption process and in order to grant an exemption from the aforementioned Fence By-law requirements, Council would be required to pass a site-specific by-law amendment. Such a by-law amendment could waive the application of the provisions relating to height for 32 Knowles Crescent and establish site-specific requirements to be applicable in this case, as directed by Council. Financial Implications There are no financial implications to the Town in this regard. However, the applicant may face financial implications should their request be denied resulting in a requirement for them to modify and/or reconstruct the height of the fence at their sole cost. The specific cost to the applicant to bring the property into compliance has not been provided to staff. Communications Considerations There are no communication considerations as a result of this report. Link to Strategic Plan N/A Alternative(s) to the Recommendation 1. Council directs staff to bring forward a site specific by-law to provide a variance to the maximum fence height requirements for the fence at 32 Knowles Crescent once the final grading inspection is completed and approved. Page 84 of 181 November 30, 2021 4 of 4 Report No. CS21-059 Conclusions For reasons outlined in this report, staff are recommending the Fence By-law be upheld and the exemption request refused and that staff report back to Council at a future meeting date with amendments to the Fence By-law for future exemption requests. Attachments Attachment 1 – Fence Construction Diagram Attachment 2 - Photographs Previous Reports N/A Pre-submission Review Agenda Management Team review on November 11, 2021 Approvals Approved by Techa Van Leeuwen, Director, Corporate Services Approved by Doug Nadorozny, Chief Administrative Officer Page 85 of 181 Page 86 of 181 Page 87 of 181 Page 88 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CS2 1 -0 89 Subject: Pending List Review Prepared by: Samantha Yew, Deputy Town Clerk Department: Corporate Services Date: November 30, 2021 Recommendation 1. That Report No. CS21-089 be received; and 2. That items marked “Completed” be removed from the Pending List. Executive Summary This report is to provide Council with an update on staff responses to motions adopted by Council.  The Pending List is reviewed annually Background The Pending List is reviewed annually The Pending List is a document brought to Council annually to provide an update regarding the progress staff have made on various items to be reported back to Council. Any items noted as completed will be removed from the Pending List. Analysis None Advisory Committee Review None Page 89 of 181 November 30, 2021 2 of 3 Report No. CS21-089 Legal Considerations None Financial Implications None Communications Considerations There are no communication considerations as a result of this report. Link to Strategic Plan None Alternative(s) to the Recommendation 1. That Council provide direction. Conclusions The Pending List is an important tool used to provide updates regarding items that require reporting back to Council. Attachments Attachment 1 – Pending List as of October 26, 2021 Previous Reports None Pre-submission Review Agenda Management Team review on November 11, 2021 Page 90 of 181 November 30, 2021 3 of 3 Report No. CS21-089 Approvals Approved by Techa Van Leeuwen, Director, Corporate Services Approved by Doug Nadorozny, Chief Administrative Officer Page 91 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 1 CAO 1 2020-04-28 Motion (a) Mayor Mrakas; Re: Financial Support of the Aurora Cares Community Action Team Be It Further Resolved That the Aurora Cares Community Action Team report back to Council on its results achieved from these transferred monies. CAO Completed CAO 2 2020-05-26 Motion (c) Councillor Thompson Re: Municipal Service Level and Delivery Review Now Therefore Be It Hereby Resolved That the Town of Aurora consider a Municipal Services Review to identify actions and directions that could result in a more efficient and cost-effective service delivery, enhanced organizational and operation procedures, new revenue streams, and potential savings; and Be It Further Resolved That this item be referred to the 2021 budget with an estimate on the cost of conducting a service review; and Be It Further Resolved That pending Council’s approval of the cost to conduct a review, the CAO be directed to finalize and issue a Request for Proposal for a Service Level and Delivery Review no later than February 2021. CAO Completed Final Report to General Committee on November 2, 2022. Ongoing follow-up to commence with Council approval of final report. CAO 3 2021-04-27 CAO21-003 - Citizen Survey 2021 That the 2021 citizen survey be postponed to the first half of 2022. CAO Pending CAO 4 2021-04-27 CAO21-005 - Update on the Communications and Community Engagement Strategy 2018-2021 That a new Communications Strategic Plan 2022-2025 be presented to Council by end of year 2021 for approval. CAO Pending Work ongoing. Page 92 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 2 CMS 1 2020-06-23 CMS20-012 – Library Square – Governance Review That staff work with stakeholders to develop a fees and charges schedule for Library Square and report back to Council at a later date; and In progress Fees and Charges Schedule for new Town Square spaces coming online in 2022 has been approved. Fees and Charges Schedule for the remainder of Town Square spaces is forthcoming. CMS 2 2020-06-23 CMS20-014 – Hallmark Lands: Request for Information and User Group Survey Results That staff report back to Council with an updated budget request prior to awarding the contract, if required. CMS OPS Completed CMS 3 2020-10-27 9.1 Councillor Kim, Re: Great Canadian Achievements Mural Now Therefore Be It Hereby Resolved That staff investigate locations in Aurora for a second wall to celebrate the diversity in “Great Canadian Achievements” and report back to Council. CMS Completed Report CMS21-014 was received. Additional information was requested resulting in CMS21-019. CMS 4 2021-03-30 9.4 Councillor Humfryes; Re: Arts Help Now Therefore Be It Hereby Resolved That Town staff meet with Arts Help to understand both cultural and economic benefits and that Town staff report back to Council by June 2021. CMS Completed Staff provided an Information Report on June 1 – CMS21-021 CMS 5 2021-04-27 CMS21-019 - Canadian Achievements Diversity and Inclusion Mural Guidelines - Additional Information That the final artist and location selection be subject to Council approval. CMS Completed Artist and location approved by Council September 21, 2021 Page 93 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 3 CMS 6 2021-06-22 CMS21-022 - Library Square Governance Update That staff report back in September with an IT implementation status update, including service level agreements for the Aurora Public Library and Aurora Cultural Centre; and CMS In Progress Council report forthcoming re IT implementation and SLAs with stakeholders. Target date for Council report is early 2022. CMS 7 2021-06-22 Councillor Kim; Re: Disc Golf in Aurora 1. Now Therefore Be It Hereby Resolved That staff be directed to investigate the following, but not be limited to: a. The feasibility of making disc golf available in Aurora; b. Identifying locations; c. Identifying and reviewing disc golf organizational providers in this sector; d. Reviewing the experience of other municipalities; e. Any resources required; and 2. Be It Further Resolved That staff report back by the end of October 2021. CMS Completed Report brought forward to November 16, 2021 General Committee. CMS 8 2021-06-22 Councillor Humfryes; Re: Food Insecurity in Aurora 1. Now Therefore Be It Hereby Resolved That staff report back on how the municipality can better address the issue of food insecurity in Aurora by: a. Investigating the possibility of creating a Food Charter for Aurora; and b. Investigating the creation of a volunteer Food Security Advisory Committee that will: i. Initiate the development of, and support the implementation of, a Town of Aurora Food Strategy with a goal toward better access to quality, safe, OPS CMS Pending Community garden design to be constructed as part of the Non–Programmed Park starting in spring 2022. Staff are researching options and will report back to Council in 2022. Page 94 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 4 nutritious, and culturally appropriate food for all residents; and ii. Foster support for local food security initiatives such as backyard gardening programs, and container gardening programs, that ensure greater food security and food literacy in Aurora. CMS 9 2021-09-28 CMS21-027 - Canadian Achievements Diversity and Inclusion Mural - Design Approval That staff be directed to work with the artists to finalize the mural design, to be superimposed on the building, and be brought back to Council for final approval; CMS In Progress Staff are currently working with artists and property owner to finalize design. Council report with final design anticipated for early 2022. Page 95 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 5 CS 1 2019-09-10 Motion (a) Councillor Gaertner Re: Noise By-law Review Now Therefore Be It Hereby Resolved That staff follow what is happening in City of Toronto and other municipalities, and begin the process of a comprehensive review of the Town’s Noise By-law. CS Completed New Noise Bylaw enacted October 26/21 CS 2 2019-09-24 CS19-034 – Noise Exemption Request – 25 Butternut Ridge Trail That a by-law to amend Noise By-law No. 4787-06.P be brought forward to a future Council meeting providing delegated authority to staff for the approval of noise exemptions for continuous pouring of concrete that cannot be interrupted once the operations have commenced. CS Completed New Noise Bylaw includes delegated authority provisions for noise exemptions related to Construction Activities. CS 3 2019-11-12 CS19-025 – Fence By-law Exemption Request – 203 St. John’s Sideroad West That Report No. CS19-025 be referred back to staff; and That staff be authorized to report back on achieving compliance with fences and gates throughout the Town. CS Completed Modernized Fence By-law Report brought forward December/20. New by-law not approved. CS 4 2019-11-12 Motion (b) Mayor Mrakas, Re: By- law to Regulate Short-Term Rentals Now Therefore Be It Hereby Resolved That staff be directed to examine the feasibility of passing a by-law to licence, regulate and govern Airbnb and short-term rental accommodations in the Town of Aurora, and to report back to Council. CS In progress Short Term Rentals part of a larger regulatory licensing review. Report will be presented to Council in Q1, 2022 outlining proposed regulations. CS 5 2020-05-28 CS20-010 – Electronic Meetings for Committees of Council That staff report back to Council regarding the success of electronic committee meetings. CS Completed Report was taken to Council May of 2021 CS 6 2021-02-23 CS21-014 - Capital Project No. 14047 - Computer and Related Infrastructure Renewal That staff report back to Council regarding the lifecycle management strategy for laptops and desktops purchased from 2018 moving forward. CS Completed Report to General Committee November 30/21 Page 96 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 6 CS7 2021-05-25 Mayor Mrakas; Re: Review of Proclamations Policy Now Therefore Be It Hereby Resolved that staff review the Proclamations Policy and report back to Council with recommendations for a less restrictive policy. CS Pending Review planned for Q1 of 2022. CS 8 2021-05-25 Mayor Mrakas; Re: Town Wide Wi-Fi Access Now Therefore Be It Hereby Resolved that Council direct staff to investigate existing models of municipally implemented wi-fi services to develop a proposed model for Aurora and report back to Council; and Be It Further Resolved That staff investigate public- private partnership models to consider for the potential implementation of such a wi-fi service for the Town. CS In Progress Staff are investigating existing models and partnerships. CS 9 2021-10-26 CS21-056 - Diversity Equity and Inclusion Strategic Action Plan 2021-2024 That staff present the draft Diversity Equity and Inclusion Strategic Action Plan 2021-2024 to the Anti- Black Racism and Anti-Racism Task Force for review and input; and That staff report back on the progress of the strategy at a future Council meeting. CS Completed Diversity, Equity and Inclusion Action Plan presented and endorsed by Council in October, 2021. Plan will be presented to the Anti-Black Racism and Anti-Racism Task Force in November, 2021. Page 97 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 7 FIN 1 2018-05-22 Motion (c) Mayor Dawe; Re: Deferred Development Charges – Habitat for Humanity Be It Further Resolved That staff report back to Council on the implications of a deferral of such development charges; and Be It Further Resolved That staff include a policy and/or process for managing such requests in future. FIN Complete – included in DC study report June 2021 Addressed when Finance brought recommendations forward to transition Development Charges to a Community Benefits Charge/Bylaw, as outlined in Bill 108/138. FIN 2 2019-10-08 FS19-029 – Prudent Investor Standard for Multiple Investments That staff undertake further due diligence to determine the best approach to move to the prudent investor standard and report back to Council with a final recommendation. FIN In progress Was included in the approved fiscal strategy as an action item in June 2021. Next steps to come to FAC in early 2022 Page 98 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 8 OPS 1 2016-10-11 1(13) Parks and Recreation Advisory Committee Meeting Minutes of September 15, 2016, Memorandum from Manager of Parks; Re: Pet Waste in Public Parks and Open Space That staff be directed to investigate a public education program and public survey regarding pet waste in public parks and open spaces. OPS Pending Report on Dog Waste Diversion 2020, Council endorsed idea and staff placed pilot project for dog waste containers in capital budget for council consideration. 1 receptacle was installed at Canine Commons in Sept 2021. Staff will report back at end of 1 year pilot with results of program and public survey to gauge if program worth expanding OPS 2 2020-01-28 OPS19-019 – Hallmark Baseball Diamonds – Additional Funding That Report No. OPS19-019 be referred back to staff for more information regarding an indoor baseball training facility on the Hallmark lands. OPS Completed Re-tendered based on current design of two (2) softball fields – the tender has closed. Construction commenced on April 19, 2021 OPS 3 2020-04-28 OPS20-006 – 276 and 310 Hartwell Way – Non-Programmed Park Design That staff be directed to go out for public consultation on the two proposed park concept plans prior to approval. OPS Completed In the public commenting process (virtual via “Engage Aurora” with a November 11, 2020 deadline for commenting. Staff reported the findings of the survey to Council OPS 4 2020-05-26 OPS20-007 – Off-Leash Dog Park in Highland Park That staff be directed to further investigate the Dog Waste Diversion programs available, including all capital and operational costs associated with implementing the systems in park retrofits and new park development, and that a report be presented at a future Council meeting. Pending Staff reported back on alternative locations for Dog Parks and Council directed staff to include a placeholder for a new dog park off Englehard in 10-year capital. Page 99 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 9 OPS 5 2020-12-14 FIN20-030 - 2021 Final Approved Budget That a pilot project to have the Tamarac Green Park walkway plowed during the 2020/2021 winter season be approved and that staff report back to Council on the results. OPS Completed Sidewalk winter maintenance contract will go to public tender in the spring of 2021, no service level changes are recommended, Tamarac Green Park will not be cleared moving forward OPS 6 2021-01-26 OPS21-001- Hartwell Way Non- Programmed Park - Public Consultation That staff report back on potential locations for off- leash parks in non-residential areas at a future General Committee meeting. OPS Pending Staff report is being prepared for presentation to General Committee in June 2021. Public survey results concluded public not interested with dog park at non-programmed park. Staff presented Off leash dog park locations report in summer and were directed to put placeholder in 10-yr capital as per above for council consideration. OPS 7 2021-02-26 9.2 Mayor Mrakas and Councillor Kim; Re: Garbage Bag Tag Policy Now Therefore Be It Hereby Resolved That staff be directed to report back to Council with a garbage bag tag policy to be implemented as soon as possible. OPS Completed OPS 8 2021-05-25 Councillor Gaertner; Re: Project to Provide Off Leash Use of One Trail and Park Now Therefore Be It Hereby Resolved That staff be directed to investigate a pilot project using one trail and park as “Off Leash” during dedicated times, and report findings back to Council as soon as possible. OPS Pending Report in 2022 (February 15) Page 100 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 10 OPS 9 2021-06-22 OPS21-014 - Parkland Naming That Report No. OPS21-014 - Parkland Naming be referred back to staff. OPS Pending Report in Q2 2022 OPS 10 2021-06-22 Councillor Gilliland; Re: Invasive Species and Insects 1. Now Therefore Be It Hereby Resolved That staff report back by October 2021 regarding the Town integrating a pilot program to collaborate with the existing Town of Aurora Cleanup Day starting in 2022 to include an Invasive Weed Cleanup Day in specific areas identified by the Town; and OPS Pending Reporting back via memo to Council on what we have planned in 2022. OPS 11 2021-09-28 Mayor Mrakas; Re: LDD Moth Infestation Now Therefore Be it Hereby Resolved That staff review and report back on all options to control the LDD moth infestation and manage future years of this cycle, including: burlap banding, removal of eggs, pheromone traps in areas with moderate to severe infestation, and consider targeted spraying of BTK (Bacterium Spray Treatment) within the appropriate timeframe in all severely infested areas of public lands and Town trees within the Town’s right of way on severely infested streets; and OPS Pending Reports being prepared for Nov 24, 2021 Environmental Advisory Committee and Feb 1, 2022 GC. OPS 12 2021-09-28 Councillor Gilliland; Re: Outdoor Fitness Park 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. OPS Pending Report being prepared for April 19, 2022 GC Page 101 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 11 PDS 1 2018-09-18 S1 (R8) PDS18-099 – Application for Official Plan Amendment, Zoning By-law Amendment and Site Plan Approval, Metropolitan Square Inc., 180, 190 and 220 Wellington Street East, File Numbers: OPA-2015-05, ZBA- 2015-15 and SP-2016-10 That Report No. PDS18-099 be referred to staff to address Council’s concerns and comments with the developer, and the report be brought back to a future General Committee meeting. PDS Completed Settlement approved by the LPAT. PDS 2 2019-04-23 PDS19-030 – Award of Tender 2019-42-PDS-ENG – For Roadway Rehabilitation on Yonge Street, Edward Street, Golf Links Drive and Dunning Avenue That staff report back with further information regarding Council’s concerns about the administration of Capital Project No. 31116 – M & O – Dunning Ave, Edward St, Golf Links Dr, Industrial Parkway S, McCllelan Way, Orchard Heights Blvd, Tamarac Trail, Yonge Street. PDS Completed Staff presented a report to GC in 2020. PDS 3 2019-06-11 PDS19-039 –Stable Neighbourhood Study – Recommendation Report: Zoning Standards and PDS19-056 –Stable Neighbourhood Study – Follow-up Information That staff finalize the Urban Design Guidelines and report back to a future Council meeting. PDS Completed Reported in 2020 to GC meeting to present updated urban design guidelines based on public consultation PDS 4 2019-07-23 PDS19-064 – Economic Development Strategic Plan That staff report back with an Implementation Strategy at a future Council meeting. PDS Completed Reported to GC in March 2021 PDS 5 2019-12-10 PDS19-098 – Town of Aurora Official Plan Review That staff report back following the Special Meeting of Council with a summary of the feedback received through the public consultation process to inform the development of a work program for Council’s consideration; and PDS Completed 2nd public planning meeting held in December 2020 Page 102 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 12 PDS 6 2019-12-10 PDS19-069 – Regional Municipal Comprehensive Review (MCR) Update: Aurora Employment Land Conversion Requests That staff report back to Council regarding Aurora Employment Land Conversion Requests upon completion of the Official Plan review; and PDS In progress Reported to Council to release discussion papers in May 2021. Policy Directions report targeted for January 2022 GC PDS 7 2018-02-27 Motion (c) Councillor Mrakas; Re: Petch House Now Therefore Be It Hereby Resolved That staff investigate the feasibility and costs for the Petch House to be used for marriage services and/or as a wedding chapel; and Be It Further Resolved That staff bring a report to the May 2018 meeting cycle for Council to make a decision on the future use of the Petch House. CMS In progress Report No. PDS18-038 – Petch House – Potential Conversion to a Wedding Chapel Use referred back to staff for further comments. Staff reported to HAC in April 2021 2018-04-24 C1(R3) PDS18-038 – Petch House – Potential Conversion to a Wedding Chapel Use That Report No. PDS18-038 be referred to staff to receive comments from the Heritage Advisory Committee regarding the future of the Petch House. PDS Staff targeting a report to GC in the 1st quarter of 2022 PDS 8 2020-07-14 PDS20-017 – Streetscape Improvements in the Northeast Old Aurora Heritage Conservation District That staff be directed to prepare a cost analysis for all the remaining streetscape improvement measures recommended in the Northeast Old Aurora Conservation District Plan to be submitted as part of the 2021 budget process. PDS Completed Reported to HACin the first quarter of 2020 PDS 9 2019-02-26 Motion (a) Mayor Mrakas, Re: Backyard Swimming Instruction on Private Property Now Therefore Be It Hereby Resolved That staff be directed to report back regarding the changes need for a Zoning By-law amendment to amend the Home Occupation provisions to allow for backyard swimming instruction on private property. CS Completed OPA adopted by Council in June 2020 PDS 10 2020-09-29 PDS20-065 - Explore Aurora Campaign Funding Request That the Aurora Chamber of Commerce report back to Council regarding the success of the Explore Aurora marketing campaign. PDS Completed Presentation to GC by the Chamber in October 2021 Page 103 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 13 PDS 11 2020-09-29 9.1 Councillor Kim; Re: Sidewalk Installation Policy Now therefore be it hereby resolved that staff be directed to review the “Sidewalk Installation Policy” (#67), and report back to General Committee before the end of the first quarter of 2021 with proposed revisions for consideration including an approach that provides staff the delegated authority to install sidewalks for existing areas when the road is scheduled for reconstruction. PDS Completed Council approved updated Sidewalk Policy in March 2021 PDS 12 2020-10-27 PDS20-044 - Town of Aurora Proposed Anti-Idling Policy That Council approve the Town of Aurora Anti-Idling policy attached to this report; and That staff be directed to report back after one year with a policy review. PDS In progress Report to GC in 1st quarter 2022 PDS 13 2020-10-27 PDS20-050 - Implementation of Automated Speed Enforcement Program That staff report back on the findings of the Region’s Automated Speed Enforcement Program following completion of the two-year, limited use pilot program. PDS In progress Report to GC in 4th quarter of 2022 PDS 14 2020-10-27 PDS20-055 - Pedestrian Grade Separated Crossings and Future Priority Crossings within Barrie GO Rail Corridor That Council identify as a priority the Cousins Drive pedestrian rail crossing identified in Attachment 2 and staff report back on the feasibility of funding the crossing as part of the 2022 Budget 10-year capital planning process. PDS In progress Referred to the 2022 budget cycle PDS 15 2021-02-23 9.1 Councillor Humfryes; Re: Dangerous One-Way Street - Centre Street Now Therefore Be It Hereby Resolved That staff be directed to review this issue and determine the best traffic calming measures and traffic deterrent to prevent vehicles driving the wrong way on a one-way street and report back to Council before the end of April 2021. PDS Completed Reported to April 6 GC Page 104 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 14 PDS 16 2021-03-30 PDS21-038 - Pedestrian Connection from Library Square to Town Park That staff report back on the findings to a future General Committee meeting prior to the project being included in the 2022 Capital Budget. PDS Completed Reported to March 23 GC and a follow up report on the feasibility of the sidewalk presented to September 2021 GC PDS 17 2021-03-30 9.2 Councillor Gilliland; Re: Climate Lens Now Therefore Be It Hereby Resolved That staff investigate ways to include a climate lens approach in Town operations and governance to better understand the environmental impacts and achievements; and Be It Further Resolved That staff report back to a General Committee meeting in June 2021 regarding the findings. PDS Completed Staff reported to GC in September 2021 PDS 18 2021-05-25 Councillor Gaertner; Re: Construction in Residential Areas Now Therefore Be It Hereby Resolved That staff be directed to review our existing By-laws and provide a report to Council on possible improvements, including penalties, which would benefit affected residents and staff workload. PDS In Progress Targeting the first quarter of 2022 for a report to GC. PDS 19 2021-07-13 Councillor Kim; Re: Stop Signs and Crosswalk Installation - Machell Ave and Irwin Ave Now Therefore Be It Hereby Resolved That staff consider installing stop signs going both north and south at the intersection of Machell and Irwin Avenues to create a three-way stop; and Be It Further Resolved That a crosswalk be considered on the south side of that intersection; and Be It Further Resolved That staff report back in October with a recommendation of these modifications PDS In progress. Report targeted for 4th quarter of 2021. Page 105 of 181 Update: To Oct 26, 2021 Council Pending List Ref. # Mtg Date Report Title/Subject Action Action Dept Response/Status C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed Attachment 1 Page 15 PDS 20 2021-09-28 PDS21-091 - Request for a Parking By-law Amendment on Benville Crescent That staff monitor the on-street parking activity on Benville Crescent around Evans Park, survey the residents, and report back to a future General Committee meeting with the results and recommendations before the end of 2021. PDS Completed Reported to GC in October 2021 PDS 21 2021-10-26 New Business Motion no. 1 That the request from Delegation 5.1, Marco Di Girolamo, to enter into an encroachment agreement with the Town be referred to staff to report back to Council. PDS In Progress Reporting to GC on November 30, 2021 Page 106 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS 2 1 -0 21 Subject: Tree Removal Permit Application – 144 Temperance Street Prepared by: Sara Tienkamp, Manager, Parks & Fleet Department: Operational Services Date: November 30, 2021 Recommendation 1. That Report No. OPS21-021 be received; and 2. That the Tree Removal Permit Application for 144 Temperance Street be approved. Executive Summary This report is to provide Council with information and recommendations associated with the removal of trees at 144 Temperance Street:  Back yard landscape renovation planned with future pool, spa, and patio;  The Arborist report recommends removal of trees based on construction impacts;  Compensation for tree removals and replanting opportunities identified. Background The subject property is listed on the Town of Aurora’s Register of Properties of Cultural Heritage Value or Interest under Tree Protection By-law 5850-16. Section 9 (1) (b) states: If a tree subject to an application is found by the Director to be a Heritage Tree, the Director shall not issue a permit unless the injury, destruction or removal is approved by Council following a review by the Town’s Heritage Advisory Committee. Page 107 of 181 November 30, 2021 2 of 5 Report No. OPS21-021 On September 25, 2021, the Parks Division received a forma l Tree Removal Application and supporting documentation for the removal of five (5), Norway Spruce trees that form a hedge row in the rear yard of the property, to facilitate the installation of a pool. The Heritage Advisory Committee’s (HAC) comments on this application should focus on the impact on the heritage character of the neighbourhood, not the physical condition of the tree. Analysis Back yard landscape renovation planned with future pool, spa, and patio. The application to remove trees is due to a future landscape plan which includes a pool and patio installation. Resident is looking to expand on the existing deck and include amenities in the rear yard to maximize the space available. Owners would like to create an inviting space to be utilized for recreation, entertaining, relaxation with family and friends. The Arborist report recommends removal of trees based on construction impacts. Cinerea Urban Forestry Services was retained by resident to provide an assessment of the proposed removal tree health, structural stability, and tree protection on the property. There are five (5) Norway Spruce trees proposed for removal that form a hedge row along the western rear property line. Approximately half of the root plates of the spruce will be heavily impacted by construction/excavation of pool and patio. This will affect the long-term health of the trees and more importantly compromise the structural integrity of the tree’s root zones which support the tree in the ground when under wind load. The owners, consulting arborist, reports the trees as having Diameter at Breast Height (DBH) measurements between 43-57 centimetres. The spruce trees are rated in good overall general health. Town Forestry staff have confirmed the information contained in the Arborist report. Compensation for tree removals and replanting opportunities identified. As per the Town’s Tree Removal Compensation Policy, the value of the five (5) spruce trees proposed for removal is $10,200. The initial Concept Landscape Plan s hows extensive planting, including multiple caliper trees as part of pool install. Page 108 of 181 November 30, 2021 3 of 5 Report No. OPS21-021 At the time of this report a cost estimate had not been established for the concept landscape design. As the landscape design/pool consultants work through more detailed plans, costs and plant material sizes will be determined, allowing staff to work with resident to ensure the Towns needs are met. Based on the concept landscape plan and vegetation identified, it is clear the value of the landscape planting will exceed the value of the five (5) spruce; however, if the value of the compensation cannot be planted on site remainder of the compensation will be transferred to the Tree Compensation Reserve and utilized for future tree planting initiatives in the Town to maintain urban canopy cover. Advisory Committee Review The Tree Permit Application for this property was reviewed by HAC at its November 1, 2021 meeting. The minutes include the following comments from the committee: “The Committee commented on the maturity of the Spruce trees and while in good health the trees are very sparse and not of significance to the streetscape, as they are in the rear yard with majority of tree obstructed by residences. The Committee also requested clarity from staff regarding the tree compensation and how a value is derived. Additionally, there was an understanding that the trees would need removal as the roots plates would be compromised and integrity compromised during construction of pool.” Legal Considerations Since the trees are located on a listed property, only Council has the authority to approve the removal of the trees, after a review by HAC. Council may approve the removal subject to certain conditions, which includes financial compensation or replanting of trees. Financial Implications As the trees in question are located on private property, their removal will be solely at the property owner’s expense should Council approve their associated tree removal permit applications. The Town will also collect the appropriate fees and security deposits relating to this application should it be approved. Page 109 of 181 November 30, 2021 4 of 5 Report No. OPS21-021 Communications Considerations Not applicable. Link to Strategic Plan Tree removals support the Strategic Plan goal of Supporting Environmental Stewardship and Sustainability for all through its accomplishment in satisfying requirements in the following key objectives within this goal statement: Encouraging the stewardship of Aurora’s natural resources: Assess the merits of measuring the Town’s natural capital assets. Alternative(s) to the Recommendation 1. That the Tree Removal Application for 144 Temperance Street not be approved. 2. As directed by Council. Conclusions The landscape planting presented to date satisfies the requirements of the Town Tree Compensation Policy and staff will work to finalize details of landscape plan, tree removal permit and associated securities with applicant. Staff recommend the Tree Removal Application for 144 Temperance Street be approved. Attachments Attachment #1 – Tree Removal Permit Application Attachment #2 – Arborist Report Attachment #3 – Tree Preservation Plan Attachment #4 – Concept Landscape Plan Previous Reports None. Pre-submission Review Agenda Management Team review on November 11, 2021 Page 110 of 181 November 30, 2021 5 of 5 Report No. OPS21-021 Approvals Approved by Allan D. Downey, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 111 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Tree Permit Application Application to Permit the Injury or Destruction of Of Trees on Private Property The personal information on this form is collected under Bylaw 5850-16 and will be used for the purposes of this application only. Questions should be directed to the Freedom of Information Co-ordinator, Office of the Town Clerk, 100 John West Way, Box 1000, Aurora, Ontario L4G 6J1, Tel. 905-727-3123. The Owner acknowledges and agrees that nesting birds will not be harmed or disturbed, and that nests or eggs of migratory birds are not disturbed, destroyed or removed in contravention of any applicable legislation, including but not limited to the Fish and Wildlife Conservation Act, 1997, S.O., c. 41, as amended or successor thereto and the Migratory Birds Convention Act 1994, c. 22, as amended or successor thereto. THIS IS NOT A PERMIT Instructions for Completion of Application: 1. Municipal address: Street name and number must be included for applications to be considered complete. 2. Provide an Arborist Report completed by an Arborist as defined in the by-law, at the discretion of the Parks Manager. 3. If replanting, provide 2 copies of the replanting plan or landscape plan. 4. Payment of Fees is required. 5. Written consent is necessary from an adjacent property owner where the base of a tree straddles a property line. 6. If this application is signed by an applicant other than the owner, or by an agent, the written authorization of the owner is required. 7. File this application and other supporting documentation to the Operations Department, Parks Division, 100 John West Way Aurora, Ontario I am applying for a permit to remove tree/s on private property (please check one) * Three (3) or more trees 20cm (8 inches) in diameter measured at 1.37 m in a 12 month period Two (2) trees have already been removed greater than 20cm (8 inches) in diameter measured at 1.37 m in a 12 month period and require a permit for the removal of the third (3rd) or more tree/s in the same 12 month period One (1) or more tree/s larger than 70cm (30 inches) in diameter measured at 1.37 One (1) or more tree/s in the designated heritage district One (1) or more designated heritage tree/s Page 112 of 181 Applicant Information Municipal address of subject property * 144 temperance street Name of Applicant/Agent: * Gordon Heyting Mailing Address of Applicant: * 144 temperance street aurora ON L4G2R4 Telephone *Email Address * Name of Registered Owner (if different from above): Mailing address of Owner (if different from above): Existing Land Use * residential Are the tree(s) located on or near any neighbouring property line resulting in the joint ownership of the tree(s * Yes No Reason why trees are being injured or removed. Please select: * Trees interfere with proposed construction Landscaping on the property All trees are dead, dying or hazardous Trees are interfering with utilities/dwelling/foundation Installing pool Other (please specify) Page 113 of 181 Fee Requirements: If all trees are considered dead, dying or hazardous by the Parks Manager, there is no fee but a permit must still be obtained. Please choose one (1) of the below (Methods of payment cheque only. Fees are non-refundable and must be remitted at the time of initial permit application) Trees over 20cm in diameter * 3 trees - $214 4 trees - $320 5 trees - $427 6 trees - $534 7 trees - $640 8 or more trees $107 per additional tree to a maximum of $2,552.50 Trees over 70 centimeters in diameter - $534 per tree Please select * I am the owner of the property or acting on behalf of the owner with written authorization (attached) The property is not a designated Heritage Property under the Town of Aurora designation The property is designated Heritage and the Heritage Advisory Committee has approved the injury or destruction of the tree/s as per the attached Approved Heritage Permit Applicable fees have been submitted DECLARATION 1 I/we hereby declare that I/we have read and understand the required procedures and provisions under the Town of Aurora’s Private Tree By-law and the statements and plans made by me upon this application are, to the best of my belief and knowledge, a true and complete representation of the purpose and intent of this application. I consent to allowing Town of Aurora employees to enter the property to conduct inspections Full Name * Gordon Heyting Page 114 of 181 Signature Date (MM/dd/yyyy) * 9/25/2021 Does the trunk of the tree/s at ground level bisect or straddle a property line? * Yes No Please provide the supporting documents found in the below attachment: Part A (Tree and Site Information) and Part B (Sketch of Property) Supporting documentation to amend personal information. File Name 144 Temperance St. IVM.pdf 4.7 MB 144 Temperance St - TPP.pdf 1.5 MB Part C (Arborist Confirmation) I/We certify that the information in parts A, B & C are correct. Full Name * Mark Ellis ISA Board certified master arborist ON-1686BM  Page 115 of 181 Signature (Includes professional designation where applicable) * Date (MM/dd/yyyy) * 9/25/2021  Page 116 of 181 Integrated Vegetation Management Plan Prepared for: Gordon Heyting Erin Bresenhuber 144 Temperance St. Aurora ON L4G 2R4 gord@pulpmouldeproducts.com erinbresenhuber@hotmail.ca 416-275-4490 Site Address: Same as above Modified: October 14, 2021 Prepared by: Mark Ellis ISA Board Certified Master Arborist ON-1686BM www.cinereaurbanforestryservices.ca cinerea.ufs@gmail.com 905-715-5921 ©2021 Cinerea Urban Forestry Services Page 117 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 2 of 26 Table of Contents Summary 3 Introduction & Assignment (Nature of Work) 4 Assignment Limitations 4 Methods 4 Observations 5 Tree Replacement Information 5 Tree Maintenance Plan 6 Pruning and Root Pruning Plan 6 Arborist Recommendations 6 Conclusion 7 Appendix 1 – Tree Inventory 8 Appendix 2 – Photos (Trees Are Centred) 10 Appendix 3 - References 23 Appendix 4 - Arborist Qualifications 24 Page 118 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 3 of 26 Summary This report is in regards to construction of a pool at 144 Temperance St. Aurora ON. General health assessment and tree protection measures and practices have been identified within this report. Page 119 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 4 of 26 Introduction & Assignment (Nature of Work) Cinerea Urban Forestry Services was commissioned by Gordon Heyting and Erin Bresenhuber to complete an Arborist Report and Tree Preservation Plan known as an Integrated Vegetation Management Plan to inventory and assess the health trees 144 Temperance St. Aurora ON. The scope of construction is to construct an inground pool within the backyard area with associated hardscaping surrounding it. An inventory and general health assessment was performed for all trees: on and within 6 metres of subject property. Note: The Town of Aurora only requires trees within 4.5 metres of properties inventoried Assignment Limitations Recommendations for tree preservation have been based upon the client supplied drawings. This Arborist Report was compiled from field data collected from the ground. A basic visual assessment of the trees was performed. No level of ISA Tree Risk Assessment was performed. More data may be obtained regarding risk through a basic or advanced ISA Tree Risk Assessment. As trees change over time, this report noting conditions of health and structure of trees on site shall be void after a period of 1 year. The opinions conveyed within this report are those of Mark Ellis, ISA BCMA ON-1686BM. Another arborist or forester may look at the same tree(s) and have different opinions. Thus; opinions may be subjective. Measurements taken from property lines or tree ownership may not be exact as most of the time a survey stake is not visible so a fence or arbitrary property line is used. Specifications regarding cabling of a tree is to preserve the tree and prolong its service life. A cable is in no way a guarantee that the tree shall not fail. Cables, if installed correctly, may reduce the risk of a tree splitting apart. Trees may fail at any time due to a myriad of factors including but not limited to tree vigour, severe weather events, change in tree architecture, removal of adjacent trees. This report is not in any way intended to be a guarantee for tree removal permit. All decisions regarding removal of bylaw protected trees is that of the Town of Aurora. Methods  Tools used to assess the trees included a clinometer, metric measuring tape, metric measuring wheel, binoculars, digital camera, metal probe  Town owned trees of any diameter and all private trees measuring over 5 cm or greater located within 10 metres of construction limits were recorded for the purposes of this report  All diameters of trees were measured at a height of 1.4 metres Page 120 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 5 of 26  From Town of Aurora Website: “"tree diameter" means the measurement of the diameter of the trunk of a tree from outside the bark 140cm (55 inches) above existing grade of the ground adjoining its base or where there are multiple stems on a tree, means the total of the diameters of the three (3) largest stems measured approximately 140 cm (55 inches) above existing grade” Observations  Field work was completed by Mark Ellis on August 31, 2021  Weather at time of assessment was sunny and 20°C  No endangered tree species such as American chestnut Castanea dentata or butternut Juglans cinerea found on or within 6 metres of the property  Trees proposed to be removed are non-native  Trees # 3 through 7 to be removed to facilitate construction  Application fees of $427 Tree Replacement Information Tree # Common Name Latin Address dbh (cm) @ 1.4 m Nursery Replacement Size Nursery Cost Installed Cost Species Rating Condition Rating Replacement Ratio Total Replacement Cost 3 Norway Spruce Picea abies 144 Temperance St. 57 200 cm 192.1 480.25 0.71 0.8 9.5 2429.46469 4 Norway Spruce Picea abies 144 Temperance St. 43 200 cm 192.1 480.25 0.71 0.7 7.166667 1710.57046 5 Norway Spruce Picea abies 144 Temperance St. 46 200 cm 192.1 480.25 0.71 0.7 7.666667 1829.91258 6 Norway Spruce Picea abies 144 Temperance St. 56 200 cm 192.1 480.25 0.71 0.7 9.333333 2227.71967 7 Norway Spruce Picea abies 144 Temperance St. 47 200 cm 192.1 480.25 0.71 0.8 7.833333 2003.24281 Total $10,200.91 2 sugar maple Acer saccharum trees are to be replanted in the backyard of 144 Temperance St. following the completion of construction. The minimum size shall be 60mm caliper and shall Page 121 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 6 of 26 meet the minimum criteria as set forth in the latest edition of the Canadian Nursery Stock Standard. Exact planting locations may be found on the Planting Plan. The Uxbridge Nurseries 2021 price for a 60 mm caliper tree is $265 and 2.5 x the installed cost = $662.50 making the total cost $927.50 x 2 = $1855. Upon successful planting of these trees, this amount should be deducted from the total compensation amount. For reference: $8345.91 is the total compensation amount after the planting of the 2 sugar maple trees have been taken into account. Tree Maintenance Plan Tree # 8 shall be watered during and 2 years post construction. The tree should be regularly monitored by an ISA Certified Arborist (every 2 years) to ensure its continued health and prescribe any work it may need on an ongoing basis. General fertilization is not recommended in combination with root pruning. Radial trenching combined with addition of compost is recommended for continued heath of this tree. This will help to decompact the soil and to improve the health of the tree. Pruning and Root Pruning Plan No above ground pruning is required to facilitate construction. An exploratory dig will be conducted at the proposed construction limits of the MTPZs of tree # 8. This will be done to determine the amount and size of roots within those areas. From there a determination will be made by the arborist conducting the work of whether to root prune and preserve the tree, slightly alter construction or slightly alter construction or a combination of. This will be done in conjunction with the Town of Aurora Forestry Dept. as they will need to OK trees to be removed. Arborist Recommendations  Submit IVM to Town of Aurora  Install tree protection fencing and horizontal hoarding as per the tree preservation plan  Remove trees # 3, 4, 5, 6, 7  Tree # 8 shall have exploratory dig done by an ISA Certified Arborist familiar with the process to determine the feasibility of preservation while doing proposed construction of hardscape; any roots found shall be root pruned upon approval from Town of Aurora  Any tree removal operations should be conducted outside of breeding/nesting seasons of Migratory Birds Page 122 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 7 of 26 Conclusion I, Mark Ellis, conducted a site visit on August 31, 2021 to inventory and assess trees for preservation, injury, or removal within the scope of proposed construction. Proposed construction is to construct a pool within the backyard area with associated hardscaping. The proposed construction will ultimately require the removal of 5 trees (# 3, 4, 5, 6, 7). Given the fact that all five trees have grown together for decades, they act together as a unit. Removing half of the trees only could lead to the failure of the remaining trees as the other trees which previously acted as a buffer, are now gone. It should be noted within this context that spruce Picea are very shallow rooted as compared to almost all other genus of trees. While proposed construction will structurally destabilize trees # 3, 4, and 5 via the removal of roots, all trees should be removed for the aforementioned reasons. Hardscaping is to be installed within the MTPZ of tree # 8. Here an exploratory dig will be done by an ISA Certified Arborist to determine if construction is feasible with minor to no injury. Root pruning will be conducted in conjunction with this work. If major structural roots are found either construction will have to be altered of the hardscaping or the tree removed. The removal of the 5 trees will require compensation. 2 sugar maple trees are to be replanted within the backyard area. Outstanding compensation value totals $8345.91 once the planting of the 2 sugar maple trees is accounted for. Planting shall be done upon the completion of construction and trees are to be planted in the spring or fall. Trees should be a minimum of 60mm caliper and meet the minimum criteria as set forth in the latest edition of the Canadian Nursery Stock Standard. Tree protection fencing shall be installed as per the Tree Preservation Plan and according to the Town of Aurora's specification. Fencing shall stall in place in good condition for the duration of construction. Horizontal hoarding shown up the east side of the house should use wood chips specifically and mulch. Mulch can be easily compacted and does not buffer heavy equipment adequately. Fencing should be constructed in a manner that it will withstand 90km/hr winds and last. Should any revisions be required to this report, please direct all communication to Mark Ellis at cinerea.ufs@gmail.com. All documentation to be submitted to the Town of Aurora Parks, Recreation and Cultural Services department, Parks Division, Town of Aurora, 100 John West Way Box 1000, Aurora, Ontario L4G 6J1. Application fees amount to $427 for the removal of 5 trees. Application fees are non-refundable once paid. Page 123 of 181 Appendix 1 – Tree Inventory Tree # Common Name Latin dbh (cm) @ 1.4 m Height (m) Crown Spread (m) Ownership (City/Town or Private) Town of Aurora Tree Protection Zone (metres) Health Structure Overall Condition Address Location Comments Arborist Recommendation 1 Crabapple Malus spp. 27 9 6 Town 3 Fair Poor Poor 144 Temperance St. 1.1 metres north of south building line 2.5 metres west of curb Tree protection fencing 2 Norway Maple Acer platanoides 'Crimson King' 47 15 9 Town 3.6 Good Fair Fair 142 Temperance St. 4.6 metres north of south property line 3 metres west of curb Exposed roots Confined rooting area due to sidewalk 3 Norway Spruce Picea abies 57 22 5 Private 4.5 Good Good Good 144 Temperance St. 1.3 metres south of north property line 1.1 metres east of west property line Growing in a windbreak/row Remove due to proposed construction 4 Norway Spruce Picea abies 43 22 3 Private 3.6 Good Good Good 144 Temperance St. 5 metres south of north property line 1.1 metres east of west property line Growing in a windbreak/row Remove due to proposed construction 5 Norway Spruce Picea abies 46 22 3 Private 3.6 Good Good Good 144 Temperance St. 6.9 metres south of north property line 1 metre east of west property line Growing in a windbreak/row Remove due to proposed construction 6 Norway Spruce Picea abies 56 22 3 Private 4.5 Good Good Good 144 Temperance St. 9.4 metres south of north property line 1 metre east of west property line Growing in a windbreak/row Remove due to proposed construction 7 Norway Spruce Picea abies 47 22 4 Private 3.6 Good Good Good 144 Temperance St. 11.5 metres south of north property line 1.1 metres east of west property line Growing in a windbreak/row Remove due to proposed construction Page 124 of 181 Cinerea Urban Forestry Services Arborist Report 144 Temperance St. Aurora ON Page 9 of 26 8 Ironwood Ostrya virginiana 38 15 8 Private 3.6 Good Fair Good 144 Temperance St. 4.3 metres north of south property line 8.3 metres east of west property line 5 main competing leaders 38 cm diameter at 1.5 metres in height Tree protection fencing Exploratory dig + potential root prune Page 125 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 10 of 26 Appendix 2 – Photos (Trees Are Centred) Page 126 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 11 of 26 Fig. 1 – Tree # 1 – Malus spp. – Tree Protection Fencing Page 127 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 12 of 26 Fig. 2 – Tree # 2 – Acer platanoides ‘ Crimson King’ - 142 Temperance St. Page 128 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 13 of 26 Fig. 3 – Tree # 2 – Acer platanoides ‘ Crimson King’ - 142 Temperance St. Page 129 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 14 of 26 Fig. 4 – Tree # 3 – Picea abies - Remove Page 130 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 15 of 26 Fig. 5 – Tree # 4 - Picea abies – Remove Page 131 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 16 of 26 Fig. 6 – Tree # 5 – Picea abies – Remove Page 132 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 17 of 26 Fig. 7 – Tree # 6 – Picea abies - Remove Page 133 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 18 of 26 Fig. 8 – Tree # 7 – Picea abies - Remove Page 134 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 19 of 26 Fig. 9 – Tree # 8 – Ostrya virginiana – Tree Protection Fencing – Exploratory Dig + Root Prune Page 135 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 20 of 26 Fig. 10 – Tree # 8 – Ostrya virginiana – Tree Protection Fencing Page 136 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 21 of 26 Fig. 11 – Tree # 9 – Thuja occidentalis – Hedge Page 137 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 22 of 26 Fig. 12 – Backyard Area Page 138 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 23 of 26 Appendix 3 - References 1. A silvicultural guide to managing southern Ontario forests. (2000). [Toronto]: [Ministry of Natural Resources]. 2. Anderson, H. and Corlett, A. (2004). Ontario tree marking guide. [Toronto]: Ministry of Natural Resources. 3. Dunster, J., Smiley, E., Matheny, N. and Lilly, S. (n.d.). Tree risk assessment manual. 4. Fite, K. and Smiley, E. (2008). Best management practices - Managing trees during construction. Champaign, IL: International Society of Arboriculture. 5. Gilman, E. (2002). Best management practices – Tree Pruning. Champaign, IL: International Society of Arboriculture. 6. Matheny, N. and Clark, J. (2008). Municipal specialist certification study guide . Champaign, IL: International Society of Arboriculture. 7. Lily, Sharon. Glossary Of Arboricultural Terms. 1st ed. Champaign: International Society of Arboriculture, 2015. Print. 8. Tree Protection/Preservation Policy. (2017). 1st ed. [ebook] Aurora: The Town of Aurora, p.All. Available at: https://www.aurora.ca/Thingstodo/Documents/Parks/Appendix%204%2C%20Policy%20 D%2C%20Tree%20Protection%20Preservation.pdf [Accessed 31 Aug. 2021]. Page 139 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 24 of 26 Appendix 4 - Arborist Qualifications Mark Ellis is the owner/operator at Cinerea Urban Forestry Services. He has previously held positions as Senior Consulting Arborist with Davey Resource Group, Arborist Foreman with Regional Municipality of Wood Buffalo and Forest Health Care with the City of Toronto. Mark has over 10 years of experience working for not- for-profit corporations, private companies, and municipalities in arboriculture, forestry and urban forestry. His experience includes planning the urban forest, tree climbing and removal, integrated pest management, surveying for destructive forest pests, and GIS based mapping to name a few. More recently, he has been involved in, post-failure investigations, and providing expert witness testimony in court cases. In recent years, Cinerea Urban Forestry Services has focused heavily on Arborist reports, tree preservation plans, and AirSpading + root pruning works and reports, annually doing approximately 250 Arborist Reports/Tree Preservation Plans. Education  Sir Sandford Fleming – Forest Technician Diploma Industry Related Certifications  ISA Board Certified Master Arborist Municipal Specialist # ON-1686BM (2013-2022)  ISA Tree Risk Assessment Qualification (TRAQ) (2013-2023)  MOECC Butternut Health Assessor #532 (2014-2024)  ASCA Tree and Plant Appraisal Qualification (2019-2024)  TCIA – Certified Treecare Safety Professional (2020-2023)  Ontario Certified Seed Collector #383  Ontario MOE Pesticide License #046418 (Forestry, Industrial Vegetation, & Landscape Exterminator) (2014-2024)  OFSWA Chainsaw Operator Certification  Arboriculture Canada – Technical Tree Falling & Cutting  Certified Ontario Tree Marking Course  SP-102 Forest Industry Wildland Firefighting Member  International Society of Arboriculture Member #221000  International Society of Arboriculture Ontario Chapter Member #221000  Tree Care Industry Association Page 140 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 25 of 26 Page 141 of 181 Cinerea Urban Forestry Services Integrated Vegetation Management Plan 144 Temperance St. Aurora ON Page 26 of 26 Page 142 of 181 1456728Exploratory dig to be completed byISA Certified Arborist in conjunctionwith Town of Aurora Urban ForestryDepartment for tree #8Subsequent root pruning based onfindings from exploratory digMh23Project:144 Temperance St. Aurora Tree Preservation PlanClient:Gordon HeytingErin Bresenhuber144 Temperance St.Aurora ON L4G 2R4gord@pulpmouldeproducts.comerinbresenhuber@hotmail.ca416-275-4490Notes:1. All field data collected by Mark Ellis, ISA BCMAON-1686BM on August 31, 2021Legend:No. DATE BYREVISIONSSTAMPAPPROVALSMUNICIPALDIRECTOR OF ENGINEERINGDATEDRAWING NO.CONTRACT NO.SCALESHEETTP - 11:1001 OF 12Identification NumberApprox Crown SpreadTree Protection Fencing - Rigid HoardingExisting Tree to Remain and be ProtectedAurora Minimum Tree Protection Zone (MTPZ)Horizontal HoardingExisting Tree to be Removed to Facilitate ConstructionExisting Tree to be Removed (Unrelated to Construction)Tree to be PlantedReplant InventoryInventoryPage 143 of 181 x " m 99.77x " m 99.77x " m 99.57x " m 99.67x " m 99.09x " m 99.96x " m 99.77x " m 99.91x " m 99.68x " m 99.98x " m 99.06x " m 99.78x " m 99.80x " m 99.51EXISTING CHAIN LINKFENCEMIN. 1.22 M TALLGARDENBEDPROPOSEDINGROUNDSPAPROPOSED UPPERPOOL PATIO:200 SQFTPROPOSEDINGROUNDPOOLPROPOSED MIDPOOL PATIO:288 SQFTPROPOSEDPOOL PATIOGARDENBEDLAWNEXISTINGDECKSELF LATCHINGIRON GATE/IRON FENCEMIN 1.22 M TALLSELF LATCHINGIRON GATEPOOL LEGALIRON FENCEMIN. 1.22 M TALLPROPOSED LOWERPOOL PATIO:687 SQFTLAWNEXISTING CHAIN LINKFENCEMIN. 1.22 M TALLWOOD FENCE1.82 M TALLPROPERTY LINEPROPERTY LINELAWNWOOD FENCE1.82 M TALLELEVATIONS SHALL MATCHNEIGHBOURING PROPERTIES ATPROPERTY LINEELEVATIONS SHALL MATCHNEIGHBOURING PROPERTIES ATPROPERTY LINEEXISTING CHAIN LINK FENCEMIN. 1.22 M TALLCHAIN LINK FENCEMIN. 1.22 M TALLPROPERTY LINE8'-4"14'15'28'14'43'-3116"5'6'6'6'GARAGERESIDENCEPROPERTY LINEPROPERTY LINEPROPERTYLAWNDRIVEWAY(3) 'INCREDIBALL'HYDRANGEA'(4) 'DAWYCK'GREEN BEECH(22) BABY GEM BOXWOOD(12) EMERALD CEDAR(12) PACHYSANDRA GR.COVERPROPOSED POOL EQUIP3'2'(10) SQ. CUT NATURAL STONE (36" X 24")(2) SQ. CUT NATURAL STONE (30" X 24")3'2'(18) HAKONE JAPANESEFOREST GRASS(5) 6" CURB/STEP @7'-7 3/8"-LENGTH(2) SUGAR MAPLE TREE'S(5) 'DAWYCK' GREEN BEECH TREE'S(6) EMERALD CEDARPACHYSANDRAGR. COVER(5) GREEN GEMBOXWOOD(11) SQ. CUT NATURALSTONE (36" X 24")PEA GRAVEL BASEPEA GRAVEL BASE9POOL PATIOx9090""PROPOSED LOWERPOOL PATTIO:57m79PROPOSED MMIDPOOL PAATIO:74"PRROPOSED UPPEER4LSPPEAAOMMROOQOOETTPOOOPm""m9090960RRPLTEEUEE(14) SQ. CUT NATURALSTONE (36" X 24")LAWNOPTIONAL- COVEREDARBOR/DINING AREA(5) SQ. CUT NATURALSTONE (30" X 24")BEGIN PEAGRAVEL BASEOPTIONAL:(18) SQ. CUT NATURALSTONE (30" X 24")SET INTO GRASSdatescaledrawingdrawing #PROJECT ADDRESS:Bresenhuber Res.144 TEMPERANCE ST.AURORA, ONL4G 2R4NORDLANDS30 Alaura Blvd. Suite 6Aurora, ON L4G 3S5(905) 727-1644Page 144 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -152 Subject: Application for Removal of (H) Holding Provision Gillam Residence Ltd. Partnership - 15520 Yonge Street Plan 246 PT Lot 4 File Number: ZBA(H)-2021-01 Related File Number: SPM-2021-01 Prepared by: Rosanna Punit, Planner Department: Planning and Development Services Date: November 30, 2021 Recommendation 1. That Report No. PDS21-152 be received; 2. That the Application to Remove the (H) Holding Provision File ZBA(H)-2019-01 for Gillam Residence Ltd. Partnership at 15520 Yonge Street be approved; and, 3. That the amending By-law to remove the (H) Holding provision be presented for enactment at a future Council meeting. Executive Summary This reports seeks Council’s approval to remove the (H) Holding provision from the Holding – Institutional Exception Zone 234 (H) I(234) for the site of the former Howard Johnson hotel located at 15520 Yonge Street.  A Minor Site Plan is required to facilitate conversion of the existing building into a retirement home with a total of 105 units within the four existing floors and some minor works to the parking area at the rear of the property.  The Owner has satisfied the conditions for removal of the (H) Holding Provision and staff recommend the (H) Holding Provision be removed. Page 145 of 181 November 30, 2021 2 of 8 Report No. PDS21-152 Background Application History A Minor Site Plan Application was submitted in March 2021 to the Town by Gillam Residence Ltd. Partnership to facilitate the conversion of the former hotel into a retirement home with a total of 105 units within the four existing floors, with 51 parking spaces [25 parking spaces below grade and 26 parking spaces above grade (including barrier free)]. The proposed works subject to the site plan include façade improvements to the existing building, no additional gross floor area is being added to the building and some minor works to the parking area. In accordance with the Planning Act, Section 41(1) Site Plan Control Area: “development” means the construction, erection or placing of one or more buildings or structures on land or the making of an addition or alteration to a building or structure that has the effect of substantially increasing the size or usability thereof, or laying out and establishment of commercial parking lot or sites for location of three or more trailers as defined as defined in subsection 164 (4) of the Municipal Act, 2001 or subsection 3 (1) of the City of Toronto Act, 2006, as the case may be, or of sites for the location of three or more mobile homes as defined in subsection 46 (1) of this Act or of sites for the construction, erection or location of three or more land lease community homes as defined in subsection 46 (1) of this Act. R.S.O. 1990, c. P.13, s. 41 (1); 1994, c. 4, s. 14; 2002, c. 17, Sched. B, s. 14 (1); 2006, c. 32, Sched. C, s. 47 (8). A Minor Site Plan is required to facilitate conversion of the existing building into a retirement home with a total of 105 units within the four existing floors and some minor works to the parking area at the rear of the property A Minor Site Plan was required, as “development” as defined in the Planning Act is being proposed for the subject lands. In accordance with the Delegated Authority By-law, Minor Site Plan approval is delegated to the Director of Planning and Development Services. All sign offs from all departments and external agencies, including the LSRCA, have been received. The Minor Site Plan Agreement has been executed with the Town and the Owner. Location/Land Use The subject property is located south of St. John’s Sideroad, north of Wellington Street West on the west side of Yonge Street (Figure 1). The property contains a 4 storey building that was the former Howard Johnson Hotel. There is existing trees and shrubs located at the front of the property. The rear of the property is a vacant parking lot. Page 146 of 181 November 30, 2021 3 of 8 Report No. PDS21-152 Surrounding Land Uses The surrounding land uses are as follows: North: Existing one storey commercial building; South: Existing two storey commercial building; East: Existing commercial plazas; West: Machell Park 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 subject lands are designated as “Urban Area” within the York Region Official Plan. York Region’s vision for the Urban Area is to strategically focus on growth while conserving resources and to create sustainable and lively communities. The subject property is located within the 0-2 year Wellhead Protection Area. Page 147 of 181 November 30, 2021 4 of 8 Report No. PDS21-152 Town of Aurora Official Plan The front portion of the subject lands are designated “Aurora Promenade” which allows for institutional uses on the site. The rear portion is designated “Public Parkland”, which permits (see Figure 2): i) passive and active recreation uses; ii) conservation uses; iii) cemeteries; iv) commercial and/or office uses accessory to uses i to iii above; and, v) public uses and public and private infrastructure Zoning By-law 6000-17, as amended The rear portion of the property is zoned “Environmental Protection Zone Exception 117 (EP-117) and the front portion of the property is designated “Holding – Institutional Exception Zone 234 (H) I(234)”, as shown in Figure 3. The exception EP-117 relates to a parking lot being permitted on this portion of the lands. Exception 234 refers to site specific permitted uses for a fitness centre, where the floor area does not exceed 400m2, a retirement home with a maximum of 114 units and development standards for setbacks, parking and encroachments. Zoning By-law 6000-17, section 20, states that where a Holding (H) symbol is followed by a zone symbol along with a number referencing the specific condition(s) to be satisfied prior to the removal of the Holding (H) symbol. Prior to the passing of the By- law to remove the (H) Holding prefix from the lands zoned (H)I(234) or any part thereof, the Town of Aurora shall be satisfied that the site plan agreement has been executed between the owner of the lands and the Town of Aurora and that the building will be sprinklered prior to occupancy of the retirement units. Lake Simcoe Region Conservation Authority The subject lands are located within the Lake Simcoe Region Conservation Authority (LSRCA) regulated area. The site was subject to a cut and fill to remove the rear portion of the lands from the regulated area. The applicant has received approval from LSRCA for a cut and fill of the site. With the approval, the LSRCA mapping will be updated to remove this portion of the subject lands from the LSRCA regulated area. Page 148 of 181 November 30, 2021 5 of 8 Report No. PDS21-152 Proposed Application An application has been submitted to the Town to request removal of the Holding provision for the subject property. The hold provision applies only to the front portion of the lands zoned: (H)I(234). The conditions for (H) Holding Provision removal require: 1. the owner enter into a site plan agreement with the Town 2. that the existing building be sprinklered prior to occupancy as a retirement home. As stated herein, a concurrent minor site plan application has been submitted to the Town and has been approved by the Director of Planning and Development Services, including the execution of a site plan agreement. A servicing allocation is not required for a retirement home as the units are not considered to be a traditional apartment unit as they do not feature a full kitchen or no kitchen facilities. A communal dining area is proposed for the retirement home. Analysis Planning Considerations The Owner has satisfied the conditions for removal of the (H) Holding Provision and staff recommend the (H) Holding Provision be removed Staff are in receipt of building plan in accordance with the Ontario Building Code that demonstrates appropriate spinklering of the building in accordance with the National Fire Protection Association (NFPA) in order to remove the hold on the property relating to the building being sprinklered. The owner has agreed to this condition. Staff confirm that the Minor Site Plan Agreement has been approved, with all sign offs from internal departments and external agencies. The Minor Site Plan Agreement has been executed by the Town and the Owner, along with the accompanying fees and securities. A Zoning By-law Amendment to remove a (H) Holding Provision does not require a statutory Public Meeting as per the Planning Act. However, prior to removing a (H) Holding Provision Council must provide reasonable notice of its intent to remove a (H) Holding provision. Page 149 of 181 November 30, 2021 6 of 8 Report No. PDS21-152 Department/Agency Comments The proposed applications were circulated to all internal and external agencies for review and comments. In general, all circulated internal departments and external agencies are satisfied with the site plan, and have no further comments at this time. Public Comments The application to remove the (H) prefix is not a public process, and does not require a statutory public meeting but the Town must post notice of the proposed removal in the local newspapers as per the Planning Act. Advisory Committee Review Not applicable. Legal Considerations Pursuant to subsection 36(3) of the Planning Act, if Council refuses to remove the holding provision, or does not make a decision on the application within 150 days after receipt of the application, then only the applicant may appeal to the Ontario Land Tribunal. Prior to passing the amending by-law to remove the holding provision, reasonable notice must be given to the public and any person or public body that has provided a written request for such notice. Financial Implications There are no direct financial implications arising as a result of this report. Communications Considerations Pursuant to section 8(2) in O.reg 545/06 of the Planning Act, a municipality must “give the public reasonable notice” of Council’s intention to pass an amending by-law. As such, a Notice of Council’s Intention to Remove a (H) Holding Provision will be published in the Aurora Banner and Aurora Newspapers. Page 150 of 181 November 30, 2021 7 of 8 Report No. PDS21-152 Link to Strategic Plan The proposed Removal of (H) Application supports the Strategic Plan’s goal of supporting an exceptional quality of life for all through its accomplishment in satisfying requirements in the following key objectives within this goal statement: Supporting an exceptional quality of life for all and enabling a diverse, creative and resilient economy, strengthening the fabric of our community and promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business. Alternative(s) to the Recommendation 1. That Council refuse Application to Remove the (H) Holding Provision File ZBA(H)- 2019-01 for 15520 Yonge Street. Conclusions Planning and Building Services reviewed the proposed Holding removal in accordance with the provisions of the Provincial, Regional, the Town’s Official Plan, Zoning By-law and municipal development standards respecting the subject lands. The criteria for removal of the (H) on the subject lands have been satisfied by the Town. Therefore, staff recommend approval of planning application ZBA(H)-2021-01, to remove the (H) prefix on the subject lands. Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation Figure 3 – Existing Zoning By-Law Figure 4 – Proposed Zoning Figure 5 – Site Plan Figure 6 – East/West Elevations Figure 7 – North/South Elevations Figure 8 – Interior Plan (Sprinkler Room) Figure 9 – Rendering Previous Reports N/A Page 151 of 181 November 30, 2021 8 of 8 Report No. PDS21-152 Pre-submission Review Agenda Management Team review on November 11, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 152 of 181 1 80 72 62 52 74 82 44 22 38 15543 40 68 46 78 48 15531 3415461 30 42 32 36 26 50 64 20 66 70 28 76 2415474 15492 15570 15504 15540 15 15520 15450 Aurora Heights Drive Valhalla CourtYonge StreetValhalla Court LOCATION PLAN Map created by the Town of Aurora Corporate Services Department, November-02-21. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2021, © First Base Solutions Inc., 2021 Orthophotography. ¯0 25 50 Metres APPLICAN T: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 1 Subject Lands St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_1_Location_Plan.mxd Page 153 of 181 AuroraHeights Drive Valhalla Court YONGE STREETEXISTING OFFICIAL PLAN DESIGNATION Map created by the Town of Aurora Corporate Services Department, November-02-21. Base data provided by York Region & the Town of Aurora. ¯0 25 50 MetresAPPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 2 SUBJECT LANDS St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Aurora Promenade Schedule A OPA Public Parkland Stable Neighbourhoods Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_2_Existing_Official_Plan.mxd Page 154 of 181 EP C3(79) R6 (H)I(234) C4(33) C3 R3C3 EP(117) C4(201) C4(128) Aurora Heights Drive Valhalla CourtYonge StreetValhalla Court EXISTING ZONING DESIGNATION Map created by the Town of Aurora Corporate Services Department, November-02-21. Base data provided by York Region & the Town of Aurora. ¯0 25 50 MetresAPPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01 FIGURE 3 SUBJECT LANDS Zoning Legend RESIDENTIAL ZONES OPEN SPACES ZONES COMMERCIAL ZONES Environmental ProtectionEP Service Comm ercialC3 Community CommercialC4 INS TITUTIONAL ZONES InstitutionalI Sem i-Detached and Duplex Dwelling ResidentialR6 Detached Third Density ResidentialR3 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_3_Existing Zoning_By_law.mxd Page 155 of 181 I(234) EP C3(79) R6 C4(33) C3 R3C3 EP(117) C4(201) C4(128) Aurora Heights Drive Valhalla CourtYonge StreetValhalla Court PROPOSED ZONING DESIGNATION Map created by the Town of Aurora Corporate Services Department, November-02-21. Base data provided by York Region & the Town of Aurora. ¯0 25 50 MetresAPPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01 FIGURE 4 SUBJECT LANDS Zoning Legend RESIDENTIAL ZONES OPEN SPACES ZONES COMMERCIAL ZONES Environmental ProtectionEP Service CommercialC3 Community CommercialC4 INSTITUTIONAL ZONES InstitutionalI Semi-Detached and Duplex Dwelling ResidentialR6 Detached Third Density ResidentialR3 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_4_Proposed Zoning Designation.mxd Page 156 of 181 SITE PLAN Map created by the Town of Aurora Corporate Services Department, November-02-21. Data provided by HCA Architecture Incorporated Architects. APPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 5 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_5_Conceptual_Site_Plan.mxd Page 157 of 181 ELEVATIONS - EAST AND WEST Map created by the Town of Aurora Corporate Services Department, November-02-21. Data provided by HCA Architecture Incorporated Architects. APPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 6 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_6_Elevations_East_W est.mxd Page 158 of 181 ELEVATIONS - NORTH AND SOUTH Map created by the Town of Aurora Corporate Services Department, November-02-21. Data provided by HCA Architecture Incorporated Architects. APPLICAN T: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 7 NORTH SOUTH Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_7_Elevations_North_South.mxd Page 159 of 181 INTERIOR PLAN - SPRINKLER ROOM Map created by the Town of Aurora Corporate Services Department, November-02-21. Data provided by HCA Architecture Incorporated Architects. APPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 8 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_8_Interior Plan - Sprinkler Room.mxd Page 160 of 181 RENDERING Map created by the Town of Aurora Corporate Services Department, November-02-21. Data provided by HCA Architecture Incorporated Architects. APPLICANT: GILLAM RESIDENCES LIMITED PARTNERSHIPFILE: SPM- 2021-01 & ZBA(H)2021-01FIGURE 9 Document Path: J:\data\data\Planning Maps\15520 Yonge St (Gillam Residences Limited Partnership) (SPM- 2021-01 & ZBA(H)2021-01)\November_2021\Figure_9_Rendering.mxd Page 161 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS21 -155 Subject: Application for Site Plan Approval Horseshoe Properties Inc. 130 Industrial Parkway North File Number: SP-2021-05 Prepared by: Sean Lapenna, Development Planner Department: Planning and Development Services Date: November 30, 2021 Recommendation 1. That Report No. PDS21-155 be received; 2. That Site Plan Application File SP-2021-05 to permit the development of a building addition for warehousing with a Gross Floor Area of 1,163.08 m² (12,519 ft²) be approved in principle, subject to the following conditions: i. Resolution of all outstanding minor technical comments from internal departments and external agencies including the Region of York and the LSRCA, to the satisfaction of the Director of Planning & Development Services, prior to execution of a site plan agreement; and, ii. Execution of a site plan agreement between the Owner and the Town ensuring all Town and external agency requirements are satisfied, including the payment of fees and securities and Cash-in-Lieu of Parkland. Executive Summary This report seeks Council’s approval, in principle, of a site plan application at 130 Industrial Parkway North for the development of a 1,163.08 m² (12,519.0 ft²) warehouse addition.  The proposed Site Plan conforms to the Town of Aurora Official Plan;  The Proposed Site Plan conforms to the Town’s Comprehensive Zoning By-law; Page 162 of 181 November 30, 2021 2 of 12 Report No. PDS21-155  Planning Staff are satisfied with Site Design and Building Elevations;  Planning Staff recommend that the site plan application be approved in principle, subject to conditions. Final technical matters will be addressed prior to the execution of the site plan agreement. Background Application History The Site Plan Application was submitted to the Town on April 1, 2021. The application was deemed complete on April 13, 2021. The applicant made a resubmission on October 20, 2021 to address and respond to the comments on the first submission issued by the Town and commenting agencies. Location/Land Use The subject property, municipally known as 130 Industrial Parkway North, is located on the west side of Industrial Parkway North between Wellington Street East and St. John’s SR and borders the GO Rail Corridor (see Figure 1). The property has a lot area of about .795 hectares (1.96 acres), a lot frontage of 67.26 m (221 ft) and contains an existing building consisting of offices (276 m²) and warehousing (561 m²). Surrounding Land Uses The surrounding land uses are as follows: North: Employment lands South: Employment lands East: Aurora Family Leisure Complex West: GO Rail Corridor and Low Density Residential Policy Context Provincial Policies All development applications shall have regard for the Provincial Policy Statement (PPS), which provides policy direction on matters of Provincial interest. These policies support the development of strong communities through the promotion of efficient land use and development patterns. Page 163 of 181 November 30, 2021 3 of 12 Report No. PDS21-155 The Growth Plan for the Greater Golden Horseshoe (The Growth Plan) is a guiding document for growth management within the Greater Golden Horseshoe Area. The Growth Plan provides a framework which guides land use planning. The Lake Simcoe Protection Plan (LSPP) provides policies which address aquatic life, water quality and quantity, shorelines and natural heritage, other threats and activities (invasive species, climate change and recreational activities). York Region Official Plan The subject lands are designated as ‘Urban’ within the York Region Official Plan. York Region’s vision for the Urban Area is to strategically focus growth while conserving resources and to create sustainable, lively communities. Under York Region’s Official Plan, one regional urbanization goal is to enhance the Region’s urban structure through city building, intensification and compact, complete communities. Town of Aurora Official Plan As illustrated on Figure 2, the subject lands are designated, ‘Existing Employment – Light Industrial/Service’. This designation is intended to accommodate a broad range of employment opportunities as well as service commercial uses and retail uses of a quasi-industrial nature within existing employment areas, including areas along the Industrial Parkway North and South and in the Aurora East Employment Areas. Zoning By-law 6000-17, as amended The subject lands are zoned ‘General Employment E2 (367) Exception Zone’ under Town of Aurora Zoning By-law 6000-17, as amended (Figure 3). This zone permits fitness centres, recreation centres, warehouses, industrial uses, motor vehicle body shops, offices, service shops, repair shops and commercial schools. Reports and Studies The Applicant submitted the following studies, reports and plans as part of a complete Site Plan Application: Report/Drawing Name Report/Drawing Author Site Plan Hossack & Associates Architects Building Elevations Hossack & Associates Architects Landscape Plan BTI Landscape Architecture Tree Inventory & Preservation Plan BTI Landscape Architecture Page 164 of 181 November 30, 2021 4 of 12 Report No. PDS21-155 Source Water Impact Assessment and Mitigation Plan R.J. Burnside & Associates Ltd. Site Grading Plan R.J. Burnside & Associates Ltd. Site Servicing Plan R.J. Burnside & Associates Ltd. Stormwater Management Plan R.J. Burnside & Associates Ltd. Erosion and Sediment Control Plan R.J. Burnside & Associates Ltd. Geotechnical Investigation Bendigo Consulting Inc. Hydrogeological Study R.J. Burnside & Associates Ltd. Phase One Environmental Site Assessment G2S Environmental Consulting Inc. Phase Two Environmental Site Assessment G2S Environmental Consulting Inc. Stage 1 & 2 Archaeological Assessment The Archaeologists Inc. Traffic Brief NexTrans Consulting Engineers Green Development Standards Report Hossack & Associates Architects Proposed Application The subject property has an existing building which accommodates a custom architectural millwork business that specializes in manufacturing custom furnishings for commercial projects. The building currently includes two storey office space at the east end of the existing building fronting Industrial Parkway North with a Gross Floor Area of 276 m² (2,971 ft²) as well as one storey warehouse space (located behind the existing office space) with a Gross Floor Area of 561.0 m² (6,039 ft²) for a total current Gross Floor Area of 837 m² (9,009 ft²). As illustrated in Figure 4, the site plan proposes a one storey addition to the rear of the existing building (west end of the site) and is intended to be developed in separate phases. A Gross Floor Area of approximately 754.38 m² (8,120 ft²) is proposed as Phase 1 and a Gross Floor Area of 408.70 m² (4,399.0 ft²) is proposed as Phase 2 for a total proposed building expansion of 1,163.08 m² (12, 519 ft ²). Phase 1 is to be constructed first followed by a future phase 2. The site plan application covers both phases. The submitted floor plan for the proposed addition outlines that the majority of the addition is intended to accommodate warehouse space and also includes a staff room as well as washroom space in the phase 1 area of the addition. Phase 2 is shown as warehouse space. When combining both phases of the addition as proposed with the Gross Floor area of the current building, a total Gross Floor Area of 2,000 m² (21,528 ft²) will exist with a lot coverage of approximately 25%. A total of 50 parking spaces are shown on the site plan Page 165 of 181 November 30, 2021 5 of 12 Report No. PDS21-155 which includes 3 barrier free parking spaces. Analysis The proposed Site Plan conforms to the Town of Aurora Official Plan The subject lands are designated ‘Existing Employment – Light Industrial/Service’ where warehouse facilities and manufacturing are listed as permitted uses. This designation is intended to ensure that appropriate sites provide for a range of light industrial uses as well as to encourage the intensification and redevelopment of existing sites where appropriate. Additionally, the Official Plan states that permitted uses shall not emit noticeable or noxious noise, dust or air emissions which negatively impact adjacent land uses. Furthermore, the uses shall be entirely contained within a building, except for accessory vehicle parking and limited accessory outdoor storage. The owner confirmed in writing to the Town that none of the manufacturing intended to take place onsite will emit any noticeable or noxious noise, dust or air emissions that would negatively impact adjacent land uses as all manufacturing activities will take place entirely within the building. Planning Staff are of the opinion that the proposed site plan conforms to the policies of the ‘Existing Employment – Light Industrial/Service’ designation of the Official Plan and is compatible with the surrounding land uses. An official plan amendment is not required. The proposed Site Plan conforms to the Town’s Comprehensive Zoning By-law The subject lands are zoned ‘General Employment E2 (367) Exception Zone’ under Town of Aurora Zoning By-law 6000-17, as amended. The applicant has proposed a warehouse addition to better accommodate an already existing manufacturing use (custom furnishings for commercial projects). The ‘General Employment E2 (367) Exception Zone’ permits both warehouse and industrial uses. Zoning By-law 6000-17, includes manufacturing in the definition of an industrial use. The applicant still needs to address the requirement to provide four bicycle parking spaces on site. This will item will need to be resolved prior to the execution of the site plan agreement. Other than that, Zoning staff have confirmed that the proposal conforms to all other applicable by-law requirements and that no minor variances are required. Page 166 of 181 November 30, 2021 6 of 12 Report No. PDS21-155 Planning Staff are satisfied with Site Design and Building Elevations The site plan review has progressed to the stage where staff are satisfied with the overall site and physical design including matters such as landscaping and site circulation and are recommending that the site application be approved in principle, subject to conditions. Site Circulation One access driveway is proposed which is located at the north-east end of the property (see Figure 4). Access will be provided from Industrial Parkway North. The driveway leads to the parking areas onsite located along the western and southern portions of the subject property. The driveway will be utilized by trucks and other vehicles accessing the site for purposes related to pick-ups and deliveries as well as employees and customers. As per the submitted Site Plan, two loading areas with bays for truck access are located on the north end of the addition with one being located on the west end of the addition. Building Elevations This area of the Town is not subject to urban design guidelines. The building elevations were reviewed by Planning Staff to ensure that the overall design was appropriate for the subject site and area. The building elevations for the addition reflect that the materials to be used consists primarily of vertical metal siding (see Figure 7). The building materials were chosen specifically to match the materials currently used for the existing warehouse (see Figure 6) in order to achieve compatibility with the current design of the building. Staff also note that the one storey addition as proposed does not exceed 6.6 m (22 ft) in building height and is located behind the existing building that is comprised of the two storey office fronting Industrial Parkway North which has a height of 9.275 m (30.5 ft) and one storey warehouse which has a height of 6.035 m (20 ft). Given the proposed height, location and width, staff note that the addition will not be overly visible from the street, thereby minimizing visual impact from the streetscape. Parking The Town’s Building Division has confirmed that upon completion of both phases that a total of 28 parking spaces will be required for the building in its entirety. As noted previously in this report, a total of 50 parking spaces (3 of which are barrier free) have Page 167 of 181 November 30, 2021 7 of 12 Report No. PDS21-155 been shown on the site plan resulting in a parking surplus. As such, staff have no concerns with parking when taking into consideration the development of both phases. Landscaping The applicant is proposing a variety of plantings along the north (side yard) and south (side yard) property lines (see Figure 5). The plantings consist of deciduous trees and shrubs. A total of 8 new deciduous trees are proposed along with 73 deciduous shrubs for a total of 81 new plantings overall, which are intended to provide adequate buffering and screening between the subject lands and adjacent properties. Waste & Recycling The first submission site plan did not include an area onsite for the outdoor storage of waste and recycling. Upon raising this with the applicant through the first submission comments, the site plan was revised to include a designated waste and recycling area, which is now shown on the latest site plan in the north-west area of the site (see Figure 4). Although the Town’s Waste & Recycling coordinator has confirmed with Planning staff after the second submission review that they have no further comments, staff note however that the waste and recycling area as presently shown is unenclosed. With this area being visible from Industrial Parkway North, staff have noted in the second submission comments memo to the applicant that this area should be enclosed and screened adequately and that this matter will need to be addressed prior to execution of the site plan agreement. Snow Storage The applicant has worked with Planning Staff to include an area onsite for snow storage during the winter months. This area is located in the north-west corner of the subject lands (see Figure 4). Phase 2 Until the Owner is ready to proceed with Phase 2, staff have recommended to the applicant through second submission comments that the area identified as Phase 2 be sodded and to include temporary seating in the form of picnic tables to add additional greenspace to the site providing an outdoor amenity area for employees. A revised site plan showing these temporary items would need to be submitted to the Town for review and approval prior to execution of the site plan agreement. Page 168 of 181 November 30, 2021 8 of 12 Report No. PDS21-155 Department/Agency Comments Planning Staff recommend that the Site Plan application be approved in principle, subject to conditions. Final technical matters will be addressed prior to execution of the site plan agreement Planning and Development Services – Development Engineer The Town’s Development Engineer has no objections to approval, in principle, of the Site Plan application and are accepting of the Green Development Standards report submitted as part of the second submission. Any remaining comments on the latest technical submission will be addressed prior to execution of the site plan agreement. Building Division The Town’s Building Division has noted after the latest circulation that a minimum of four (4) bicycle parking spaces will need to be provided onsite. Planning staff will work with the applicant to ensure that a revised site plan is submitted for review and that an appropriate location for the required bicycle parking is determined, prior to execution of the site plan agreement. Other than that, the Town’s Building Division has confirmed that they have no objection to approval of the site plan application in principle. Operational Services – Parks Division The Town’s Parks Division expressed no objection to approval of the site plan application and is satisfied with the overall landscaping plan (see Figure 5). The applicant also submitted a Tree Inventory & Preservation Plan which outlines that there are 15 existing trees currently on the property, all of which are to be preserved. As noted earlier in the report, a total of 8 new deciduous trees are proposed along with 73 deciduous shrubs (81 new plantings overall) along the side yards of the subject property located to the north and south. Operations is requesting that a backflow prevention valve be installed in accordance with the Town’s by-law. Traffic/Transportation A Traffic Brief was submitted as part of the Site Plan application to which the Town’s Traffic Analyst has expressed no objection with the findings and conclusions. The Town’s Traffic Analyst has no additional comments to be satisfied prior to final approval. Page 169 of 181 November 30, 2021 9 of 12 Report No. PDS21-155 Heritage The Phase 1 & 2 Archeological Assessment prepared by The Archaeologists Inc. concluded that no archaeological resources were identified within the subject property and that no further archaeological assessment of the property is required. The Regional Municipality of York The Regional Municipality of York has reviewed the application and advises that they have no objection to approval of the site plan in principle, subject to the owner obtaining the Region’s full sign off prior to execution of the site plan agreement. Lake Simcoe Region Conservation Authority (LSRCA) The Lake Simcoe Region Conservation Authority has confirmed that all remaining technical comments have been addressed and have provided their conditions of approval to be included in the site plan agree ment. Prior to execution of the site plan agreement, compensatory measures as required will need to be provided by the owner, in accordance with the Phosphorus Offsetting Policy, to the satisfaction of the LSRCA. The Owner will be required to satisfy all LSRCA conditions of approval in the site plan agreement. Central York Fire Services Central York Fire Services (CYFS) has reviewed the application and have confirmed that all comments have been addressed satisfactorily. As such, CYFS has no objection to site plan approval. Metrolinx Metrolinx has reviewed the application and have confirmed that all comments have been addressed satisfactorily. As such, Metrolinx has no objection to site plan approval. Public Comments Planning Staff have not received any public comments with respect to the this site plan application. Advisory Committee Review Accessibility Advisory Committee Page 170 of 181 November 30, 2021 10 of 12 Report No. PDS21-155 The Town’s Accessibility Advisor reviewed the site plan on behalf of the Accessibility Advisory Committee in accordance with the Accessibility for Ontarians with Disabilities Act in order to encourage barrier free access. Upon review of the first submission, the Accessibility Advisor noted that access aisles (that is the space between parking spaces that allows persons with disabilities to get in and out of their vehicles) must be provided for all barrier free parking spaces which is now reflected in the second submission site plan. On this basis, Town Staff are satisfied with the barrier free needs provided for this site and as such, the Town’s Accessibility Advisor has no further comments. Legal Considerations In accordance with Section 41 of the Planning Act, the owner may appeal a site plan application if Council fails to approve the application within thirty (30) days of the application being submitted. The owner may also appeal any of the Town’s conditions, including the terms of a site plan agreement. There is no right of appeal for any other person. Financial Implications All applicable fees and securities will be collected upon execution of the Site Plan agreement. Cash-in-lieu of parkland will also be required and secured prior to the execution of the site plan agreement. Furthermore, this development will generate development charge and annual tax levy revenues for the Town. Communications Considerations Site plan applications submitted under Section 41 of the Planning Act do not require public notification. However, a Notice of Site Plan application sign was posted on the subject property earlier this year by the applicant. In addition to this, all planning applications are listed on the Town’s website through the Planning Application Status List which is reported to Council and updated quarterly. Link to Strategic Plan The proposed Site Plan Application supports the Strategic Plan goal of supporting an exceptional quality of life for all through its accomplishment in satisfying objectives within the following goal statement: Page 171 of 181 November 30, 2021 11 of 12 Report No. PDS21-155 Promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business: Through the proposed Site Plan application on the subject lands, the application will assist in attracting business in accordance with the Development plans to attract businesses that provide employment opportunities for our residents. Alternative(s) to the Recommendation 1. That Council provide direction. Conclusion Planning and Development Services have reviewed this Site Plan Application in accordance with the policies of Provincial Plans; the Regional and Town Official Plans, the Town’s Zoning By-law and municipal development standards. Overall, Staff are satisfied with the proposed Site Plan and it has progressed to the stage where it can be presented to Council for approval in principle subject to comments stated herein. The majority of comments to date have been addressed by the applicant and any outstanding technical matters will be reviewed by the Town prior to execution of the Site Plan agreement. Attachments Figure 1: Location Map Figure 2: Existing Official Plan Designation Figure 3: Existing Zoning Figure 4: Proposed Site Plan Figure 5: Proposed Landscape Plan Figure 6: Existing Building Elevations – North, East, West & South Figure 7: Proposed Building Elevations (Phase 1 & 2) – North, East, West, South Previous Reports None. Pre-submission Review Agenda Management Team review on November 11, 2021. Page 172 of 181 November 30, 2021 12 of 12 Report No. PDS21-155 Approvals Approved by David Waters, MCIP, RPP, PLE, Director Planning & Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 173 of 181 Walton DriveI nd u s t r i a l Pa r k wa y No r t hRailway / GO Transit Line93 111 117 80 118 99 123 75 121 130 110 90 128 106 77 120 102 79 105 115 91 144 130 107108105 82 74 78 11 3 87 122 132 110 116 119 96 95 150 109 81 104 101 124 83 84 114 126 103 77 110 135 138112 89 85 LOCATION MAP Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2020, © First Base Solutions Inc., 2020 Orthophotography. ¯FIGURE 1 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^ Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd 0 50 100 MetresAPPLICANT: Hos sack & Associates Architects. FILE: SP-2021-05 SUBJECT LANDS Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_1_Location_Map.mxd Page 174 of 181 Railway / GO Transit LineWaltonDriveI n du s t r i a l Pa r k wa y No r t h EXISTING OFFICIAL PLAN Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Base data provided by York Region & the Town of Aurora. ¯0 25 50 Metres APPLICANT: Hos sack & Associates ArchitectsFILE: SP-2021-05FIGURE 2 SUBJECT LANDS St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^ Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Environmental Protection Existing Employment - General Industrial Existing Employment - Light Industrial/Service Existing Major Institutional Public Parkland Stable Neighbourhoods Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_2_Existing Official Plan.mxd Page 175 of 181 Walton DriveI n d us t r i a l Pa r k wa y Nor t hRailway / GO Transit LineE2(367)EP E2 E2 I I O1 R3 R3 O1 I(365)I R6 RU EXISTING ZONING BY-LAW Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Base data provided by York Region & the Town of Aurora. ¯0 50 100 Metres APPLICANT: Hossack & Associates ArchitectsFILE: SP-2021-05FIGURE 3 SUBJECT LANDS Zoning Legend RESIDENTIAL ZONES Public Open Space OPEN SPACES ZONES O1 Environmental ProtectionEP INSTITUTIONAL ZONES InstitutionalI Community CommercialC4 DetachedThirdDensity ResidentialR3 EMPLOYMENT ZONES Service EmploymentE1 General EmploymentE2 Semi-Detached andDuplex Dwelling ResidentialR6 St John's Sdrd Wellington St E Vandorf SdrdHenderson Drive ^ Wellington St W UV404 UV404Leslie StYonge StBathurst StBayview AveBloomington Rd Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_3_Existing_Zoning_By-law.mxd Page 176 of 181 PROPOSED SITE PLAN Map created by the Town of Aurora Corporate Services Department, November-11-21. Drawings provided by Hossack & Associates Architects APPLICANT: Hos sack & Associates ArchitectsFILE: SP-2021-05FIGURE 4 Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_4_Proposed_Site_Plan.mxd Page 177 of 181 PROPOSED LANDSCAPE PLAN Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Drawings provided by TAES Architects Inc. APPLICAN T: Hos sack & Associates ArchitectsFILE: SP-2021-05FIGURE 5 Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_5_Proposed_Landscape_Plan_.mxd Page 178 of 181 EXISTING BUILDING ELEVATIONS - NORTH, EAST, WEST, SOUTH Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Drawings provided by TAES Architects Inc. APPLICAN T: Hossack & Associates ArchitectsFILE: SP-2021-05FIGURE 6 Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_6_Existing_Elevations_N_E_W _S.mxd Page 179 of 181 WEST ELEVATION EAST ELEVATION SOUTH ELEVATION NORTH ELEVATION Map created by the Town of Aurora Corporate Services Department, Wednesday, November 10, 2021. Drawings provided by TAES Architects Inc. PROPOSED BUILDING (PHASE 1 & 2) ELEVATIONS - NORTH, EAST, WEST, SOUTH APPLICANT: Hossack & Associates ArchitectsFILE: SP-2021-05FIGURE 7 Document Path: J:\data\data\Planning Maps\130 Industrial Pkwy N (SP-2021-05)\Report Maps June 2021\Figure_7_Proposed_Building_Elevations_Phase1_North_South.mxd Page 180 of 181 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Notice of Motion Councillor ’s Office _______________________________________________________________________________________ Re: Naming Policy Review To: Mayor and Members of Council From: Councillor Harold Kim Date: November 30, 2021 _______________________________________________________________________________________ Whereas the Town of Aurora has not reviewed the policies regarding facility and street naming since 2007; and Whereas the Town would benefit from a fulsome review and modernization of the various naming polices; 1. Now Therefore Be It Hereby Resolved That staff review our current naming policies and report back to Council with policy recommendations; and 2. Be It Further Resolved That staff report back by the end of the first quarter of 2022. Page 181 of 181