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AGENDA - Public Planning - 20211019Town of Aurora General Committee Meeting Agenda Date:October 19, 2021 Time:7 p.m. Location:Council Chambers, Aurora Town Hall Due to the COVID-19 pandemic, meetings will be available to the public via live stream only on the Town’s YouTube Channel. To participate electronically please visit aurora.ca/participation. Pages 1.Call to Order Councillor Gaertner in the Chair. Land Acknowledgement 2.Approval of the Agenda 3.Declarations of Pecuniary Interest and General Nature Thereof 4.Community Presentations 5.Delegations 5.1.Marco Di Girolamo, Resident; Re: Encroachment Agreement with the Town 1 6.Consent Agenda 7.Advisory Committee Meeting Minutes 7.1.Environmental Advisory Committee Meeting Minutes of September 22, 2021 2 That the Environmental Advisory Committee meeting minutes of September 22, 2021, be received for information. 1. 7.2.Finance Advisory Committee Meeting Minutes of September 27, 2021 6 That the Finance Advisory Committee meeting minutes of September 27, 2021, be received for information. 1. 8.Consideration of Items Requiring Discussion (Regular Agenda) 8.1.CS21-056 - Diversity Equity and Inclusion Strategic Action Plan 2021- 2024 9 (Presentation to be provided by Dr. Nafeesa Jalal, Principal Consultant, representing LifeWorks) That Report No. CS21-056 be received; and1. That Council endorse the recommendations contained in the attached Town of Aurora Diversity Equity and Inclusion Strategic Action Plan 2021-2024; and 2. That staff present the draft Diversity Equity and Inclusion Strategic Action Plan 2021-2024 to the Anti-Black Racism and Anti-Racism Task Force for review and input; and 3. That staff report back on the progress of the strategy at a future Council meeting. 4. 8.2.PDS21-093 - Machell Avenue and Irwin Avenue Traffic Control Assessment 44 That Report No. PDS21-093 be received; and1. That staff continue to monitor the traffic operations at the intersection of Machell Avenue and Irwin Avenue. 2. 8.3.FIN21-042 - 2021 Interim Forecast Update – As of August 31, 2021 53 That Report No. FIN21-042 be received for information.1. 8.4.OPS21-017 - Emerald Ash Borer Management Plan Update 80 That Report No. OPS21-017 be received; and1. That the Emerald Ash Borer Management Plan continue in future years, including treatment of municipal trees on a biennial basis with TreeAzin, forestry health maintenance, replanting initiatives and removals as required; and 2. That this program’s annual service costs be included in the Town’s future operating budget commencing in 2023 for Council’s consideration. 3. 8.5.OPS21-018 - Tree Removal Permit Application - 55 Metcalfe Street 89 That Report No. OPS21-018 be received; and1. That the Tree Removal Permit Application for 55 Metcalfe Street be approved. 2. 9.Notices of Motion 9.1.Councillor Gilliland; Re: Mental Health Resources 117 10.New Business 11.Public Service Announcements 12.Closed Session There are no Closed Session items for this meeting. 13.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 *  2021-10-19 Subject * Accessory Structure Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Marco Di Girolamo Brief Summary of Issue or Purpose of Delegation * I have built an accessory structure in the back corner of my yard which is encroaching on an easement by 1.5m. I am seeking Council’s support to enter into an encroachment agreement with the Town in which I would agree to move the structure should it become necessary at any point in the future 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 Michael Thompson Date you spoke with Town staff or a Council member 2021-8-9   Page 1 of 117 1 Town of Aurora Environmental Advisory Committee Meeting Minutes Date: Time: Location: Wednesday, September 22, 2021 7:00 p.m. Video Conference Committee Members: Councillor Wendy Gaertner (Vice Chair) Margaret Baker Barry Bridgeford Colin Brown Ashley Gatto Cassagrande Ryan Hamid Members Absent: Sam Cunningham Sandy Hudson Crystal Robertson Councillor Rachel Gilliland (Chair) Other Attendees: Natalie Kehle, Analyst, Energy and Climate Change Sara Tienkamp, Manager, Parks and Fleet 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 Vice Chair called the meeting to order at 7:02 p.m. 2. Approval of the Agenda Moved by Barry Bridgeford Seconded by Ryan Hamid Page 2 of 117 2 The agenda as circulated by Legislative Services, be approved. Carried 3. Declarations of Pecuniary Interest and General Nature Thereof There were no declarations of pecuniary interest under the Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50. 4. Receipt of the Minutes 4.1 Environmental Advisory Committee Meeting Minutes of June 23, 2021 Moved by Margaret Baker Seconded by Ryan Hamid That the Environmental Advisory Committee meeting minutes of June 23, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Energy and Climate Change Analyst, Re: Corporate Environmental Action Plan 2020 Progress Report Natalie Kehle, Energy and Climate Change Analyst provided an overview of on the background and purpose of the Corporate Environmental Action Plan (CEAP) and highlighted the details of the 2020 progress report including the various action items and challenges. Sara Tienkamp, Manager, Parks and Fleet, provided further details on the action items regarding parks, biodiversity, and natural heritage. Staff sought the Committee's feedback and suggestions regarding the progress report and the associated tracking sheet. The Committee sought clarification regarding incorporating ecological design in landscaping of parks, and staff advised that ecological park designs is the target for all new park designs and retrofits. Page 3 of 117 3 The Committee and staff discussed about means of mitigating invasive species and access to information for residents and business owners regarding environmental initiatives. Staff advised that informational booths to increase awareness regarding invasive species will be held at the Aurora Farmer's Market beginning in 2022 and other environmental public engagement initiatives are being explored. The Committee provided further suggestions such as: developing educational videos on means to manage invasive species to be posted on the Town website and other social media platforms, information pamphlets for business owners, and installing signage to encourage people to be more environmentally aware. The Committee and staff further discussed about the anti-idling initiatives, the associated anti-idling policy, and its parameters and effectiveness. Staff advised that the public education campaign is ongoing which includes installation of mobile signs, providing resources and tips through social media, and the involvement of the By-law Department to educate residents and business owners where necessary. The Committee referred to the various community campaigns and sought clarification on tracking the response metrics and effectiveness of the initiatives, and staff provided clarification. The Committee suggested that successes of the initiatives, campaigns, and various action items should be including in future progress reports and be made available for members of public. Staff advised that the Committee will be discussing the Green Development Standard project at the next meeting. Moved by Colin Brown Seconded by Ryan Hamid 1. That the memorandum regarding Corporate Environmental Action Plan 2020 Progress Report be received; and 2. That the Environmental Advisory Committee comments regarding the Corporate Environmental Action Plan 2020 Progress Report be received and referred to staff for consideration and further action as appropriate. Carried Page 4 of 117 4 7. Informational Items None. 8. Adjournment Moved by Barry Bridgeford Seconded by Ashley Gatto Cassagrande That the meeting be adjourned at 8:23 p.m. Carried Page 5 of 117 1 Town of Aurora Finance Advisory Committee Meeting Minutes Date: Time: Location: Monday, September 27, 2021 5:45 p.m. Video Conference Committee Members: Councillor Harold Kim (Chair) Mayor Tom Mrakas Councillor Michael Thompson Other Attendees: Doug Nadorozny, Chief Administrative Officer Rachel Wainwright-van Kessel, Director of Finance Jason Gaertner, Manager, Financial Management Elizabeth Adams-Quattrociocchi, Manager, Financial Reporting and Revenue 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 5:47 p.m. 2. Approval of the Agenda Moved by Councillor Thompson Seconded by Mayor Mrakas That the agenda as circulated by Legislative Services, be approved. Carried Page 6 of 117 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 Finance Advisory Committee Meeting Minutes of June 8, 2021 Moved by Mayor Mrakas Seconded by Councillor Thompson That the Finance Advisory Committee meeting minutes of June 8, 2021, be received for information. Carried 5. Delegations None. 6. Matters for Consideration 6.1 Memorandum from Manager, Financial Reporting and Revenue; Re: Optional Small Business Subclass – Property Tax Staff provided an overview of the memorandum and background information regarding the small business property tax subclass as a relief measure to mitigate the financial constraints caused by the pandemic. The Committee inquired about the potential taxes the discount rate would represent and staff provided clarification. The Committee and staff discussed about the application process, eligibility criteria, and the intended timeline of the initiative. The Committee sought clarification on the responsibility of the appeal hearing process, and staff advised that all appeals would be managed by the Region. There was further discussion about the available options to absorb the financial impact resulting from the proposed small business property tax subclass. Staff advised that the development of a policy and consistent eligibility criteria is ongoing in collaboration with York Region and all nine lower tier municipalities, with more details forthcoming. Page 7 of 117 3 Moved by Councillor Thompson Seconded by Mayor Mrakas 1. That the memorandum regarding Optional Small Business Subclass - Property Tax be received for information. Carried 6.2 Memorandum from Project Management Office; Re: Town’s Major Capital Projects Update Staff provided an overview of the memorandum highlighting aspects of the five major capital projects underway. The Committee referred to the committed contingency amount for the Aurora Town Square project and sought clarification regarding the allocated amount in comparison to the forecasted contingency cost at completion. Staff advised that any future and upcoming risks are yet to be determined at this stage. The Committee expressed preference for the Fire Hall 4-5 construction project contingency presentation format and suggested that more details be provided regarding the allocated contingency amounts in future reports, and staff agreed to follow up. Moved by Councillor Thompson Seconded by Mayor Mrakas 1. That the memorandum regarding Town’s Major Capital Projects Update be received for information. Carried 7. New Business None. 8. Adjournment Moved by Councillor Thompson Seconded by Mayor Mrakas That the meeting be adjourned at 6:18 p.m. Carried Page 8 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. CS21 -56 Subject: Diversity Equity & Inclusion Strategic Action Plan 2021-2024 Prepared by: Demetre Rigakos, Manager, Human Resources Department: Corporate Services Date: October 19, 2021 Recommendation 1. That Report No. CS21-056 be received; and 2. That Council endorse the recommendations contained in the attached Town of Aurora Diversity Equity and Inclusion Strategic Action Plan 2021-2024; 3. That Staff present the draft DEI Strategic Action Plan 2021-2024 to the Anti-Black Racism, Anti-Racism Task Force for review and input and; 4. That staff report back on the progress of the strategy at a future Council meeting. Executive Summary The purpose of this report is to provide Council with an overview of the draft Diversity Equity and Inclusion (DEI) Strategic Action Plan and seek approval of same.  On November 3, 2020 Staff provided an update on the current state of the Town’s Diversity and Inclusion efforts.  In April of 2021 Staff retained Dr. Nafeesa Jalal of LifeWorks to lead the development of the Town’s DEI Strategic Action Plan.  Dr. Jalal developed a number of recommendations that staff used to draft the Town of Aurora’s DEI Strategic Action Plan 2021-2024 for Council’s consideration and approval.  The DEI Strategic Action Plan 2021-2024 sets eight high level goals Page 9 of 117 Select meeting date 2 of 5 Report No. CS21-056 Background At the Council meeting of January 28, 2020 the following motion passed; That staff investigate municipal Workplace Diversity and Inclusion Strategies and Work Plans as well as other similar strategies across Ontario (public, private and non-for-profit organizations) and report to Council on the state of diversity and inclusion in the Town of Aurora and any current initiatives underway; and That staff in its report provide recommendations on how to enhance the Town’s current workplace diversity and inclusion strategy; and That this motion be forwarded to the Premier of Ontario and all York Region municipalities for their consideration. In response to the motion above staff conducted a jurisdictional scan of private, public and not-for-profit organizations related to Diversity and Inclusion and presented Report CS20- 020 – Workplace Diversity and Inclusion which was received for information. The report did identify that a Capital Project to engage a Diversity and Inclusion Strategy Consultant was included in the Town’s 2021Capital Budget. The Capital Project was approved and Dr. Nafeesa Jalal of Lifeworks was retained to develop a multi-year DEI Strategic Action Plan. Analysis In April of 2021 Staff retained Dr. Nafeesa Jalal of LifeWorks to lead the development of the Town’s DEI Strategic Action Plan. The Town has an existing working relationship with LifeWorks, formerly known as Morneau Shepell, that provides employee and family assistance to our employees. LifeWorks provides some 24,000 clients in more than 160 countries with wellbeing solutions that include employee and family assistance plans, workplace training and workshops, consulting, absence management, pension and benefits administration and retirement planning. LifeWorks recommended Dr. Nafeesa Jalal for this project. Dr. Jalal brings over 13 years of experience and a deep passion for Diversity Equity and Inclusion (DEI). She has worked in the academic, nonprofit, public and private sectors, and held training and research roles in Canada and overseas. She earned a PhD in Public Health from the University of the Western Cape, South Africa. Public health is a large part of her portfolio, and her current clients include Trillium Health Partners and William Osler Page 10 of 117 Select meeting date 3 of 5 Report No. CS21-056 Health System. These are two of the largest hospitals in Canada and she works to embed DEI within their research and operational processes. She is also a Lecturer with Seneca College in Toronto, in their School of Health Sciences. Dr. Jalal developed a number of recommendations that staff used to draft the Town of Aurora’s DEI Strategic Action Plan 2021-2024 for Council’s consideration and approval. Dr. Jalal has worked with Staff to coordinate a review of key Town documents and policies, solicited input from our senior leadership team and key stakeholders, including the Chair of the Anti-Black Racism, Anti-Racism Task Force and has supported staff in the development of the attached DEI Strategic Action Plan. The DEI Strategic Action Plan provides a message from the CAO, a DEI Vision, Mission and Values along with eight high level goals. The DEI Strategic Action Plan 2021-2024 sets eight high level goals The eight high level goals for the 3-year action plan are: 1. Commitment from the Top 2. DEI Recruitment 3. Retention Strategies for Diverse Employees 4. DEI Training and Development 5. DEI-focused marketing and advertising 6. Strategic DEI-focused Partnerships 7. Data Collection and 8. Accountability Each of the goals is then broken down into specific objectives and strategies to achieve each of the goals. A timeline table with suggested recommendations on how to measure progress accompanies the goals and objectives. The DEI Action Plan has been reviewed by our senior leadership team and has been endorsed unanimously subject to any input Council may have. Once staff receive approval of the action plan implementation will begin immediately with participation across the organization. Diversity, Equity and Inclusion is not a once and done activity but rather an ongoing process of continuous improvement that provides the organization with the tools it needs to make the workplace as diverse, equitable and as inclusive as possible. Page 11 of 117 Select meeting date 4 of 5 Report No. CS21-056 Advisory Committee Review` None Legal Considerations None. Financial Implications If approved, any funding requirements arising as a result of the implementation of the DEI Strategic Action Plan will be presented to Council for its review and appro val as necessary. However, staff anticipate that most of this plan can be delivered within the Town’s existing approved funding levels. Communications Considerations The new strategy will be promoted by way of both internal and external communications, including a media release, internal communication vehicles, social media, and the Town’s website. Link to Strategic Plan The Diversity, Equity and Inclusion Strategic Action Plan 2021-2024 supports all aspects of the Town’s Strategic Plan. Specifically, it supports the Community Pillar of Success and the objectives of #3 Celebrating and promoting our culture, #4 Strengthening the fabric of our community, and #6 Promoting service accountability, excellence and innovation. Alternative(s) to the Recommendation 1. Council may propose alternatives to the Diversity Equity and Inclusion Strategic Action Plan 2021-2024. Conclusions Workplaces that fail to invest in DEI related activities can be at risk of attracting and retaining diverse talent. This in turn, can limit the organization’s ability to be innovative, or provide quality services to its citizens. A diverse and equitable wo rkforce that is Page 12 of 117 Select meeting date 5 of 5 Report No. CS21-056 representative of the community it serves will be more in tune with the citizen’s needs and more equipped to address challenges. The DEI Strategic Action Plan 2021-2024 is the outcome of Council’s direction to staff initiated in early 2020. It provides a roadmap that staff will implement over the next three years and will improve the organizational culture and value the Town provides to its citizens. Attachments Attachment #1 – Town of Aurora – DEI Strategic Action Plan 2021-2024 Previous Reports CS20-020, Workplace Diversity and Inclusion, November 3, 2020 Pre-submission Review Agenda Management Team review on June 17, 2021 Approvals Approved by Techa Van Leeuwen, Director, Corporate Services Approved by Doug Nadorozny, Chief Administrative Officer Page 13 of 117 2021–24 Strategic Action Plan COMMITMENT FROM THE TOP DEI RECRUITMENT EMPLOYEE RETENTION TRAINING AND DEVELOPMENT MARKETING AND ADVERTISING PARTNERSHIPS DATA COLLECTION ACCOUNTABILITY DIVERSITY EQUITY & INCLUSION Page 14 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan i 2021-2023 DEI STRATEGIC ACTION PLAN CONTENTS A message from the Chief Administrative Officer...................................................... 1 Diversity, Equity, and Inclusion Vision, Mission, and Values ................................... 3 Summary of Diversity, Equity, and Inclusion Goals ....................................................4 Goal 1. Commitment from the Top............................................................................... 5 Goal 5. Marketing and Advertising........................................................................................9 Goal 6. Strategic DEI-focused Partnerships........................................................................10 Goal 7. Data Collection.........................................................................................................11 Goal 8. Accountability................................................................................................. 12 Appendix – Key Concepts and Terms .........................................................................13 Goal 2. DEI Recruitment............................................................................................... 6 Goal 3. Employee Retention......................................................................................... 7 Goal 3. Training and Development............................................................................... 8 Page 15 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 1 2021-2023 DEI STRATEGIC ACTION PLAN A MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER As the Town of Aurora CAO, my goal is to build and maintain a workforce that is talented, diverse, and committed to fostering a safe, fair, and inclusive workplace and municipal administration. We have made progress in these areas over the past two-and-a-half years, but I know we can do more. My vision is built on a recognition of our current progress and a clear grasp of what could be. To execute on this vision, we took a comprehensive look at how to (i) ensure that our decision-making reflects and respects the diversity in the community we serve, (ii) support diversity in the programs and services we offer our citizens, and (iii) build a culture that enhances, values, and capitalizes on the diversity in our workforce. We reached one conclusion: we must and can do more. This Strategic Action Plan is a key step in that process. It is organized around eight strategic goals — commitment from the top, DEI recruitment, employee retention, training and development, marketing and communications, strategic DEI focused partnerships, data collection and accountability. Our high-level goals are augmented by actionable steps that provide a clear map forward for the municipality. Internally, the plan further integrates diversity, equity, and inclusion (DEI) into our hiring, training, and career development programs. It calls on leaders at all levels of the organization to develop operational plans reflective of their current DEI performance and business realities and will hold them accountable for advancing their plans and achieving results. To be successful, our DEI efforts must be led and managed as an organizational priority. This plan will guide our work over the next few years, help us measure our progress, and hold us accountable. I hope many of you will recognize that this plan is unlike others we have had in the past. I hope you will also recognize its potential and the will – at all levels of the organization – to make lasting changes. I stand behind it with my commitment to you that, I will work toward an inclusive Town where all feel that they belong. To create a culture of belonging will require all-hands-on-deck. Please join me. Doug Nadorozny Page 16 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 2 2021-2023 DEI STRATEGIC ACTION PLAN Page 17 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 3 2021-2023 DEI STRATEGIC ACTION PLAN DIVERSITY, EQUITY, AND INCLUSION VISION, MISSION, AND VALUES DEI Vision Our workforce is talented, diverse, and committed to fostering a safe, fair, and inclusive workplace and community. DEI Mission To foster a culture that exemplifies teamwork, embraces innovation, and values diversity, equity, and inclusion to achieve mission excellence. DEI Values The following values hold true to our vision, shape how we carry out our mission, and guide how we are expected to treat one another. •We take the broadest possible view of diversity, including seen and unseen qualities. •We acknowledge life experiences that make individuals unique. •We encourage all employees to use their unique perspectives to help advance our mission. •We require fair treatment, accessibility, and opportunity for advancement for all employees. •We expect our workplace to be an inclusive environment built on mutual trust, respect, and dignity. •We incorporate diversity, equity, and inclusion in our daily work. •We commit to building a workplace where all employees feel safe bringing their authentic selves to work. •We pledge to identify and eliminate barriers to equal opportunity in the workplace. •We will foster diversity, equity, and inclusion in the services we offer consistent with our mandate. Page 18 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 4 2021-2023 DEI STRATEGIC ACTION PLAN SUMMARY OF DIVERSITY, EQUITY, AND INCLUSION GOALS Goal 1. Commitment from the Top Our leaders at all levels promote the vision and business case for DEI by taking actions to increase diversity and equity in the workforce and maintain an inclusive workplace. Goal 2. DEI Recruitment Recruit, hire, and develop a high-performing workforce that reflects the communities we serve by optimizing experiences throughout an employee’s career. Goal 3. Employee Retention We will make every effort to create and maintain an inclusive culture where individuals feel encouraged to stay and grow. Goal 4. Training and Development Mature the DEI model to improve the consistency of desired outcomes by strengthening policies and procedures, utilizing technology, and enhancing training. Goal 5. Marketing and Advertising The Town will develop a DEI focused branding and advertising strategy that tells the Town's story and supports attracting and retaining diverse candidates. Goal 6. Strategic DEI-focused Partnerships The Town will expand alliances with external agencies and service providers to improve talent sourcing and recruitment from diverse groups and people with disabilities. Goal 7. Data Collection The Town will continue to use engagement surveys to gauge "inclusion" perceptions from all employees and address gaps through specific action plans. Goal 8. Accountability We will develop a dashboard that measures progress on DEI activities and outcomes and share the results on an annual report Page 19 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 5 2021-2023 DEI STRATEGIC ACTION PLAN 1.Commitment from the Top Our leaders at all levels promote the vision and business case for DEI by taking actions to increase diversity and equity in the workforce and maintain an inclusive workplace. 1.1 Cultural Competency. Ensure every leader in the organization understands the organization's expectation to developing their knowledge, skills and behaviours necessary to develop and maintain authentic relationships with everyone inside and outside the Town a.Develop and implement a new performance standard for supervisors and managers that focuses on employee career development and the cultivation of an inclusive, and constructive work environment that is committed to enhancing our organizational culture and is built upon transparent communication, mutual trust, and respect. b.Incorporate DEI goals in both departmental plans as well as individual performance goal setting plans to ensure that goal setting plans reflect not only what we do and produce but also how we do it. e.g. collaboration, respect, empowerment. c.Incorporate "culture" discussion on the agenda for the Executive Leadership Team so that there is meaningful dialogue and opportunity to address areas of opportunity. 1.2 Employee Engagement Surveys. Deploy engagement surveys and take action on the results and feedback from staff a.Deploy bi-annual employee engagement surveys while incorporating DEI related questions. b.Use data to track progress on DEI related initiatives. c.Champion the employee engagement action planning committee work by encouraging staff to participate and share their views and by implementing the recommendations that the committee presents to improve the organizational culture. 1.3 Best Practices. Select and implement DEI best practices that would be most effective at the Town of Aurora. a.Develop and implement a mentorship program to leverage the experience of seasoned staff who can mentor younger professionals to succeed in their career. b.Develop Employee Resource Groups so that interested groups of employees can collaborate and address issues of mutual concern. (e.g. Women's network, young professionals network, LGBTQ+ network) Page 20 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 6 2021-2023 DEI STRATEGIC ACTION PLAN 2.DEI Recruitment Recruit, hire, and develop a high-performing workforce that reflects the communities we serve by optimizing experiences throughout an employee’s career. 2.1 Diverse Job Sites. Ensure talent acquisition practices consistently provide equal opportunity and strive to close representation gaps at all levels. a.Identify and leverage diverse job sites to post opportunities so that underrepresented groups are made aware of opportunities they can apply to. b.As we implement new technology to digitize our recruitment process (Applicant Tracking System), we will ensure that DEI requirements are built into the process so that we can conduct blind evaluations without regard for gender, name or place of origin. c.We will leverage technology to collect appropriate data that can help us evaluated among other things the effectiveness of diverse talent acquisition strategies. 2.2 Inclusive Language and Images. Ensure language and images used in job postings and job descriptions is inclusive. a.We will build inclusive language and images in our job postings, and job descriptions to ensure we attract diverse candidates. b.Update Recruitment Policy to ensure language reflects Town's vision of: "Our workforce is talented, diverse, and committed to fostering a safe, fair, and inclusive workplace and community". c. Update our job posting DEI language to include: "The Town of Aurora is an equal opportunity employer that is committed to an inclusive, barrier-free recruitment and selection processes and work environments. We are committed to recognizing and celebrating the diversity of opinion, talent and expertise that make each person unique. We thank all applicants and advise that only those selected for an interview will be contacted.". 2.3 Promote DEI in company culture. Increase opportunities for employees to be engaged in achieving DEI goals. a. We will leverage the employee engagement action planning corporate committee to gain their input in the development and implementation of the DEI Strategic Action Plan. Creating an inclusive culture will require the participation of staff. 2.3 Diverse and inclusive Hiring Panels. Ensure hiring panels are diverse and trained to prevent unconscious bias. a.Where possible, the hiring panel will include one female member and to the extent racialized persons. b.Members of panels will be trained on unconscious bias and making decisions based on facts and merit and not "gut feelings". Page 21 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 7 2021-2023 DEI STRATEGIC ACTION PLAN 3.Employee Retention We will make every effort to create and maintain an inclusive culture where individuals feel encouraged to stay and grow. 3.1 Involve All Staff. All staff will be provided opportunities to participate in providing their input, decision making and sharing ideas. 3.2 Continue building a culture of collaboration and trust. All employees in the organization need to increase their ability to work as a team as a team and be committed to recognizing and celebrating the diversity of culture, opinion, talent and expertise that make each person unique. a.We will provide regular diversity training to increase awareness and skills in this area. b.We will provide leadership development training to increase collaboration and trust within our people leaders. c.We will review, update and implement our respect in the workplace policies and procedures and provide regular training opportunities for all staff. d.We will review our floating holiday policy and revise so that it can be used to accommodate religious/cultural beliefs e.Build a more robust information on our Corporate Intranet on DEI for staff. 3.3 Open Communication Lines. We will create structures that encourage and support conflict resolution. a.We will support our staff and leaders with skills that enable them to prevent and resolve conflicts. b.We will leverage technology to build structures that allow employees to collaborate online and express their views but also to build strong professional relationships with their peers. a.Bi-annual Employee Engagement will be a regular vehicle for staff to provide input. b.Pulse surveys will be deployed regularly to get views of staff on different issues affecting them and ensure that their voice is shared. c.CAO and executive leaders will hold regular Town Hall meetings to share updates with staff and provide opportunities for staff to ask questions and input. d.Opportunities will be identified to make the workplace more welcoming for diverse employees. e.g. designate space as a quiet room or spiritual room. Page 22 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 8 2021-2023 DEI STRATEGIC ACTION PLANDIVERSITY AND INCLUEQUITSIONY a.Respectful Workplace Policy and Procedures b. Recruitment policy and procedures c. Flexible Work Arrangements and Remote Work Policy and Procedures d. Workplace Accommodation Policy and Procedures 4.1 Inclusive Policies. We will review, update and implement policies to ensure they are equitable and inclusive 4.DEI Training and Development We will invest in DEI training programs that help every employee to show up each day without fear of being their true selves. This will foster higher degrees of engagement, productivity, and innovation that contribute to increased employee satisfaction. This in turn will translate to a better service 4.1 Training Plan. Promote workshops and learning sessions designed to increase cultural competencies and skills in promoting a diverse, equitable and inclusive workplace. a.Provide mandatory DEI training for all people leaders b.Provide mandatory DEI training for all staff c.Provide education for management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills based training in intercultural competency, conflict resolution, human rights, and anti-racism. d.We will include DEI training as part of our onboarding process for new employees 4.2 Train leaders on mentorhip programs. We will train leaders on how to mentor and coach a.We will improve the employee onboarding and retention employee experience by providing access to mentoring. b.We will leverage mentorship relationships to build trust and respect. c.Mentorship will be a way to connect senior leaders to other members of the organization, receive reverse mentoring and share and transfer organizational knowledge. Page 23 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 9 2021-2023 DEI STRATEGIC ACTION PLAN 5.Marketing Advertising and Communications We will implement a process to review all Town initiatives through a DEI lens. 5.1 We will review and enhance the Town's brand identity a.We will communicate the Town's story through a DEI lens. b.We will review our written communications to ensure we are using appropriate, inclusive, non-offensive language. c.We will review print material to ensure that images our honest and representative of our municipality and our community and that they showcase our cultural diversity. d.We will align diversity and inclusion messages with the Town's brand that include: i.a welcoming and supportive culture ii.diverse workforce - unique perspectives iii.work that is meaningful and fulfilling iv.Ability to tangibly help the lives of residents v.Opportunity for professional growth for everyone. 5.2 We will develop a DEI framework that all Town initiatives can be viewed through prior to being implemented. Referencing the City of Ottawa's guide to Advancing Equity and Inclusion in Municipal Government we will train our leaders and staff on how to apply the DEI ens in the development of programs and initiatives to ensure our programs and initiatives are inclusive of everyone in the community. https://documents.ottawa.ca/sites/documents/files/ documents/ adv_equity_en.pdf Page 24 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 10 2021-2023 DEI STRATEGIC ACTION PLAN 6.1 We will expand alliances with external agencies and service providers to improve talent sourcing and recruitment from diverse groups and people with disabilities. a. We will partner with local colleges and universities to create opportunities to attract diverse talent. (e.g. co-ops, internships etc.) 6. Strategic DEI-Focused Partnerships We will continue to build strategic partnerships across our community to further enhance cross-sectoral capacity to create community wide and systemic impact. 6.2 We will create an inventory of all our existing strategic partnerships and identify any additional opportunities to expand. a.We will review opportunities to engage our partners to participate in the decision making process. b.We will survey our partners to solicit their feedback and get a better understanding of what their challenges are from DEI perspective. Page 25 of 117 2021-2023 DEI STRATEGIC ACTION PLAN 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 11 a.We will continue to conduct regular employee engagement surveys and ensure the DEI data we ask our employees are meaningful and beyond basic demographics. b.Using data from our employee engagement surveys we will we will review and update our corporate policies to ensure they are reviewed from a DEI lens. c.We will continue the implementation of our talent management system to digitize HR processes and we will leverage the data analytics features to inform our future decisions on policy direction. d.We will regularly survey staff above and beyond employee engagement surveys to get their input on critical issues affecting them and the organization. e.We will continue our work on the "Measure what matters" program to ensure we have meaningul measurements and data to inform our progress on a number of critical success factors. 7. Data Collection We will develop a dashboard that measures progress on DEI activities and outcomes and share the results 5.1 Using data to inform our actions on creating a truly diverse workplace culture. We will focus our efforts on making sure our employees' experiences are not negatively affected because of their identities. Page 26 of 117 2021-2023 DEI STRATEGIC ACTION PLAN 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 12 a.We will continue our work with the employee engagement action planning committees and ensure DEI related initiatives are carefully planned and executed with input from these key stakeholders. b.We will provide regular updates to our Executive Leadership Team on the progress we are making and challenges we face. c.DEI will be embedded in the Town's Corporate Strategic Plan as a key priority. d.We will develop and implement a communication strategy to ensure everyone in the organization knows and understands the Town's DEI views. 8. Accountability To be successful in our DEI journey we will develop an accountability framework that ensure our vision is realized. 5.1 We will measure and report on our progress annually. Page 27 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Plan 13 2021-2023 DEI STRATEGIC ACTION PLAN Authentic Self Cultural Competency Disability Diversity Equity Inclusion Who an individual is as a person, demonstrating different experiences, perspectives, cultures, history, etc., without being forced to conform to the majority culture in the workplace. The work culture must value a wide range of talents, skills, and experiences to create a sense of belonging for everyone without causing harm to others. The ability to understand, accept, and interact with individuals of different backgrounds and cultures. A physical or mental impairment that substantially limits one or more major life activities. Diversity encompasses the range of similarities and differences each individual brings to the workplace, including but not limited to, national origin, language, race, color, disability, ethnicity, gender, age, religion and belief, sexual orientation, gender identity, socioeconomic status, veteran status, family structure, and diversity of thought, all of which is shaped by culture, background, experiences, and other elements. Consistent, systematic, fair, just, and impartial treatment, access, opportunity, and advancement for all individuals, including individuals who historically have been denied such treatment, while striving to identify and eliminate barriers that might prevent any employee’s full and equitable participation in the workplace. Inclusion is a set of behaviors (e.g., welcoming new employees, paying attention and extending an invitation, seeking and respecting other perspectives, etc.) that promote equal access to opportunities and resources for individuals who might otherwise be excluded or marginalized. APPENDIX – KEY CONCEPTS AND TERMS Page 28 of 117 2021–23 Diversity, Equity, and Inclusion Strategic Action Plan 14 2021-2023 DEI STRATEGIC ACTION PLAN Individual/Person with a Disability Reasonable Accommodation Self-Identification of Disability Talent Acquisition Disabilities Undeserved Populations Unseen Diversity Characteristic A person with a physical or mental impairment that substantially limits one or more major life activities (such as walking, talking, seeing, hearing, or learning), has a record of such impairment, or is regarded as having an impairment unless the impairment is both transitory and minor. Any change in the work environment (or in the way things are usually done) to help a person with a disability apply for a job, perform the essential duties of a job, or enjoy the benefits and privileges of employment. The voluntary completion and submission of information from the Office of Personnel Management’s (OPM’s) Standard Form 256 (SF 256) identifying that a person has a disability, either by hard copy of the SF 256 to the servicing Human Resources Branch personnel in the Division of Administration, or electronically through the MyEPP system using the appropriate code from the SF 256. Long-term human resources planning and finding appropriate candidates for positions that require specific skillsets to fulfill a business need. Disabilities is an umbrella term, covering impairments, activity limitations, and participation restrictions. An impairment is a problem in body function or structure; an activity limitation is a difficulty encountered by an individual in executing a task or action; while a participation restriction is a problem experienced by an individual in involvement in life situations. Populations sharing a particular characteristic, as well as a geographic communities, that have been systematically denied a full opportunity to participate in aspects of economic, social, and civil life. Non-visible personal characteristics such as background, culture, and personality, as well as protected classes such as disability, sexual orientation, and religion and belief. Page 29 of 117 Diversity, Equity, Inclusion (DEI) Strategic Action PlanTown of AuroraOctober 2021Presented by:Dr. Nafeesa JalalConfidential, not for distribution 1Page 30 of 117 How was the Plan developed?Internal inputs: • Key stakeholder interviewswith 8 individuals.• From the DEI Document Review, the Employee Engagement Survey (2020) was used, which shared important demographic information. oOutside of the responses recorded in the metrics, a few individuals chose to comment.External inputs: • Research from other organizations. Confidential, not for distribution2Page 31 of 117 • How do we transition fromvaluing diverse identities, ideas and ways of thinking to consistently actualizing?• How do we ensure that the diversity of our workforce mirrorsthat of the community we serve?Confidential, not for distribution3Page 32 of 117 • Improve our leadership competencies in maintaining a respectful workplace with training, tools and techniques.• DEI should be ingrained in everydayculture.Confidential, not for distribution4Page 33 of 117 DEI Action Plan –8 areasConfidential, not for distribution 5Page 34 of 117 1. Commitment from the TopWhat does “commitment” look like for you? Is it verbal support, or financial support, or partaking in actions yourselves…or a combination? Enhancing your leadership competencies in “inclusive leadership” is important. Confidential, not for distribution6Page 35 of 117 2. DEI RecruitmentPurposeful and timely DEI-focused recruitment strategies should be considered for implementation, for the Town to attract individuals from the minimally represented groups. This will support in building an organization that isinclusive of more of the communities you serve.Confidential, not for distribution7Page 36 of 117 3. Employee Retention“Culture eats strategy for breakfast” is a famous quote from legendary management consultant and writer Peter Drucker.To be clear he didn't mean that strategy was unimportant – rather that an inclusive and empowering culturewas a surer route to organisational success.Confidential, not for distribution8Page 37 of 117 4. Training & DevelopmentTraining is important because it creates a shared vision, it demonstrates the organization’s commitment to anti-racismand encourages ongoing engagement between everyone involved with the Town.Confidential, not for distribution9Page 38 of 117 5. Marketing, Advertising & CommunicationsIs your branding inclusiveand welcoming to all?Create a brand for the Town using real examples of employees and residents.Confidential, not for distribution10Page 39 of 117 6. Strategic DEI-focused PartnershipsIt is important to build cross-sectoral capacity to create community-wide and systemic impact. It is essential to engage in multi-level collaboration – wherein diverse actors share knowledge, resources and skills - to build credibility, enhance commitment and sustain that impact (Tamarack Institute, 2003).Confidential, not for distribution11Page 40 of 117 7. Data CollectionThis may allow you to identify problems before they start, and support in building a more diverse organization. Giving employees the chance to share their experiences is empowering and shows the Town’s authentic commitment to DEI initiatives. Data also allows you to measure and show the DEI progress you are making in a concrete way.Confidential, not for distribution12Page 41 of 117 8. AccountabilityWho ‘owns’ diversity, equity, and inclusion at the Town?Often, the responsibility for success, or sadly, the primary accountability for failure of an organization’s DEI initiatives belongs to the leadership team –because the tone at the top matters, and trickles down to the rest of the organization.Confidential, not for distribution13Page 42 of 117 Questions?Confidential, not for distribution 14Page 43 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. PDS 2 1 -093 Subject: Machell Avenue and Irwin Avenue Traffic Control Assessment Prepared by: Michael Bat, Traffic/Transportation Analyst Department: Planning and Development Services Date: October 19, 2021 Recommendation 1. That Report No. PDS21-093 be received; and, 2. That staff continue to monitor the traffic operations at the intersection of Machell Avenue and Irwin Avenue. Executive Summary As directed by Council at its meeting on July 13, 2021, this report reviews the existing traffic volumes at the intersection of Machell Avenue and Irwin Avenue to determine whether an all-way stop is warranted based on the Town’s Traffic Operations policy. The report can be summarized as follows:  The existing road conditions of Machell Avenue and Irwin Avenue are generally consistent with the Town’s design standards for a local public road;  An All-way stop control installation for the intersection of Machell Avenue and Irwin Avenue is not warranted at this time; and,  Installation of crosswalk should only be considered if Council decide s to proceed with the installation of All-way Stop control at the intersection of Machell Avenue and Irwin Avenue. Background On July 13, 2021, Council passed the following motion: Page 44 of 117 October 19, 2021 2 of 8 Report No. PDS21-093 1. “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; 2. Be It Further Resolved That a crosswalk be considered on the south side of that intersection; and, 3. Be It Further Resolved That staff report back in October with a recommendation of these modifications.” The subject area is illustrated on Figure 1. Analysis The existing road conditions of Machell Avenue and Irwin Avenue are generally consistent with the Town’s design standards for a local public road Machell Avenue: is a two-lane local road with single lane per travel direction. It has an urban cross-section with curbs on both sides of the road. Sidewalks are provided on both sides of the road between Wellington Street and Irwin Avenue, and on the west side only thereafter. The existing pavement is measured 7.0 metres wide. In accordance to the Town By-law No. 4574-04.T the posted speed limit is 40 km/h. Irwin Avenue: is a two-lane local road with single lane per travel direction. It has an urban cross-section with curbs on both sides of the road. Sidewalks are provided on the south side of the road. The existing pavement is measured 7.0 metres wide. In accordance to the Town By-law No. 4574-04.T the posted speed limit is 40 km/h. An All-way stop control installation for the intersection of Machell Avenue and Irwin Avenue is not warranted at this time Under existing conditions, Machell Avenue and Irwin Avenue is a controlled intersection with a stop sign approaching from the east (i.e. Irwin Avenue). Traffic data was collected on Tuesday, September 14, 2021 at the subject intersection. Page 45 of 117 October 19, 2021 3 of 8 Report No. PDS21-093 a) OTM Book 5 Criteria In accordance to Ontario Traffic Manual (OTM) Book 5: Regulatory Signs, installation of All-way Stop control can be considered if one of the following warrants (i.e. volume or collision) are met: Volume Warrant:  Total vehicle volume on all intersection approaches exceeds 350 for the highest hour recorded; and,  Vehicle volume split does not exceed 75/25 for three-way control or 65/35 for four- way control. Details are provided in Table 1 based on the above noted requirements. Table 1 – OTM Book 5: Volume Warrant (All-way Stop) Warrant Criteria Peak Hour (5:15 to 6:15 PM) Minimum Threshold Recorded Volumes Warrant Warrant 1: Total vehicle volume on all intersection approaches exceeds 350 350 Vehicles 90 Vehicles No Warrant 2: Volume split does not exceed 75/25 for three-way control 25% Split 73% Split Yes Both Warrants Satisfied No Collision Warrant:  For the purposes of this warrant, a high accident frequency is an average of four collisions per year over a three-year period. Only those accidents susceptible to relief through multi-way stop control must be considered (i.e. right angle and turning type collisions). Based on the information provided by York Regional Police, no collisions have been reported at the intersection of Machell Avenue and Irwin Avenue for the past five years. OTM Book 5 Warrant Summary: Based on the requirements outlined in the OTM Book 5, installation of All-way Stop control is not warranted. Page 46 of 117 October 19, 2021 4 of 8 Report No. PDS21-093 b) Town of Aurora Policy No. 4 – Multi-Way Stop Installation Criteria As stipulated in the policy, installation of multi-way stop sign control can be considered if one or more of the following conditions are met: Volume Warrant:  The total volume entering the intersection from all approaches must average at least 350 vehicles per hour for any 8 hours of an average day, and t he combined vehicular and pedestrian volume from the minor street or highway must average at least 120 units per hour for the same 8 hours. Details are provided in Table 2 based on the above noted requirements. Table 2 – Town Policy No. 4: Volume Warrant (All-way Stop) Warrant Criteria Peak Hour (5:15 to 6:15 PM) Minimum Threshold Recorded Volumes Warrant Warrant 1: Total vehicle volume on all intersection approaches exceeds 350 350 Vehicles 108 Vehicles No Warrant 2: The combined vehicular and pedestrian volume from the minor street exceeds 120 120 Units 84 Units No Both Warrants Satisfied No Collision Warrant:  An accident problem exists, as indicated by three or more reported accidents of a type susceptible to correction by the installation of multi-way stop sign control in a 12-month period. Such accidents include right-turn and left-turn collisions as well as right-angle collisions. Based on the information provided by York Regional Police, no collisions have been reported at the intersection of Machell Avenue and Irwin Avenue for the past five years. Sightline Warrant:  A restricted view problem exists. A “restricted view problem” shall normally be considered to exist when the sight distance from a vehicle at the intersection on the minor approach (i.e. - stop street) is less than the required stopping sight distance along the major road (i.e. - existing through street). The required sight Page 47 of 117 October 19, 2021 5 of 8 Report No. PDS21-093 stopping distances are based on the requirements set out in the Transport ation Association of Canada Geometric Design Guide for Canadian Roads Manual (TAC Manual), September 1999, or latest version thereof. The existing posted speed limit is 40 km/h and the assumed design speed is 50 km/h (i.e. industry standard of 10 km/h above posted speed). Details are provided in Table 3 based on the above noted requirements. Table 3 – Town Policy No. 4: Sightline Warrant (All-way Stop) Direction (at Irwin Avenue) Sightline Design Speed (50 km/h) Available Sightline Warrant Machell Avenue – to the north 60-65 metres > 75 metres No Machell Avenue – to the south > 75 metres No Town of Aurora Policy No. 4 – Multi-Way Stop Installation Warrant Summary: Based on the requirements outlined in the Town’s Policy No. 4, installation of an All-way stop control is not warranted at the intersection of Machell Avenue and Irwin Avenue. c) Inappropriate Use of All-way Stop Control As outlined in the OTM Book 5, Stop signs are not intended to be used as speed control devices and their usage should be limited to the control of right-of-way conflicts. All-way Stop control should not be used under the following conditions:  Where the protection of pedestrians, school children in particular, is a prime concern. This concern can usually be addressed by other means;  As a speed control device;  At intersections that are offset, poorly defined or geometrically substandard;  Where traffic would be required to stop on grades; or,  As a means of deterring the movement of through traffic in a residential area. Some common concerns regarding installation of unwarranted All-way Stop control includes: low level of compliance particularly on a major street, increases to travel speed upstream and downstream of an intersection, increases noise and/or air pollution, and increases the potential of rear-end collisions. Page 48 of 117 October 19, 2021 6 of 8 Report No. PDS21-093 Installation of crosswalk should only be considered if Council decides to proceed with the installation of All-way Stop control at the intersection of Machell Avenue and Irwin Avenue Under the Highway Traffic Act, crosswalk is defined without the distinction between controlled and uncontrolled crossing locations. In the absence of stop/yield signs, pedestrian crossover, or traffic control signals (half or full), pedestrians at an uncontrolled crossing location are required to wait for gaps in vehicular traffic before crossing. However, as noted in OTM Book 15 installation of crosswalk lines are not recommended at uncontrolled crossing: “The presence of a marked pedestrian crossing may create a false sense of confidence on the part of pedestrians, particularly children, who may enter the crosswalk expecting that approaching drivers will see them and stop. A discrepancy may exist between pedestrians’ expectations and the expectations of approaching drivers who may not expect to find a pedestrian crossing at an uncontrolled location.” Therefore, implementation of crosswalk line should only be considered if Council decides to proceed with the installation of an All-way Stop control at the intersection of Machell Avenue and Irwin Avenue. Advisory Committee Review Not applicable Legal Considerations None Financial Implications There are no direct financial implications associated with this report. However, should Council decide to proceed with the installation of All-way Stop control and/or crosswalk at the intersection of Machell Avenue and Irwin Avenue, the estimated cost to do so would be approximately $800 and would be funded from the Town’s Operations Department’s Operating Budget. Page 49 of 117 October 19, 2021 7 of 8 Report No. PDS21-093 Communications Considerations The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There are five different levels of community engagement to consider, with each level providing the community more involvement in the decision-making process. These levels are: Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in the Community Engagement Policy. These options are based on the International Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines for clearly communicating with our public and managing community engagement. In order to inform the public, this report will be posted to the Town’s website. The area residents were notified by mail on October 5, 2021 that this staff report is to be presented to the General Committee meeting of October 19, 2021. Link to Strategic Plan This report supports the Strategic Plan goal of Support an Exceptional Quality of Life for All by examining traffic patterns and identify potential solutions to improve movement and safety at key intersections in the community. Alternative(s) to the Recommendation 1. That Council approve the installation of an All-way Stop control and a crosswalk (south side of Machell Avenue )at the intersection of Machell Avenue and Irwin Avenue to be funded from the Town’s Operations Department’s Operating Budget. 2. That Council approve the installation of a crosswalk on the south side of Machell Avenue and Irwin Avenue to be funded from the Town’s Operations Department’s Operating Budget. Conclusions Based on the information presented in this report, the intersection of Machell Avenue and Irwin Avenue did not satisfy the minimum technical criteria outlined in OTM Book 5 or Town of Aurora Policy No. 4 – Multi-Way Stop Installation. Therefore, installation of All-way Stop control and a crosswalk is not recommended at this time. Page 50 of 117 October 19, 2021 8 of 8 Report No. PDS21-093 In addition, implementation of crosswalk line should only be considered if Council decide to proceed with the installation of All-way Stop control at the intersection of Machell Avenue and Irwin Avenue. It is recommended that traffic operations at the intersection of Machell Avenue and Irwin Avenue be monitored by the Town. Attachments Figure 1: Location Map Previous Reports None. Pre-submission Review Agenda Management Team review on September 30, 2021 Approvals Approved by David Waters, MCIP, RPP, PLE, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 51 of 117 Machell AvenueIrwin Avenue Alex Gardner Circle MACHELL AVENUE AND IRWIN AVENUETRAFFIC CONTROL ASSESSMENT Map created by the Town of Aurora Corporate Services Department September 21st, 2021. Base data provided by York Region and Aurora - GIS.Air Photos taken Spring 2020, © First Base Solutions Inc., 2020 Orthophotography. Map not drawn to scale. ¯ 0 10 20 MetresHwy 404Bathurst StYonge StYonge StLeslie StLeslie StHwy 404St John's Sdrd WellingtonSt EWellingtonSt W Henderson Vandorf Sdrd SUBJECTAREA ) Dr BayviewBloomington Rd AveBayviewAveTOWN OF NEWMARKET CITY OF RICHMOND HILL TOWN OF WHITCHURCH-STOUFFVILLETOWNSHIP OF KINGPDS21-093 Figure #1 SUBJECT LOCATION Subject Location Page 52 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. FIN21 -042 Subject: 2021 Interim Forecast Update – As of August 31, 2021 Prepared by: Tracy Evans, Financial Management Advisor Department: Finance Date: October 19, 2021 Recommendation 1. That Report No. FIN21-042 be received for information. Executive Summary This report presents to Council the information to effectively monitor the financial performance of the Town’s operating and capital budget as of August 31, 2021. COVID- 19 continues to have a material financial impact on the Town’s operations.  An overall tax levy surplus of $1,061,400 is anticipated by fiscal year end based upon the Town’s present COVID-19 assumptions  A surplus of $201,600 is forecasted by fiscal year end for the Town’s water, wastewater and stormwater operations  COVID-19 continues to have a significant financial impact on the Town’s operations  The public health measures needed to manage the next wave of the pandemic may have an impact on the forecasted financial results for facilities and community programs  The forecasted capital spend of $45.0M at August 31, 2021 is $15.3M lower than the Town’s forecasted capital spend of $60.3M at April 30, 2021 These forecasted variances will continue to be subject to change as the COVID-19 pandemic progresses over the remainder of the fiscal year. Future Council decisions may also have an impact. Any operational budget short-falls or surpluses remaining at Page 53 of 117 October 19, 2021 2 of 13 Report No. FIN21-042 year end will require an offsetting adjustment from/to the rate stabilization reserve as defined in the Town’s 2021 surplus control bylaw. Background To assist Council in fulfilling their role and responsibilities with respect to Town finances and accountability, Finance has worked with all departments to review the corporation’s operations financial performance to date. Each Director has reviewed their department’s operating and capital budget versus its results to date and remaining outstanding plans in consideration of the Town’s present COVID-19 assumptions and forecasted an expected year end position. Finance staff have reviewed each submission and performed the necessary consolidation. The magnitude of the impact of COVID-19 on the Town of Aurora continue to be unclear, but the continued physical distancing measures and economic shut-down impacts have already been significant. On April 8th, the province instituted a province wide stay at home order that ended on June 2nd which saw the prohibition of most indoor activities and many outdoor activities. On May 20, 2021 the office of the premier issued a new 3 step roadmap to safely reopen the province. The first step opened on June 11th when it is expected that 60 percent of Ontario adults have received one dose of the COVID-19 vaccine. The province moved to step two on June 30th and has subsequently moved to step three of the roadmap to reopen on July 16th, based on 70-80 percent being vaccinated. Analysis An overall tax levy surplus of $1,061,400 is anticipated by fiscal year end based upon the Town’s present COVID-19 assumptions The Town’s tax levy funded operations are forecasted to finish the year with an anticipated surplus of $1,061,400, based upon its present COVID-19 assumptions. A detailed break-down of the Town’s current forecasted variance by division can be found in Attachment #1. This report has been simplified to show only the net budget amount, the forecasted ending position for each item, and the variance to budget. Overall, the Town’s approved budget for 2021 includes $73,577,200 in approved expenditures, funded by $21,471,400 in revenues consisting of user fees, charges, and investment income, and a total tax levy of $52,105,800. Page 54 of 117 October 19, 2021 3 of 13 Report No. FIN21-042 Table 1 presents a departmental summary of the forecasted variances. Table 1 2021 Operating Forecast to Year end $000s Budget Forecast Variance Surplus/(Deficit) Council 580.8 551.5 29.3 CAO 1,426.1 1,407.3 18.8 Corporate Services 9,467.2 9,267.3 199.9 Finance 2,247.4 2,096.9 150.5 Fire 11,961.6 11,961.6 - Operational Services 11,028.9 10,724.9 304.0 Community Services 11,014.6 10,657.0 357.6 Planning & Development Services 826.7 237.7 589.0 Corporate Revenue & Expenses 3,552.4 3,968.6 (416.1) Tax Levy 52,105.8 51,934.2 (171.6) Total Operating 1,061.4 The budget includes $150,000 for salary gapping savings which is distributed across the departments. This recognizes that during the year there will be some staff turnover and periodic vacancies. Also included in the 2021 budget was an additional $127,000 for the salary gapping on new positions to account for the July 1st start date of new positions. This amount was budgeted in Corporate Revenue & Expenditures. A summary of the Town’s key forecasted variances by department follows. CAO and Council Council and the Office of the CAO are forecasting to conclude the fiscal year with a surplus of $48,100 on a net operating budget of $2,006,900. This surplus mostly relates to COVID-19 driven sponsorship grant, advertising, events and promotional materials savings as well as a favourable variance for conferences. Page 55 of 117 October 19, 2021 4 of 13 Report No. FIN21-042 Corporate Services Corporate Services is forecasting a surplus of $199,900 on a total net operating budget of $9,467,200. This surplus is mostly attributable to savings in outside legal services for personnel administration, salaries, as well as savings in insurance costs and additional administration fee revenues. These savings are partially offset by COVID-19 driven advancement of software license and maintenance costs which are expected to continue into the future. Finance Finance is forecasting a surplus of $150,500 on a net operating budget of $2,247,400. This surplus mostly results from salary savings due to temporary vacancies. Fire Services As of June 30, 2021, overall Central York Fire Services (CYFS) is forecasting a year end operating surplus of $918,200 on a total approved operating budget of $28,864,300. This surplus is mostly attributable to salary & benefit and vehicle repairs & maintenance savings. Aurora’s share of CYFS’ total approved budget is $11,955,600. As per normal practice, should a CYFS surplus or deficit arise by fiscal year end, it will be offset by an equal contribution to/from the shared CYFS Reserve, thus leaving the Town’s forecasted Fire Services requirements as budgeted. Aurora’s total noted Fire Services budget of $11,961,600 includes an additional $6,000 for parking lot winter management services at each Aurora Fire Hall that is provided directly through the Town. Operational Services Operational Services, excluding water, wastewater & storm water services, is forecasting an overall surplus of $304,000 on a net operating budget of $11,028,900. Key contributors to this surplus are COVID-19 driven salary savings relating to Crossing Guard services, savings in waste collection and overall contract savings. These favourable variances are partially offset by higher than anticipated salary costs in winter maintenance being partially offset by salary savings in Roads Network Operations. Park Operations has also reduced its projected ball diamond/soccer field permit revenues as a result of COVID-19. As per the Town’s winter control reserve policy, if the overall Town operating budget is unable to accommodate the full reported winter management deficit, any required funding shortfall can be drawn from this reserve. As the Town’s present overall, forecasted position indicates that it will have sufficient funds available to offset the Page 56 of 117 October 19, 2021 5 of 13 Report No. FIN21-042 forecasted winter management shortfall of $248,800, a draw from the winter control reserve is not necessary at this time. However, should it become necessary the Town will access this reserve as required. Operational Services’ salaries and wages are split between tax levy and rate (water, wastewater & storm water services) funded programs. In any given year, the operational service staff support of tax levy or rate funded programs can vary, as such costs may shift between these programs based on the operational needs. Community Services Community Services is forecasting a $357,600 surplus on a net operating budget of $11,014,600. The key contributors to this surplus all relate to salary and contract savings, as well as savings in facility operation utility/heating costs. This surplus is further impacted by an increase in lease revenue that was not budgeted for. These surpluses are offset by reduced community program, sponsorship/advertising, ice rental and special events revenues due to COVID-19. Aurora Town Square unspent savings are anticipated relating to the implementation of the Town’s financial strategy to phase in its projected incremental operating costs prior to it becoming fully operational in 2022. Any surplus funds relating to Aurora Town Square will be contributed to the Town’s Facility R&R reserve as per the 2020 surplus control bylaw. As of August 31st, surplus funds totaling $229,600 are forecasted to contributed to reserves. Planning & Development Services Planning & Development Services is forecasting a surplus of $589,000 on a net operating budget of $826,700. This surplus is mostly attributable to higher than anticipated development revenues and salary savings due to vacant positions earlier this year. For 2022, the overall development revenue target has been increased by $218,400. Not included in this variance is a projected Building Services’ surplus of $1,421,400 as it is a self-funded function as per provincial legislation. Any variance in Building Services is offset through a contribution to/from reserve as appropriate. The forecasted surplus results from vacant position salary savings, as well as an increase in building permit revenues. Page 57 of 117 October 19, 2021 6 of 13 Report No. FIN21-042 Corporate Revenues & Expenses Corporate Revenues and Expenses is forecasting a deficit of $416,100 on a net operating budget of $3,552,400. The primary driver of this deficit relates to Town wide salary and benefit adjustments including the $127,000 salary gapping savings relating to new positions during the first six months of the year. The gapping savings will show up in the departmental budgets that have new positions. Lower than anticipated supplementary tax revenues resulting from COVID-19 driven development delays are also contributing to the reported unfavourable position. These development delays will also place downward pressure on the Town’s short term tax assessment growth. Furthermore, tax write-offs have been larger than anticipated as MPAC strives to settle the Town’s outstanding commercial property assessment appeals further worsening the deficit. Aurora Town Square’s unspent debt carrying costs are anticipated relating to the phase in of this project’s annual debt carrying costs over the next two years. The only debt related costs anticipated in 2021 will be interest costs arising from this project’s use of its construction line of credit. As a result, most of the allocated amount for the Town Square’s debt carrying costs will not be required in 2021; these unspent funds will be contributed to the Facilities Repair & Replacement reserve as planned. The Town has now received the planned additional $877,100 in COVID-19 Recovery Funding support. It is fully offset by a contribution to the provincial grants reserve. As per the recent report on this subject to Council, these funds are to be allocated to various applicable projects and pressures, with the remaining amount to be allocated in the 2022 budget for the management of its COVID-19 pressures. Aurora Public Library Contribution The Aurora Public Library anticipates that it may conclude the 2021 fiscal year in a surplus position as a result of COVID-19. Total Tax Levy The Town is forecasting to collect $51,934,200 of its budgeted total tax levy of $52,105,800 resulting in a shortfall of $171,600. This shortfall is the result of the Town’s final 2020 tax assessment growth coming in lower than what was budgeted due to delays in planned development driven by COVID-19. The Tax Levy Funded Net Operating Forecast Update can be found in Attachment 1. Page 58 of 117 October 19, 2021 7 of 13 Report No. FIN21-042 A surplus of $201,600 is forecasted by fiscal year end for the Town’s water, wastewater and stormwater operations The Town’s user rate funded operations are currently projected to close the year with a surplus of $201,600 including a $180,800 surplus from water / wastewater services and a slight surplus of $20,800 in storm water services. This surplus mostly relates to savings in salaries and contract services. Table 2 presents a summary of the Town’s rate funded operations forecast to year end. More detail can be found in attachment #2. Table 2 2021 Rate Forecast to Year end $000s Forecast Surplus/(Deficit) Water Services 49.3 Wastewater Services 131.5 Storm Water Services 20.8 Total User Rate Surplus (Deficit) 201.6 The user rate funded operations budgets include fixed operational costs, funded by the net proceeds from the sale of water, wastewater and storm water services. These fixed operational costs include staff and service maintenance costs related to maintaining the infrastructure systems, water quality testing, and the billing and customer service functions. These costs are not directly impacted by the volume of water flowing through the system. The fixed costs relating to water and wastewater are funded from the net revenues earned by these services which are variable in nature due to the fact that they are based upon metered water consumption volumes. Storm water revenues are not subject to the same volatility as the water and wastewater service lines as it is billed as a flat fee. COVID-19 has less of a financial impact on user rate funded operations budget other than through changes in consumption patterns affecting the total volume of water used. However, the following mitigation measures have been identified and are reflected in the above presented forecast: reduction of administrative expenses and a refocusing of available resources on operations and maintenance. Page 59 of 117 October 19, 2021 8 of 13 Report No. FIN21-042 Furthermore, an increase in water usage because of more people working from home and a dryer month of August, have resulted in a favourable offsetting variance. There is the potential for further savings in contracts and supplies as a portion of the approved budget is earmarked for emergency repairs required due to breaks and leaks. COVID-19 continues to have a significant financial impact on the Town’s operations COVID-19 continues to have a significant impact on the Town’s forecasted financial results. Table 3 offers a summary of the Town’s current forecasted COVID-19 financial impacts based upon present assumptions. Table 3 COVID-19 Revenue Losses & Mitigation Savings $000s Tax Levy Funded Operations: Lost senior, aquatics, camp & fitness membership revenues 1,219.1 Lost ice rental revenues 761.1 Lost sponsorship & advertising revenues 189.1 Lost baseball diamond/soccer field rental revenues 14.4 Lost special event revenues 67.8 Revenue Losses 2,251.5 Community program part-time and contract savings $1,213.5 Town facility closure net operating savings 960.3 Salary savings resulting from delayed recruitment of new staff 250.0 Business Support salary and other cost savings 393.1 Special event contract savings 145.4 Crossing guard services salary & contract savings 112.2 Expenditure Savings 3,074.5 Net Tax Funded Savings 823.0 User Rate Funded Operations: Increased water/wastewater revenues 911.1 Revenue Increase 911.1 Increased water volume costs offset by operational savings 730.3 Expenditure Losses 730.3 Net User Rate Funded Savings 180.8 Page 60 of 117 October 19, 2021 9 of 13 Report No. FIN21-042 The public health measures needed to manage the next wave of the pandemic may have an impact on the forecasted financial results for facilities and community programs COVID-19 has had the most profound impact on the Town’s facility and community program functions. The financial performance of these functions will hinge on the timing of the province’s relaxation or tightening of the present pandemic measures. To date the Town has found sufficient mitigating savings to offset the significant COVID-19 driven deficits that it has been subject to. The forecasted capital spend of $45.0M at August 31, 2021 is $15.3M lower than the Town’s forecasted capital spend of $60.3M at April 30, 2021 The forecast for capital focuses on the planned spending for 2021. As many projects span multiple years, any amount that is forecasted to not be spent this year can be rolled forward, if needed, to future years through the capital budget process. The Town’s projected capital spending for the year as of August 31st, 2021 is $15.3M lower than the previously projected capital spending of $60.3M as of April 30th, 2021 and $48.2M lower than the budgeted capital spending of $93.2M for all approved capital projects. A detailed breakdown of the Town’s current forecasted capital spend by individual capital project can be found in Attachment 3. Table 4 Planned 2021 Capital Spending $000s Apr. 30 Forecast Aug. 31 Forecast Variance Growth & New 44,317.1 31,833.5 12,483.6 Repair & Replacement 14,454.0 12,027.0 2,427.0 Studies & Other 1,508.8 1,126.2 382.6 Total 60,279.9 44,986.7 15,293.2 This report identifies the variance between the forecasted capital spend at August 31st vs. the forecasted spend for the Town’s active capital projects at April 30th in 2021 and provides a brief explanation about the differences. This list does not include projects which are proposed to be closed prior to April 30, 2021 and a list of those projects will be provided to Council during the Fall 2022 budget report. Page 61 of 117 October 19, 2021 10 of 13 Report No. FIN21-042 The following is a summary of the Town’s key forecasted variances by department for active capital projects. CAO The office of the CAO does not have any variances between the August 31 and April 30 capital forecasts. Fire Services Fire Services is projecting lower than expected spending for Fire HQ, Hall and Training Construction of $2.7M, which is a shared project between the Town of Aurora and Newmarket. The Town of Aurora is expected to issue roughly $8M in payments to the Town of Newmarket by the end of 2021. Operational Services Overall, Operational Services is projecting planned capital spending of $6.7M as of August 31st, 2021, which is $5.8M lower than what was forecasted on April 30th, 2021. The planned capital spending of $5.8M is deferred to 2022 due to construction delays in various operational services capital projects as highlighted in Attachment 3. This includes $2.4M towards David Tomlinson Nature Reserve (Phase 1-5), $1.4M for the baseball diamonds at Hallmark Lands and $659K for the Non-Programmed Park in 2C. David Tomlinson Nature Reserve won’t be constructed until approval is granted by LSRCA, which is likely in 2022. Community Services Community Services is projecting planned capital spending of $17.7M as of August 31st, 2021, which is $4.7M lower than $22.4M that was forecasted on April 30th, 2021 as shown in Attachment 3. The projected spending for the Aurora Town Square project in 2021 is reduced by $4.6M based on the August cash forecast submitted by Chandos. The other major projects whose spending is deferred to 2022 are replacement of Arena Seating at the Aurora Family Leisure Complex and the Facilities Study. Planning & Development Services Planning and Development Services is projecting planned capital spending of $9.2M, which is $237K lower than what was forecasted on April 30th, 2021. The primary reason for the variance is a delay in the completion of planned improvements at Yonge/Wellington for $397K. An additional $339K which is being deferred to 2022 is related to the projects which are close to completion, however, staff are not sure if the Page 62 of 117 October 19, 2021 11 of 13 Report No. FIN21-042 contingency budget will be fully used. Conversely, there were projects that were completed earlier than previously forecasted. These include construction on Bloomington Sideroad from Bathurst to Yonge for $250K and reconstruction at Browning Crt, Johnson Rd, Holman Cres, and Baldwin Rd for $150K. Finance Finance is forecasting planned capital spending of $614K, which is $1.3M lower than the $1.9M forecasted on April 30th, 2021. The key contributor to this variance is the Advanced Metering Infrastructure project, which is delayed as the contract is still under negotiation. Corporate Services Overall, Corporate Services are projecting planned capital spending of $2.1M, which is $394K lower than what was forecasted on April 30th, 2021. The key contributors to this variance is a delay to the Customer Experience Plan due to COVID-19. Advisory Committee Review Not applicable. Legal Considerations None. Financial Implications The final annual surplus or deficit in the general operating budget and water / wastewater budgets will be allocated by Council to / from various reserves at fiscal year end as per the Surplus/Deficit Management bylaw. In an effort to minimize the impact to the Town’s reserves resulting from COVID -19, if required it may access its available COVID-19 Recovery Funding in order to offset any net COVID short-falls experienced from either its tax rate or user rate funded operations. The capital projects will be funded throughout the year to match the progress spending in the project. The next budget process will consider the current year’s forecast along with an update to future requirements for approved projects as part of the 10-year capital plan. Page 63 of 117 October 19, 2021 12 of 13 Report No. FIN21-042 There are no other immediate financial implications arising from this report. Council fulfills its role, in part, by receiving and reviewing this financial status report on the operations of the municipality relative to the approved budget. Communications Considerations The Town of Aurora will use ‘Inform’ as the level of engagement for this project. There are five different levels of community engagement to consider, with each level providing the community more involvement in the decision-making process. These levels are: Inform, Consult, Involve, Collaborate and Empower. Examples of each can be found in the Community Engagement Policy. These options are based on the International Association of Public Participation (IAP2) Spectrum and assist in establishing guidelines for clearly communicating with our public and managing community engagement. In order to inform, this report will be posted to the Town’s website. Link to Strategic Plan Outlining and understanding the Town’s present financial status at strategic intervals throughout the year 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 1. Not applicable. Conclusions Having completed four months of operations, the Town is presently forecasting to end the year with a favourable budget variance from its tax levy funded operations of $1,061,400. This forecast will continue to be heavily influenced by the Town’s COVID-19 pandemic assumptions which will continue to be subject to change over the remainder of the fiscal year as the Town strives to keep pace with this volatile situation. This forecast will also continue to be subject to other more normal influencing variables such as the ultimate level of town services that will be consumed by fiscal year end. Any remaining surplus or deficit at fiscal year end will be offset through a contribution or draw from the Town’s tax rate stabilization reserve as per the town’s 2021 surplus / deficit management bylaw. Page 64 of 117 October 19, 2021 13 of 13 Report No. FIN21-042 The Town is presently forecasting to spend $15.3M less than what was forecasted for all capital projects at April 30th, 2021. These capital cash outflows will be deferred and spent in 2022. The Water rate funded budget is presently forecasting a favourable budget variance of $201,600. Attachments Attachment #1 – Tax Levy Funded Net Operating Forecast Update Attachment #2 – Water Rate Funded Net Operating Forecast Update Attachment #3 – Capital Project Forecast Update Previous Reports FIN21-021 – Use of Safe Restart Grant Funding FIN21-033 – 2021 Interim Forecast Update – as of April 30, 2021 Pre-submission Review Agenda Management Team review on September 30, 2021 Approvals Approved by Rachel Wainwright-van Kessel, Director, Finance Approved by Doug Nadorozny, Chief Administrative Officer Page 65 of 117 Attachment 1 Shown in $,000's Council Council Administration 568.8$ 539.5$ 29.3 5.2 % Council Programs/Grants 4.0 4.0 - - Advisory Committees 8.0 8.0 - - Council Office Total 580.8$ 551.5$ 29.3$ 5.0 % Chief Administrative Office CAO Administration 578.4$ 567.9$ 10.5 1.8 % Communications 847.7 839.4 8.3 1.0 % Chief Administrative Office Total 1,426.1$ 1,407.3$ 18.8$ 1.3 % Council and C.A.O. Combined 2,006.9$ 1,958.8$ 48.1$ 2.4 % Corporate Services Corporate Services Administration 455.7$ 480.8$ (25.1) (5.5 %) Legal Services 1,736.5 1,592.8 143.7 8.3 % Legislative & Administrative Services 778.2 763.5 14.7 1.9 % Human Resources 1,089.7 1,002.4 87.3 8.0 % Elections 92.5 92.5 - - Information Technology 3,128.5 3,218.7 (90.2) (2.9 %) Telecommunications 164.6 125.2 39.4 24.0 % By-law Services 726.4 721.9 4.5 0.6 % Animal Control 306.1 304.3 1.8 0.6 % Customer Service 946.3 915.9 30.4 3.2 % Emergency Preparedness 42.7 49.2 (6.5) (15.2 %) Corporate Services Total 9,467.2$ 9,267.3$ 199.9$ 2.1 % Finance Director's Office 384.0$ 390.2$ (6.2)$ (1.6 %) Financial Reporting & Revenue 618.5 505.3 113.2 18.3 % Financial Management Services 699.5 674.7 24.8 3.5 % Procurement Services 545.4 526.8 18.6 3.4 % Financial Services Total 2,247.4$ 2,096.9$ 150.5$ 6.7 % Fire Services Central York Fire 11,961.6 11,961.6 - - Total Fire Services 11,961.6 11,961.6 - - Operational Services Operational Services Administration 302.0$ 329.0$ (27.0)$ (8.9 %) Fleet & Equipment 900.1 901.3 (1.2) (0.1 %) Town of Aurora Tax Levy Funded Net Operating Forecast Update as at August 31, 2021 NET ADJUSTED BUDGET FORECAST Variance Favourable / (Unfavourable) Page 66 of 117 Attachment 1 Shown in $,000's Town of Aurora Tax Levy Funded Net Operating Forecast Update as at August 31, 2021 NET ADJUSTED BUDGET FORECAST Variance Favourable / (Unfavourable) Winter Management 1,730.1 1,978.9 (248.8) (14.4 %) Road Network Operations 2,707.3 2,238.6 468.7 17.3 % Parks/Open Spaces 2,819.7 2,818.2 1.5 0.1 % Waste Collection & Recycling 2,569.7 2,458.9 110.8 4.3 % Operational Services Total 11,028.9$ 10,724.9$ 304.0$ 2.8 % Community Services Community Services Administration 1,309.9$ 1,383.4$ (73.5)$ (5.6 %) Business Support (146.7) 504.4 (651.1) (443.8 %) Recreational Programming/Community Dev. 2,687.6 2,565.6 122.0 4.5 % Facilities 7,163.8 6,203.6 960.2 13.4 % Community Services Total 11,014.6$ 10,657.0$ 357.6$ 3.2 % Planning & Development Services Development Planning (420.6)$ (999.0)$ 578.4$ 137.5 % Long Range & Strategic Planning 733.4 670.0 63.4 8.6 % Engineering Service Operations 513.9 566.7 (52.8) (10.3 %) Net Building Department Operations 629.4$ (792.0)$ 1,421.4 225.8 % Contribution from Building Reserve (629.4) 792.0 (1,421.4) (225.8 %) Total Building Services - - - - Planning & Development Services Total 826.7$ 237.7$ 589.0$ 71.2 % Corporate Revenues & Expenses Supplementary Taxes & Payments-in-Lieu (955.0)$ (485.2)$ (469.8)$ (49.2 %) Contribution of Excess SUPPs to reserves 325.0 0.0 325.0 100.0 % Penalties on Unpaid Property Taxes (1,395.3) (1,599.8) 204.5 14.7 % Overhead Cost Re-allocation to Water & Build (2,179.9) (2,179.9) - - All Other Revenue (6,377.4) (9,224.4) 2,847.0 44.6 % Cash to Capital 5,960.8 5,960.8 - - All Other Expense 8,174.2 11,497.1 (3,322.9) (40.7 %) 3,552.4$ 3,968.6$ (416.1)$ (11.7 %) TOTAL TAX LEVY FUNDED OPERATIONS 52,105.8$ 50,872.8$ 1,233.0$ 2.4 % TOTAL TAX LEVY (52,105.8)$ (51,934.2)$ (171.6)$ (0.3 %) OPERATING (SURPLUS) DEFICIT - (1,061.4)$ 1,061.4$ 1.6 % Page 67 of 117 Attachment 2 Shown in $,000's Water Services Retail Revenues (11,110.8) (11,560.5) 449.7$ 4.0 % Penalties (175.0) (173.2) (1.8) (1.0 %) Other (100.1) (216.0) 115.9 115.8 % Total Revenues (11,385.9) (11,949.7) 563.8$ 5.0 % Wholesale water purchase 6,978.3 7,606.1 (627.8) (9.0 %) Operations and maintenance 878.1 962.1 (84.1) (9.6 %) Administration and billing 1,044.7 847.2 197.5 18.9 % Corporate overhead allocation 784.9 784.9 (0.0) (0.0 %) Infrastructure sustainability reserve contributions 1,700.0 1,700.0 - - Total Expenditures 11,385.9 11,900.4 (514.4)$ (4.5 %) Net Operating Water Services - (49.3) 49.3$ n/a Waste Water Services Retail Revenues (14,205.5) (14,589.7) 384.2$ 2.7 % Other (114.3) (77.4) (36.9) (32.3 %) Total Revenues (14,319.8) (14,667.2) 347.3$ 2.4 % Sewer discharge fees 10,638.3 10,989.0 (350.8)$ (3.3 %) Operations and maintenance 1,257.1 1,122.2 134.9$ 10.7 % Administration and billing 261.4 261.4 -$ - Corporate overhead allocation 613.1 613.1 - - Infrastructure sustainability reserve contributions 1,550.0 1,550.0 - - Total Expenditures 14,319.8 14,535.7 (215.9)$ (1.5 %) Net Operating Waste Water Services - (131.4) 131.4$ n/a Total Water and Waste Water Services - (180.8) 180.8$ n/a Storm Water Services Retail Revenues (2,518.8) (2,615.8) 97.0$ 3.9 % Other - - - n/a Total Revenues (2,518.8) (2,615.8) 97.0$ 3.9 % Operations and maintenance 1,015.0 1,091.2 (76.2) (7.5 %) Administration and billing 105.4 105.4 - - Corporate overhead allocation 38.2 38.2 - - Town of Aurora User Rate Net Operating Report as at August 31, 2021 NET ADJUSTED BUDGET FORECAST Variance Favourable / (Unfavourable) Page 68 of 117 Infrastructure sustainability reserve contributions 1,360.2 1,360.2 - - Total Expenditures 2,518.8 2,595.0 (76.2)$ (3.0 %) Net Operating Storm Water Services (0.0) (20.8) 20.8$ 2,078,100.0 % OPERATING (SURPLUS) DEFICIT (0.0) (201.6)$ 201.6$ 0.8 % Page 69 of 117 A B ($)(%) Chief Administrative Office 12026 Organization Structural Review 36,569$ 36,569$ 36,569$ -$ - 12032 Resident Survey - 2019 30,000 - - - n/a 12037 Town of Aurora Website 44,144 5,000 5,000 - - 12042 Municipal Levels of Service Review 100,000 100,000 100,000 - - Chief Administrative Office Total 210,713$ 141,569$ 141,569$ -$ - Fire Services Property 21006 Fire HQ, Hall and Training Construction 10,764,954$ 10,764,954$ 8,000,000$ 2,764,954$ 25.7 % Expecting to issue around $8M in payments by the end of 2021. Total Property 10,764,954 10,764,954 8,000,000 2,764,954 25.7 % Equipment 21106 Pumper for Fire Hall 4-5 410,000 179,064 179,064 - - 21107 Fire Hall 4-5 Turn Out Gear 75,600 75,600 75,600 - - 21109 Fire - Smaller Vehicles 26,900 26,900 26,900 - - 21114 Fire Master Plan - 2019 51,250 51,250 51,250 - - Total Equipment 563,750 332,814 332,814 - - Fire Services Total 11,328,704$ 11,097,768$ 8,332,814$ 2,764,954$ 24.9 % Operational Services Yard/Office 72285 JOC - Additional Work 745,019$ 303,104$ 303,104$ - - Total Yard/Office 745,019 303,104 303,104 - - Operations 31151 Streetlights 14,827 14,827 14,827 - - 34004 Safety Railing - Yonge St north of Orchard Heights 375,578 375,578 375,578 - - 34005 Traffic Protection Guide Rail - Kennedy St W.100,000 100,000 100,000 - - 34007 Webster Drive Curb/Road Drainage Repair 65,000 65,000 - 65,000 100.0 % Contract likely won't be awarded in time to complete before Winter 2021, therefore, to be carried forward to 2022. Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Town of Aurora Budgeted Capital Spend Forecast Update as at August 31, 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 1 of 10 Page 70 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program 180,576 180,576 21,491 159,085 88.1 % Still awaiting contract documents and turnaround time for Procurement won't be complete to award it to contractor before Winter 2021, therefore, remaining $159K to be carried forward to 2022. 34616 Side Walk /Engineered Walkway Reconstruction 171,916 171,916 171,916 - - 34713 Street Light Pole Identification 25,124 25,124 1,568 23,556 93.8 % Spend to take place in 2022. Will determine which new streetlights the Town will be assuming withing the next few years and create a pole identification number for these and order additional signs. 42073 Stormwater Pond Maintenance Program - 2019 105,450 105,450 105,450 - - 43039 Backflow Prevention Program 4,458 4,458 - 4,458 100.0 % 43057 Installation of Backflow Prevention Meters in Town Facilities 125,000 125,000 12,500 112,500 90.0 % Consulting fees only in 2021. Total Operations 1,167,929 1,167,929 803,330 364,599 31.2 % Parks 72281 AFLC - Skate Park Reconstruction 554,465 100,000 - 100,000 100.0 % Report on Skate Park options expected later in 2021. 73085 Arboretum Development 134,931 62,083 51,994 10,089 16.3 % Securing contractors proving difficult during COVID - to complete some of the planned works. 73107 Former Kwik Kopy Trail Connection 341,072 341,072 341,072 - - 73119 Street /Park Tree Planting Contract 118,292 50,000 - 50,000 100.0 % Nothing expected until Spring 2022. Project related to Development. Developer not ready for planting in 2021. 73134 Parks/ Trails Signage Strategy Study & Implementation 242,341 74,579 31,892 42,687 57.2 % Nothing expected in 2021 as of Aug 31. 2022 spend. 73147 Trail Construction as per Trail Master Plan 50,206 50,206 14,745 35,461 70.6 % Project complete 73160 Emerald Ash Borer Management Program 435,290 255,471 255,471 - - 73169 David Tomlinson Nature Reserve (Phase 1-5)2,460,549 2,460,549 45,441 2,415,108 98.2 % Awaiting approval from LSRCA - not expected in 2021. Approval and works likely in 2022. 73175 Walkway Lights - Graham Parkette 60,000 60,000 20,000 40,000 66.7 % Delays in delivery due to COVID. 73177 Regionally Approved Pedestrian Underpasses 242,394 242,394 242,394 - - 73192 Board Walk Resurface McKenzie Marsh 600,000 100,000 - 100,000 100.0 % Installation expected in Winter 2022. 73214 Playground Replacement- Tamarac Park 32,271 32,271 32,271 - - 73215 Playground Replacement, Walkway Repaving- L Willson Park 180,000 180,000 - 180,000 100.0 % Delays due to COVID, expected spend in 2022. 73232 Trail/Playground Re-design - Jack Wood Park 102,400 102,400 - 102,400 100.0 % This will be a 2022 spend. 73240 Walkway/Basketball Repaving- Tamarac Park 30,000 30,000 30,000 - - 2 of 10 Page 71 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 73242 Reconstruction of Fleury Park Washroom Facility 425,048 425,048 425,048 - - 73247 Trail Construction (Pandolfo/Glen Ridge development area)100,000 100,000 60,000 40,000 40.0 % 73260 Environmental Monitoring of 2C Lands 98,058 24,884 4,884 20,000 80.4 % 10 year project until 2024. 73287 Hallmark Lands - Baseball Diamonds 3,647,755 3,002,352 1,618,780 1,383,572 46.1 % Will not be complete in 2021. To be completed in 2022. 73290 Tree Inventory 4,648 - - - n/a 73292 Picnic Tables/Benches/Garbage Receptacles 23,395 - 23,395 (23,395) n/a In year increase to budget authority. 73296 Trails - Joseph Hartman Trail Connection (DG Group)299,877 299,877 299,877 - - 73299 Non - Programmed Park in 2C 1,488,357 688,357 29,281 659,076 95.7 % Park to be constructed in 2022. $10K expected in 2021. 73315 Sheppards Bush Parking Lot Resurface 250,000 250,000 - 250,000 100.0 % To be completed in Spring 2022. 73323 Mattamy Phase 4/5 Trail 100,000 100,000 - 100,000 100.0 % To be completed in 2022. 73327 DeGraaf Cres Trail 75,000 75,000 - 75,000 100.0 % To be completed in 2022. 81016 Aurora Promenade Streetscape Design & Implementation Plan Capital Works 471,832 171,832 50,000 121,832 70.9 % Assessment fees only in 2021. Further spending delayed until Engineering study is sent to and reviewed by Council. Total Parks 12,568,181 9,278,375 3,576,545 5,701,830 61.5 % Fleet Management 24023 Cameras for Parking Enforcement 60,000 60,000 54,658 5,342 8.9 % 34440 Roads - 6 Ton Diesel Dump with Sander (#33- 20)- - 263,904 (263,904) n/a Tendered value (inc non refundable tax). WIll be spent in 2021 and expecting delivery in November 2021. Original planned spend was in 2022. 34441 Roads - Street Sweeper (#40-21)305,000 305,000 288,266 16,734 5.5 % Tendered value (incl non refundable tax). Expected in October 2021. 31176 Handheld Radios for Operations 1,014 - - - n/a 34106 Patrol Truck 50,000 50,000 48,748 1,252 2.5 % 34187 Roads -4 ton Truck 140,000 130,274 130,274 - - 34188 Trackless Sidewalk Snow Blower Attachment 150,000 150,000 150,000 - - 34220 Roads - GMC/3500 (#17-20)85,000 85,000 83,886 1,114 1.3 % 34222 Roads - Chev/1500 (#3-20)51,200 51,200 50,341 859 1.7 % 34223 Roads - Chev/1500 (#5-20)47,459 47,459 47,459 - - 34228 Facilities - Ice Resurfacer (#595-19)90,000 99,369 99,369 - - 34232 Fleet - Four Post Hoist (New)25,000 25,000 25,435 (435) (1.7 %) 34409 By-Law - Smart Car Replacement (#400-19)50,000 50,000 36,461 13,539 27.1 % 34422 Additional Vehicle - By Law Services 60,000 60,000 64,307 (4,307) (7.2 %) Project within the Fleet program, additional project authority transferred from project #34222. 3 of 10 Page 72 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 34425 Water - 3/4 Ton Cargo Van (#7-20)47,575 47,575 47,575 - - 34430 Roads - 3/4 Ton Pick Up (#22-20)47,459 47,459 47,459 - - 34432 Roads - 2 Ton (#24-21)90,000 90,000 90,000 - - 34458 Roads - Solar Powered Sign (#140, 141, 142, 143-20)100,000 105,734 105,734 - - 34465 Facilities - 3/4 Ton Pick Up Truck (#503-20)40,000 40,000 36,461 3,539 8.8 % 71112 Parks - Ford 350 Dump Truck (#226-19)60,000 60,000 71,532 (11,532) (19.2 %) Project within the Fleet program, additional project authority transferred from project #71118. 71118 Parks - Tractor - JD/5225 (#241-20)87,000 66,276 66,276 - - 71121 Parks - 1 Ton Water Truck (#207-20)69,200 69,200 69,405 (205) (0.3 %) 71122 Parks - 3/4 Tonne (#212-20)51,200 51,200 54,347 (3,147) (6.1 %) Project within the Fleet program, additional project authority transferred from project 71134 Parks - 3/4 Ton Pick Up (#201-20)50,907 50,907 50,907 - - 71136 Parks - 1 Ton Pick Up Crew Cab (#203-21)62,800 62,800 45,612 17,188 27.4 % Tendered price (incl non-refundable taxes). Delivery expected in November 2021. 71144 Parks - Grass Crew Trailer (#214-20)20,000 7,558 7,558 - - 71154 Parks - Utility Trailer (#231-21)15,000 15,000 15,000 - - 71158 Parks - Grass Crew Trailer (#244-21)15,000 15,000 9,175 5,825 38.8 % 71171 Box Blade Attachment (#276-20)12,000 5,690 5,690 - - Total Fleet Management 1,882,814 1,847,701 2,065,839 218,138- (11.8 %) Economic Development 12041 89 Mosley St 12,582 - - - n/a 12044 Aurora Economic Development Corporation Marketing Campaign 20,000 - 20,000 (20,000) n/a Project approved in year. Total Economic Development 32,582 - 20,000 (20,000) n/a Operational Services Total 16,396,525$ 12,597,109$ 6,768,818$ 5,828,291$ 46.3 % Community Services Fleet Management 71060 Facilities - 1/2 ton Truck (New)45,000$ 45,000$ 43,035$ 1,965 4.4 % Delivery expected in October 2021. Total Fleet Management 45,000 45,000 43,035 1,965 4.4 % Leisure Services 73324 Pet Cemetery Restoration 29,415 29,415 - 29,415 100.0 % 73329 Building Condition Assessment & Energy Audits 175,000 175,000 175,000 - - Total Leisure Services 204,415 204,415 175,000 29,415 14.4 % 4 of 10 Page 73 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast Programs 74007 AFLC Fitness Equipment Replacement 18,689 - - - n/a 74015 Cultural Services Master Plan 44,134 20,000 20,000 - - Remaining $24K to be spent in 2022. 74017 Aurora Sports Hall of Fame 1,926 1,926 1,926 - - 74019 Active Net Scan System 20,000 20,000 19,000 1,000 5.0 % Total Programs 84,749 41,926 40,926 1,000 2.4 % Facilities 72113 New Recreation Facility-Aquatic center 1,310,794 50,000 50,000 - - Consulting Services in 2021 only. Waiting for Council's decision. 72146 215 Industrial Parkway Exterior Works (Roof and Front Door System)138,334 20,000 20,000 - - 72172 ACC- Sport Flooring 73,900 7,500 - 7,500 100.0 % Anticipated spend in 2022. 72201 Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved)514,744 156,585 156,585 - - 72204 Security Audit & Implementation 460,313 15,000 15,000 - - 72206 Back Up Generation for Evacuation Centre 50,000 - - - n/a 72213 ASC - LED Lighting 45,828 50,000 45,828 4,172 8.3 % 72223 Electric Vehicle (EV) Charging Stations at Aurora Town Square 13,800 - 13,800 (13,800) n/a Project approved in year. 72226 AFLC HVAC Arena 120,016 20,000 20,000 - - 72263 SARC - Cooling Evaporator Tower 90,000 25,000 90,000 (65,000) (260.0 %) Entire project spend may occur by end of 2021. 72283 SARC - Replacement of Pylon Sign Message Board 47,761 4,518 4,518 - - 72297 ACC - Ice Resurfacer Room Heater 16,379 20,500 20,500 - - 72302 AFLC - Replacement of Arena Seating 51,200 51,200 - 51,200 100.0 % Anticipated spend in 2022. 72305 SARC - West Roof Area - Window Sealant 10,200 10,200 10,200 - - 72323 SARC - Repair of concrete walkways 20,000 20,000 20,000 - - 72324 AFLC - Replace hollow metal doors & exterior exit doors 55,000 5,500 5,500 - - 72328 AFLC - Replace built up roofing above Arena dressing rooms 90,100 9,010 9,010 - - 72340 ACC - Reseal exterior windows 13,500 13,500 1,500 12,000 88.9 % Project completion 2021. Consulting fees only in 2021. 72342 ACC - Replace thermoplastic membrane roofing - 16,500 - 16,500 100.0 % Completion in 2022. 72346 ACC - Reseal concrete floors 28,700 - - - n/a Completion in 2022. 72372 215 Industrial - Refurbishment of Generator 50,000 30,000 30,000 - - 72381 CYFS 4-3 - Replace windows 28,800 2,880 2,880 - - 72393 ASC - Replacement of roofing sections - 3,216 3,216 - - 5 of 10 Page 74 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 72404 Town Hall - Replacement of exterior entrance doors 16,500 16,500 16,500 - - 72405 Town Hall - Replacement of roof sections and Skylight Sealant 243,716 25,000 - 25,000 100.0 % Anticipated spend in 2022. 72410 SARC - 7500sqft. Gymnasium MPR Admin.- 100,000 100,000 - - Consulting only in 2021. 72419 Town Hall - Repair of concrete/stone walkways 33,500 33,500 33,500 - - 72441 AFLC - Pool Boiler Replacement 150,000 15,000 15,000 - - 72443 AFLC - Pylon Sign 57,456 10,104 10,104 - - 72445 CYFS - Firehall 4-3 Pylon Sign 30,000 30,000 30,000 - - 72448 Town Hall - Interior Conversion to LED 87,572 95,000 87,571 7,429 7.8 % Project spend by year end 2021. 72449 SARC - Interior LED Retrofit 21,961 30,000 21,961 8,039 26.8 % Project completion by year end. 72450 SARC - Low-E Ceiling - Arenas - 12,000 - 12,000 100.0 % Anticipated spend in 2022. 72452 Energy and Demand Management Plan Implementation 100,000 30,000 30,000 - - 72453 Unplanned - Emergency Repairs Contingency 146,557 32,958 30,722 2,236 6.8 % 72454 Victoria Hall - Accessible Ramp - Accessibility Plan Implementation 20,000 20,000 10,000 10,000 50.0 % Consulting fees only. 72457 Lane Ropes for SARC & AFLC and new diving board at SARC 75,000 75,000 48,000 27,000 36.0 % Project completion by year end. 72459 Facilities Study 90,000 90,000 - 90,000 100.0 % Project completion in 2022. 72460 Aurora Sports Dome Retrofit - - 150,000 (150,000) n/a Project approved in year. Consulting fees for $150K was originally planned for 2022 but now expected in 2021. LTD approved budget is $600K. 72469 COVID-19 Related Facility Improvements 72,550 - - - n/a Anticipated spend in 2022. 74021 SARC - Comprehensive Sound/Audio/Public Address System Upgrade 45,200 45,200 45,200 - - 81019 Aurora Town Square 33,267,317 20,998,962 16,356,300 4,642,662 22.1 % Planned cash outflows alligned with Chandos' latest cash forecast prepared in August 2021. Total Facilities 37,686,698$ 22,190,333 17,503,395 4,686,938 21.1 % Community Services Total 38,020,862$ 22,481,674$ 17,762,356$ 4,719,318$ 21.0 % Planning & Development Services Environment/ Waste 42809 Municipal Energy Plan 49,905$ 49,905$ 14,230$ 35,675$ 71.5 % Project is complete. 42810 Climate Change Adaptation Plan 100,000 50,000 50,000 - - Total Environment/ Waste 149,905 99,905 64,230 35,675 35.7 % 6 of 10 Page 75 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast Water 43040 Water Hydraulic Model for the Town 17,512 17,512 17,512 - - 43048 St John's Sdrd - Leslie to 2C 246,297 100,000 100,000 - - Total Water 263,809 117,512 117,512 - - Storm Sewer 42059 Storm Sewer Reserve Fund and Rates Study 102,308 51,000 - 51,000 100.0 % Consultants to be hired in 2022. 42064 Storm Sewer Outlet Cleanup 991,342 685,000 498,679 186,321 27.2 % Project was delivered this year, construction is under warranty. 42066 Damaged Storm Pipe off Henderson Dr 3,896,064 8,985 73,313 (64,328) (715.9 %) Construction has not started this year. 42067 Storm Outfall Erosion at Mill Street 59,661 - - - n/a 42072 Vandorf Sideroad Culvert and Ditch Repair 49,229 - - - n/a 42075 Performance Monitoring of LID Controls 83,950 76,050 76,050 - - 42079 Devlin Place Stream Rehabilitation 119,457 80,690 119,457 (38,767) (48.0 %) To spend project's remaining approved budget authority in 2021. 42080 Jones Court Stream Rehabilitation 150,000 75,000 75,000 - - 42083 Willow Farm Lane Stream Rehabilitation 140,630 140,630 112,220 28,410 20.2 % Total Storm Sewer 5,592,641 1,117,355 954,719 162,636 14.6 % Roads 31054 Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview)363,749 92,142 92,142 - - 31056 Bloomington Sdrd - Bathurst to Yonge - Sidewalk/ Bikeway/ Illumination 274,693 - 250,000 (250,000) n/a Waiting on final invoices from York Region. 31101 Reconstruction - Vandorf Sdrd (Sections)52,692 52,692 52,692 - - 31108 Reconstruction - Algonquin Crescent and Haida Drive (Sections)554,776 50,000 50,000 - - 31109 Reconstruction - Kennedy St W & Temperance St 162,126 - (36,311) 36,311 n/a Project in warranty phase. 31113 M & O - Murray Dr, Kennedy St W, Pinehurst Crt. Wiles Crt.2,286,652 2,286,652 2,286,652 - - 31114 Reconstruction - Ransom Court and Ransom Street 667,341 - - - n/a 31116 Road Resurfacing - Dunning Ave, Edward St, Golf Links Dr, Ind Pkwy S, McClellan Way, Orchard Hts. Blvd, Tamarac Trail, Yonge St S 712,324 25,000 - 25,000 100.0 % Project in warranty phase. 31118 Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd 494,453 250,000 400,000 (150,000) (60.0 %) Awaiting additional invoices. 31119 Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman Rd.276,800 196,315 196,315 - - 31124 Henderson Dr. - Wildlife Passage 166,190 166,597 166,597 - - 31126 M & O - Harmon Ave, Orchard Hts Blvd., Whispering Pine Trail 438,428 75,000 - 75,000 100.0 % Funding transfered to Snow Storage Site - project #34006. 7 of 10 Page 76 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast 31134 Road Resurfacing - Yonge St (Golf Links - Orchard Hts)486,465 100,000 7,836 92,164 92.2 % Project in warranty phase. 31140 Road Resurfacing - Archerhill Crt, Jarvis Ave, Gilbert Dr, Westview Dr, McClellan Way 249,569 - - - n/a 31175 Parking Lot Rehabilitation Study 120,409 120,409 32,669 87,740 72.9 % Delay in project implementation. 31177 Recon - Vandorf Sdrd - Monkman Crt - Carisbrooke Cir.947,783 1,488,500 1,488,500 - - 31178 Reconstruction of Poplar Crescent 3,853,779 - 38,992 (38,992) n/a Consulting fees only for 2021. 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St.,250,000 125,000 125,000 - - 31217 Construction of Median at Yonge Street & Ridge Road 150,000 150,000 - 150,000 100.0 % Developer will be paid next year. 31243 Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview 230,000 30,000 - 30,000 100.0 % Waiting to see how the current repairs/renovations hold up to see if this is still needed. 34006 Pave Snow Storage Facility - Lambert Willson Park 850,000 900,000 1,259,000 (359,000) (39.9 %) Additional funding provided from project #34637 and #31126 for work within scope and contingency. Total Roads 13,588,229 6,108,307 6,410,084 (301,777) (4.9 %) Traffic 34518 Pedestrian Crossings as per 2019 DC Study 67,209 67,209 67,209 - - 34519 Traffic Calming as per 2019 DC Study 97,808 97,808 97,808 - - 34527 Yonge/Wellington Intersection Improvements 448,533 448,533 51,498 397,035 88.5 % Construction has not started this year, it will be delivered next year. 34533 Traffic Calming Measures in School Zones 17,049 17,049 17,049 - - 34562 Active Transportation Master Plan 150,000 100,000 75,000 25,000 25.0 % Project delayed due to pandemic. Total Traffic 780,599 730,599 308,564 422,035 57.8 % Sidewalks 34610 S/W, Multi-use Trail and Illumination - Leslie St - Wellington St. to Don Hillock Dr 182,836 182,836 274,814 (91,978) (50.3 %) Project is delivered by York Region and the Town pays when it is invoiced by the Region. 34620 S/W, Multi-use Trail and Illumination - Leslie St. - Wellington St. E to State Farm 361,580 361,580 361,580 - - 34626 Sidewalk Construction on Kitimat 45,971 - - - n/a 34635 S/W, Multi-use Trail and Illumination - St. John Sdrd - Bayview to Leslie 73,599 73,599 73,599 - - 34637 S/W - Leslie St - 600 m north of Wellington to N Town Limit 321,467 321,467 238,947 82,520 25.7 % Funding transferred to Snow Storage Site - project #34006. Total Sidewalks 985,453 939,482 948,940 (9,458) (1.0 %) Streetlights 34707 Lighting Upgrade - Wellington, Berczy to West of Mary 398,922 - - - n/a Total Streetlights 398,922 - - - n/a 8 of 10 Page 77 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast Studies 81001 Official Plan Review/Conformity to Places to Grow 97,585 186,007 186,007 - - 81032 Town Wide Green Development Guidelines 25,000 25,000 25,000 - - Total Studies 122,585 211,007 211,007 - - Community Planning 81027 Municipal Hertiage Register Review and Update 54,612 45,156 50,380 (5,224) (11.6 %) 81031 Development Review Process and Fee Structure Review 5,148 5,149 71,717 (66,568) (1,292.8 %) Project complete. LTD capital budget authority of $75K, completed in 2021. Total Community Planning 59,760 50,305 122,097 (71,792) (142.7 %) 240 Building 24014 Digital Plan Review and E-Permit Applications 91,897 91,897 91,897 - - Total 240 Building 91,897 91,897 91,897 - - Planning & Development Total 22,033,800$ 9,466,369$ 9,229,050$ 237,319$ 1.1 % Finance 14012 Financial System 374,000$ 160,000$ 160,000$ - - 14077 Community Benefit Charge Study and DC update 50,000 50,000 24,274 25,726 51.5 % Project delays due to information flow. 14080 Procurement Modernization 65,000 65,000 65,000 - - 14087 Town of Aurora-Second Generation Asset Management Plan 70,000 70,000 70,000 - - 43038 Water Meter Replacement Program 571,295 318,296 144,762 173,534 54.5 % Contract delayed due to COVID. 43055 Advanced Metering Infrastructure 1,500,000 1,300,000 150,000 1,150,000 88.5 % Contract is still under negotiation. Finance Total 2,630,295$ 1,963,296$ 614,036$ 1,349,260$ 68.7 % Corporate Services Legal Services 13020 Appraisal of Town Buildings - 2019 8,974$ 6,000$ 6,000$ -$ - 13026 Risk Management 30,000 16,000 10,041 5,959 37.2 % Total Legal Services 38,974 22,000 16,041 5,959 27.1 % Human Resources 13015 Employee Engagement Survey - 2020 32,033 16,587 1,587 15,000 90.4 % 13018 Human Resources Information/Payroll System 225,483 272,631 225,483 47,148 17.3 % 13021 Diversity and Inclusion Strategy Consultant 30,000 30,000 16,536 13,464 44.9 % 13027 Job Hazard Assessments 30,000 30,000 30,000 - - Total Human Resources 317,516 349,218 273,606 75,612 21.7 % 9 of 10 Page 78 of 117 A B ($)(%) Variance - Apr. 30 vs. Aug. 31 A - B Variance Explanation Planned/Budgeted Capital Spend for 2021 Apr. 30, 2021 Forecast Aug. 31, 2021 Forecast Strategic Initiatives 12016 Customer Experience Plan (CEP)111,591 111,591 - 111,591 100.0 % Implementation starting Jan 2022, delay due to COVID. 13011 Emergency Response Plan Update and Continuation of Operations Plan 46,809 46,809 15,000 31,809 68.0 % Completion scheduled for October 2022. Total Strategic Initiatives 158,400 158,400 15,000 143,400 90.5 % Bylaw 24015 Radios for By-Law Officers 35,264 10,000 10,000 - - 24016 Animal Control Start Up 23,070 23,070 23,070 - - Total Bylaw 58,334 33,070 33,070 - - IT Department 14047 Computer & Related Infrastructure Renewal 641,055 1,037,530 1,037,530 - - 14058 Project Management Software 25,000 25,000 - 25,000 100.0 % PMO Office managing - waiting to hear if more changes are happening. 14068 Wireless Upgrades and Enhancements 74,011 74,011 74,011 - - 14070 Boardroom Audio/Video Equipment 100,000 51,010 51,010 - - 14072 Cityview Portal Implementation 92,100 85,000 20,000 65,000 76.5 % Delays in implementation. 14073 Information Technology Strategic Plan Implementation - Studies and Other 208,310 101,847 28,778 73,069 71.7 % Next step delayed until completion of current projects. 14075 Business Process Automation and Data Integration 250,500 125,000 70,963 54,037 43.2 % Delays in implementation. 14076 Digital Education Program 25,000 12,500 12,500 - - 14082 Data Centre Upgrades - Cybersecurity 60,000 60,000 60,000 - - 14085 Migration to Cityview Workspace 100,000 - 39,996 (39,996) n/a 14089 Business Intelligence 50,000 25,000 15,000 10,000 40.0 % 24013 Building Division Website Portal 100,000 80,000 98,000 (18,000) (22.5 %) Software purchase agreement has been signed. 81025 GIS Scanner 10,000 - - - n/a Project to be rolled into Evergreening. Total IT Department 1,735,976 1,676,898 1,507,788 169,110 10.1 % Access Aurora 12002 Accessibility Plan Implementation 232,276 232,276 232,276 - - 12025 Customer Relationship Management (CRM)47,986 47,986 47,986 - - 13023 Access Aurora Telephony Project 12,328 12,328 12,328 - - Total Access Aurora 292,590 292,590 292,590 - - Corporate Services Total 2,601,790$ 2,532,176$ 2,138,095$ 394,081$ 15.6 % Total Capital Projects 93,222,689$ 60,279,961$ 44,986,738$ 15,293,223$ 25.4 % 10 of 10 Page 79 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS 2 1 -0 17 _______________________________________________________________________________________ Subject: Emerald Ash Borer Management Plan Update Prepared by: Sara Tienkamp, Manager Parks and Fleet Department: Operational Services Date: October 19, 2021 _______________________________________________________________________________________ Recommendation 1. That Report No. OPS21-017 be received; and 2. That the Emerald Ash Borer Management Plan continue in future years, including treatment of municipal trees on a biennial basis with TreeAzin, forestry health maintenance, replanting initiatives and removals as required; and 3. That this program’s annual service costs be included in the Town’s future operating budget commencing in 2023 for Council’s consideration. Executive Summary The Emerald Ash Borer (EAB) Treatment Program has been ongoing since initially introduced in 2013. Staff is providing Council with an update on the results of the program to date and continuing EAB Treatment program in future years:  Emerald Ash Borer first discovered in Canada in 2002.  Council approved an EAB Treatment Strategy for treatment of all Town owned trees with TreeAzin.  As of end of 2021 all candidate ash trees have received multiple treatments with proven success.  Current remaining inventory in parks and streets total 1905 and show increased growth year after year.  Replanting of trees helping to rebuild Town’s canopy cover.  On-going pruning necessary for long-term health of Ash in the Urban Forest.  Insects impact root uptake of fertilizer applications that improve and sustain tree health Page 80 of 117 October 19, 2021 2 of 8 Report No. OPS21-017  Ongoing treatments recommended to occur on a biennial basis as EAB population has declined. Background Emerald Ash Borer first discovered in Canada in 2002. Emerald Ash Borer (EAB) was first detected near Detroit, MI, and Windsor, ON, in 2002 and since spread to more than 30 states and five (5) provinces. By 2011, it had been detected in York Region. This non-native wood-boring beetle attacks all species of ash trees of any size and age. The larvae feed on the inner vascular tissues, cutting off water and nutrient flow to the canopy, while mature beetles feed on the leaves from June to August, killing up to 99% of ash trees in its wake. Council approved an EAB Treatment Strategy for treatment of all Town owned trees with TreeAzin. In early 2013, Council approved the treatment of all Town street trees with TreeAzin (biological control product derived from the Neem tree); the only registered product available for the treatment of EAB. The manufacturer recommended that the treatment be administered on a biennial basis; therefore, staff proceeded to treat 50% of the candidate trees in the summer of 2013 and the remaining 50% in the summer of 2014. Two significant developments had occurred in EAB treatments in the fall of 2014. The manufacturer of TreeAzin revised its recommendation to treat trees in heavily infested areas on annual basis, rather than their previous suggested biennial treatment. In addition, a new EAB control product IMA-jet was registered for use by Health Canada, with the recommended application for this product being annual. Council approved staff to utilize IMA-jet instead of TreeAzin as there was a significant cost reduction associated with the use of this product annually, versus TreeAzin at the new recommended annual rate. Trees within Parks were also approved for treatment in 2014. In 2016, IMA-jet fell under intense scrutiny as it is part the Neonicotoid family of chemicals which was found to be harmful to non-targeted pests and specifically, pollinating insects. As a result, Council recommended that staff discontinue the use of IMA-jet treatments and resume treating ash trees in 2017 with TreeAzin annually per the updated manufactures recommendations. Page 81 of 117 October 19, 2021 3 of 8 Report No. OPS21-017 Analysis As of end of 2021 all candidate ash trees have received multiple treatments with proven success. Since the EAB treatment program commenced in 2013, all surviving ash trees on our streets and in our parks have received eight (8) treatments over the past nine (9) years. Based on the strategy program to-date, it can be concluded that the treatment has had varying degrees of success and for the most part our current remaining ash tree inventory has survived a major infestation and spike in the EAB population. The number of trees expiring has stabilized as the insect population has started to decline. The results of nine (9) years of treatment have illustrated the impact of treatments (Attachment #1 - Treated vs Untreated) and while there has been loss of ash within the weakest, less responsive trees, what remains are the most robust ash trees. Staff can confidently state that without EAB treatm ents, the Town would have suffered the loss of the entire inventory of Ash trees. Current remaining inventory in parks and streets total 1905 with remaining trees showing increased growth year after year. Street trees were selected for treatment primarily and park ash trees added into the treatment program after the first couple years of treatment. Data collected has shown that the trees that have responded well to treatments and are actively growing with an average gain of 1.5 cm of DBH yearly. All other ash trees within woodlots and open space areas were not treated and have now completely expired or are so heavily infested with EAB that they will soon be deceased. Table 1 – Street and Park Ash Tree Inventory Ash Inventory 2013 Total Removals 2013-2021 Inventory 2021 (August) 2,920 1015 1905 Of the 1015 removals, approximately 250 are attributed to the 2014 ice storm and seasonal summer storm damage. Remainder of ash removals are due to EAB infestation being prevalent prior to initiating treatment program and resulting damage far too advanced for treatments to be effective. On average approximately 100 trees Page 82 of 117 October 19, 2021 4 of 8 Report No. OPS21-017 have been removed yearly but staff anticipate that number to slow as infestation declines and we are left with the hardiest specimens. Replanting of trees helping to rebuild Town’s canopy cover A few of the most affected woodlot/open space areas, where losses of ash trees were particularly heavy, occurred primarily in the northwest section of Aurora. Supplementary trees have been planted in some of these areas with suitable tree species and there are plans to continue planting in these areas over time, with the support of LSRCA and community planting initiatives. Fortunately, ash was not the dominant species in the balance of our woodlots and natural open spaces areas. Trees planted within the Town tree nurseries as part of the EAB Management Plan are actively being transplanted on open spaces and parks by staff on an ongoing basis. In addition, ash street trees removed are being replaced accordingly, helping to rebuild the loss in canopy cover. On-going pruning necessary for long-term health of Ash in the Urban Forest. In our ash tree inventory, dieback can manifest itself in two ways. The first is directly related to EAB, with the dieback being caused by the larvae interrupting the water translocation that impacts branches, causing them to die off. The second, is indirect as infestation over time reduces the strength of branches. This reduction in strength can lead to failures in larger portions of the tree and if this failure removes a significant part of the canopy (30%), the ash tree is no longer a suitable candidate for treatment. The reduction of wood strength is not only relevant to tree health, but also as it is the Town’s obligation to protect property and person as the majority of ash trees are in close proximity to sidewalks, roads and private residential property. Higher levels of infestation and the age of infestation are directly related to the weakening of branches and the structural strength of the trunk. Pruning these trees would strengthen the branches of the ash, the Town is attempting to preserve by reducing their weight and length. This would also reduce the chances of a critical failure in a storm event, where a large portion of the tree or the entire tree fails leaving it untreatable. This was illustrated recently during a violent thunderstorm on August 28, 2021 when the Town had 28 ash trees suffer significant damage, with nine (9) trees requiring removal. It is important that the Town continue with ongoing maintenance of the trees, as part of the EAB strategy to protect the investment made in Ash tree preservation. Page 83 of 117 October 19, 2021 5 of 8 Report No. OPS21-017 Insects impact root uptake of fertilizer applications that improve and sustain tree health. Fertilizing is generally an immense help in increasing the vigour and vitality of trees dealing with a stress on their health, however there are a few issues with fertilizing in this specific scenario. Firstly, most of our ash trees are established in the boulevard next to a sidewalk, a road and private property. This does not set-up well for total tree fertilization as the road and sidewalk cannot be penetrated by the probe used to deep root fertilize. Front lawns offer the best place to fertilize but we are subject to the consent of the property owner. The front lawn also only includes a portion of area suitable for fertilization and without being able to fertilize under all areas the canopy the efficacy of the fertilizer is impacted. The second issue with fertilization is its dependency on functional root mass. Research on the impact of EAB suggests fine root necrosis increases with the level and age of infestation. Fine roots are responsible for the uptake of water and nutrients into the tree. With fine root necrosis, the capacity of a tree to translocate water and nutrients to its canopy is negatively impacted. This phenomenon, coupled with the limited space to inject fertilizing solution into the rooting zone makes pruning of our Ash trees a priority over fertilization and in the long term a more successful way to improve tree health. Ongoing treatments recommended to occur on a biennial basis as EAB population has declined. EAB was suspected in Aurora in 2011 and treatments began in the 2013 and have continued up to and including 2021. The ash trees are currently in year ten (10) and have been treated yearly since 2015. The manufacture of TreeAzin recommends the following for treatment: When EAB populations are low in years one (1) to five (5) of an EAB outbreak, biennial treatments (every two (2) years) are appropriate to protect ash trees. As EAB populations increase exponentially and are high in years six (6) to ten (10) of an outbreak, treating two (2) out of every three (3) years is recommended to effectively protect the tree from the growing EAB pressure. Once EAB populations are in decline beyond year 11, biennial treatments can resume as part of the maintenance phase. With this strategy in mind, staff are proposing skipping 2022 treatments and focus on corrective pruning, continuing with removals as they arise and replanting programs. Treatments of the full ash inventory will resume in 2023 and then occur biennially, with on-going maintenance occurring yearly or as required. Page 84 of 117 October 19, 2021 6 of 8 Report No. OPS21-017 Advisory Committee Review Not applicable. Legal Considerations None. Financial Implications To date, a total of $1,866,400 has been spent on the Town’s Emerald Ash Borer Management program since 2017, with $203,500 remaining of its current total capital project budget authority as presented in Table 1. Table 1 – EAB Management Expenses 2013-2021 (as of August 31, 2021) Approved Capital Budget - #73160 $2,069,850 Injection Treatment Expenses $1,473,927 Removal/Pruning/Replant Expenses $ 392,437 Remaining Budget $ 203,486 On average between 2017-2021 expenses have been approximately $250,000 per year for the treatment and maintenance program based on existing contract costs. The existing treatment contract expires in 2021. This project’s costs have been funded on an annual basis from the Town’s annual cash to capital contributions. Staff recommend that the contract for these services be extended. Furthermore, staff recommend that the cost for these services be included in the Town’s upcoming multi- year operating budget commencing in 2023 for Council’s consideration. These costs will represent an incremental tax pressure for the operating budget. By this time a new contract will be in place and its funding requirements clear. However, the costs for this service are not expected to increase significantly. Communications Considerations Pending Council approval of continuing the EAB Treatment Plan, there are mandatory public notification requirements that must be adhered to. Staff will coordinate this notification process via the Town of Aurora’s Communications Department. Page 85 of 117 October 19, 2021 7 of 8 Report No. OPS21-017 Link to Strategic Plan EAB Treatment for ash trees reinforces 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. Council could direct staff to discontinue the EAB treatment program and allow all remaining ash trees to expire; however, this would dramatically alter the streetscape in several locations and would result in significant short-term costs associated with removal and replacement of the trees. This option may also be met with dissatisfaction among residents. Conclusions Based on the successful results of the current treatment program, staff are proposing skipping 2022 treatments, focus on corrective pruning, continuing with removals as they arise and replanting programs. Treatments of the full ash inventory will resume in 2023 and then occur biennially, with on-going maintenance occurring yearly or as required, through funding from the operating budget. Attachments Attachment #1 - Treated vs Untreated Previous Reports PRCS17-019 Award of Tender 2017-33-PRCS Treatment of Trees for Emerald Ash Borer, May 2, 2017 PRS16-024 Emerald Ash Borer Management Plan Update, May 17, 2016 PRCS16-046 Emerald Ash Borer Control Program Update, October 18, 2016 PR15-016 Emerald Ash Borer Management Plan Update, June 2, 2015 Page 86 of 117 October 19, 2021 8 of 8 Report No. OPS21-017 Pre-submission Review Agenda Management Team review on September 30, 2021 Approvals Approved by Allan D. Downey, Director of Operations, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 87 of 117 Page 88 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora General Committee Report No. OPS 2 1 -0 18 Subject: Tree Removal Permit Application-55 Metcalfe Street Prepared by: Sara Tienkamp, Manager of Parks & Fleet Department: Operational Services Date: October 19, 2021 Recommendation 1. That Report No. OPS21-018 be received; and 2. That the Tree Removal Permit Application for 55 Metcalfe Street be approved. Executive Summary This report is to provide Council with information and recommendations associated with the removal of trees at 55 Metcalfe Street:  The Arborist report recommends removal of tree based on a few factors  Linden trees are susceptible to aphid attack  The health and welfare of family member cited as rationale for tree removal  The Landscape Design of the rear yard included numerous additions of trees adding to Aurora’s Urban Canopy Background The subject property is listed on the Town of Aurora’s Register of Properties of Cultural Heritage Value or Interest and therefore, is considered a Heritage Tree under Tree Protection By-law Number 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 89 of 117 October 19, 2021 2 of 5 Report No. OPS21-018 In October 2019, the owners of 55 Metcalfe undertook a home addition project through a Stable Neighbourhoods Site Plan Application, including installation of a pool and extensive landscaping of the rear yard. On August 10, 2021, the Parks Division received a formal Tree Removal Application and supporting documentation for the removal of one (1), Linden tree in the rear yard of the property. Analysis The Arborist report recommends removal of tree based on a few factors Cinerea Urban Forestry Services was retained by resident to provide an assessment of the tree’s health, structural stability and explore the potential of removal. The proposed tree for removal is a Littleleaf Linden tree with a DBH of 67cm, in good health and fair structural condition. The main stem divides into two (2) stems above 1.4 metres in height. These two (2) stems are poorly attached together with included bark, which can lead to failure due to a poor branching union. One of the stems leans towards the house, and the other stem leans towards the pool. They also conclude, the presence of wasps/bees and recommend the removal of the tree due to its condition/potential impact on the surrounding structures, should it fail. Town Forestry staff have confirmed the information contained in the Arborist report. Linden trees are susceptible to aphid attack Aphids are a common pest in the landscape and in large populations can cause significant damage to trees and trigger secondary issues. Lindens are quite often a host to the insect. When aphids feed on trees they produce what is referred to as “honeydew” which is a substance secreted by the insect as they feed on the plant sap. The honeydew is a sugar-rich sticky liquid coats everything in proximity of the tree canopy, is difficult to remove and attracts bees and wasps. The homeowner is constantly removing residue from the pool surround, outdoor furniture, and deck. Page 90 of 117 October 19, 2021 3 of 5 Report No. OPS21-018 The health and welfare of family member cited as rationale for tree removal The owners of the property have significant concerns as a family member has a severe allergy to bees and wasps. Due to the infestation of aphids/honeydew there is significant bee/wasp activity in their yard. So much so, the family member is not able to be in the rear yard and enjoy amenities with their family. The tree has been treated on two (2) occasions this season by a tree company for the aphid population; however, the issue has not been rectified and continues to persist. The Landscape Design of the rear yard included numerous additions of trees adding to Aurora’s Urban Canopy The application is for the removal of one (1) linden tree with a DBH of 67cm, in good health on the property. As per the Town’s Tree Removal Compensation Policy, the value of this tree $4,277. The extensive landscaping of the rear yard in 2020 included several caliper trees:  6 – 100mm DBH Armstrong Maples  2 – 400 cm high Blue Spruce  9 – 275 cm high White Cedar  10 m long white cedar hedge 250cm high The value of the trees planted as part of the landscape design exceeds the value of replacement plantings required as per the Compensation Policy, more than satisfying the expectation, should tree be removed. Advisory Committee Review The Tree Permit Application for this property was reviewed by the Heritage Advisory Committee (HAC) at its September 13, 2021 meeting. The minutes include the following comments from the committee: “The Committee commented on the maturity of the Linden tree and its significance to the streetscape and inquired about any replacement plans. Staff indicated that clarification would be sought from Parks staff. The Committee suggested that the Linden tree be replaced with a mature tree of a different species.” Page 91 of 117 October 19, 2021 4 of 5 Report No. OPS21-018 Staff confirm the intent is not to replant by resident as the extensive planting completed in 2020 more than satisfies the requirements required as per the Towns Tree Compensation Policy. 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 has also collected the appropriate fees and security deposits relating to this application. 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 Council approve the Tree Removal Application for 55 Metcalfe Street in accordance with the suggestion that the linden be replaced with a new tree on the property. 2. As directed by Council Page 92 of 117 October 19, 2021 5 of 5 Report No. OPS21-018 Conclusions The landscape planting completed in 2020 as part of the Stable Neighbourhoods Site Plan Application, more than satisfies the requirements of the Town Tree Compensation Policy. Staff recommend the Tree Removal Application for 55 Metcalfe Street be approved. Attachments Attachment #1 – Tree Removal Permit Application Attachment #2 – Arborist Report Attachment #3 – Landscape Planting Plan Photos Previous Reports None. Pre-submission Review Agenda Management Team review on September 30, 2021 Approvals Approved by Allan D. Downey, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 93 of 117 Page 1 of 3 TREE PERMIT APPLICATION 1 Town of Aurora Application to Permit the 100 John West Way Injury or Destruction Box 1000 Of Trees on Private Property Aurora, Ontario L4G 6J1 Phone 905-727-3123 ext.3223 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. Application form to be completed by applicant. Please type or print CLEARLY. Incomplete applications will delay approval. 2. Municipal address: Street name and number must be included for applications to be considered complete. 3. Provide an Arborist Report completed by an Arborist as defined in the by-law, at the direction of the Parks Manager. 4. If replanting, provide 2 copies of the replanting plan or landscape plan. 5. Payment of the required fees: See item 12 on page 2 for fee requirements. 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 L4G 6J1. 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 between 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 APPLICANT INFORMATION 1. Municipal address of subject property: 2. Name of Applicant/Agent: 3. Mailing Address of Applicant: 4. Telephone: _______E-mail:_______ 5. Name of Registered Owner (if different from above): 6. Mailing address of Owner (if different from above): 7. Existing Land Use: 9. Are the tree(s) located on or near any neighbouring property line resulting in the joint ownership of the tree(s).  Yes  No 10.If yes, do you have authorization from the neighbouring property owner to act as their representative in this application to injure or remove tree(s).  Yes  No 11. Reason why trees are being injured or removed. Please circle letter: A. trees interfere with proposed construction B. Landscaping on the property C. all trees are dead, dying or hazardous D. trees are interfering with utilities/dwelling/foundation E.installing pool F. other (please specify): Don & kim Nichols 55 Metcalfe st , Aurora Ontario L4G 1E5 Residential X Tree is also casuing damage to decking, atrtacting beesthat my wife is allergic too. damage to pool filter from sheeding Type text here Page 94 of 117 Page 2 of 3 TREE PERMIT APPLICATION 2 12 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 circle one of the below: Trees over 20cm in diameter 3 trees ……………………………………………………. $214.00 4 trees …………………………………………………… $320.00 5 trees …………………………………………………... $427.00 6 trees ………………………………………………….. $534.00 7 trees ………………………………………….. $640.00 8 or more trees $107.00 per additional tree to a maximum of $2,552.50 Trees over 70 centimeters in diameter $534.00 per tree (Methods of payment cheque only. Fees are non-refundable and must be remitted at the time of initial permit application) ADDITIONAL REQUIREMENTS □ 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 Signed at the Town of Aurora this day of , 20 Signature of Applicant: DOES THE TRUNK OF THE TREE/S AT GROUND LEVEL BISECT OR STRADDLE A PROPERTY LINE? YES □ NO IF YOU ANSWERED YES PLEASE COMPLETE DECLARATION 2 BELOW DECLARATION 2 I /we hereby declare print name That I am the owner of the adjacent property have read and understand the required procedures and provisions under the Town of Aurora’s Private Tree By-law and I /we consent to the intentions respecting the proposed work for which this application is being made and that the statements and plans made by me upon this application are, to the best of my belief and knowledge, a true and complete. . I consent to allowing Town of Aurora employees to enter the property to conduct inspections Signed at the Town of Aurora this day of , 20 Signature of Adjacent property owner Address_ Don Nichols 10 August 21 Page 95 of 117 Page 3 of 3 TREE PERMIT APPLICATION 3 PART A Tree and Site Information TREE # TREE SPECIES TREE DIA. IN CM. MEASURED AT 1.37M DRIP LINE HEALTH STRUCTURAL INTEGRITY POOR FAIR GOOD POOR FAIR GOOD 1 2 3 4 5 (IF MORE THAN 5 ATTACH ADDITIONAL PAGES) PART B SKETCH OF PROPERTY Please show all property lines, building s, driveways and the individual tree/s that are to be removed. Tree/s shall be numbered and cross referenced to match tree # in Part A Tree and Site Information PART C ARBORIST CONFIRMATION I /WE ________________________________________________________ CERTIFY THAT THE INFORMATION IN PARTS A, B & C IS CORRECT (PLEASE PRINT) SIGNATURE__________________________________________________________ DATE_________________________________________ (INCLUDES PROFESSIONAL DESIGNATION WHERE APPLICABLE) NOTE: COMPLETION OF PARTS A, B & C WILL BE RECOGNIZED AS AN ARBORISTS REPORT Linden 67 cm see arborist report Don Nichols aug 10,2021 Page 96 of 117 Arborist Report Prepared for: Donald Nichols 55 Metcalfe St. Aurora ON L4G 1E7 don@nichols-group.ca 416-271-4200 Site Address: Same as above Modified: August 3, 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 97 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 2 of 19 Table of Contents Summary 3 Introduction & Assignment (Nature of Work) 4 Migratory Birds Convention Act 1994 4 Assignment Limitations 4 Tree Condition Rating 4 Key Arboricultural Terms 5 Methods 7 Observations 7 Client’s Reason For Removal 7 Tree Information 7 Tree Replacement Information 7 Arborist Specifications 7 Conclusion 8 Appendix 1 – Tree Inventory 9 Appendix 2 – Photos (Trees Are Centred) 10 Appendix 3 – Map (Trees Are Numbered) 14 Appendix 4 - References 15 Appendix 5 - Arborist Qualifications 16 Page 98 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 3 of 19 Summary This report is in regards to the removal of one tree located within the rear yard of 55 Metcalfe St. Aurora ON. General health assessments and arboricultural recommendations have been identified within this report. Page 99 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 4 of 19 Introduction & Assignment (Nature of Work) Cinerea Urban Forestry Services was commissioned by the homeowner of 55 Metcalfe St., Donald Nichols, to prepare an arborist report to supplement an application to remove one littleleaf linden tree at 55 Metcalfe St. Aurora ON. An inventory and general health and structure assessment was performed for the tree included within this report. Migratory Birds Convention Act 1994 Should the permit for the tree in question be granted: 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. Assignment Limitations 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 or after any significant weather event. 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. This report is in no way a guarantee for a tree removal permit. This report is also not a permit to remove a tree. 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. Tree Condition Rating The health and structure of the tree are assessed independently of one another and then combined. Page 100 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 5 of 19 Excellent – 81 to 100% Good – 61-80% Fair – 41-60% Poor 21 – 40% Very Poor – 1-20% Dead 0% Adapted from the Council of Tree & Landscape Appraisers Guide for Plant Appraisal 10 th Edtition 2nd Printing © 2019 International Society of Arboriculture. Key Arboricultural Terms AirSpade – A high pressure pneumatic device that blows compressed air. Used to excavate roots of trees without damaging them. Cash-in-lieu of planting – Used a tool by municipalities when there is not sufficient space to re- establish a large growing tree on the property where a tree is being removed. Such examples include most of property being hardscape, property having significant canopy coverage, or a very small property. The payment is intended to be used by municipalities to plant a replacement tree in another location on municipal owned lands. Crown Cleaning – To remove the dead portions of a trees canopy via pruning. Crown Raising – To prune lower branches of a tree to a specified height. Most deciduous trees should be elevated to height of 2 metres (6.5 feet) once mature to allow for pedestrian access under tree. Crown Reduction – To reduce the height of a tree. Usually only performed only over mature trees or trees that are experienced dieback at the top and exterior portions of crown. Crown Thinning – To selectively remove branches from the interior of a tree canopy in efforts to allow other branches to grow larger and provide more aeration throughout canopy. DBH – Diameter at breast height. In the City of Toronto this measurement is from the ground to 1.4 metres in height. Page 101 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 6 of 19 EAB – Acronym for Emerald Ash Borer. An invasive insect from China that kills North American ash Fraxinus trees by eating through the trees’ cambium. ISA – International Society of Arboriculture ISA Certified Arborist – Trained and knowledgeable in all aspects of arboriculture. ISA Certified Arborist® have met all requirements to be eligible for the exam, which includes three or more years of full-time, eligible, practical work experience in arboriculture and/or a degree in the field of arboriculture, horticulture, landscape architecture, or forestry from a regionally accredited educational institute. This certification covers a large number of topics giving the candidates flexibility in the arboricultural profession. A code of ethics for ISA Certified Arborists® strengthens the credibility and reliability of the work force. This certification is accredited by the American National Standards Institute, meeting and exceeding ISO 17024. ISA Board Certified Master Arborist - The ISA Board Certified Master Arborist® credential is the highest level of certification offered by ISA. This credential recognizes ISA Certified Arborists® who have reached the pinnacle of their profession. In addition to passing an extensive scenario-based exam, candidates must abide by a Code of Ethics, which ensures quality of work. Fewer than two percent of all ISA Certified Arborists® currently hold this certification. Page 102 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 7 of 19 MTPZ – Minimum Tree Protection Zone. A distance defined by a local municipality that will ensure reasonable protection for a tree should construction activities occur outside of the zone. It is usually based on a multiple of six times the distance the diameter of the tree. Methods  Tools used to assess the trees included a clinometer, metric measuring tape, metric measuring wheel, binoculars, digital camera, metal probe, metric diameter tape  All diameters of trees were measured at a height of 1.4 metres Observations  Field work was completed by Mark Ellis on July 29, 2021  Weather at time of assessment was overcast and 20°C  Tree # 1 – A previous 3rd stem has recently been removed; included bark and poor attachment of remaining 2 stems Client’s Reason For Removal The homeowners of 55 Metcalfe St. would like to remove the tree due to its structural issues and because its flower attracts lots of bees which they are allergic to. Tree Information See Appendix 1 Tree Replacement Information The Town of Aurora may require a tree to be replanted due to the removal of this tree. A replanting plan may be prepared as an update to this report upon hearing from the Town if they require a tree and what size it is to be. Also note that the homeowner replanted 8 trees recently as a part of an Integrated Vegetation Management Plan as related to construction. Arborist Specifications  Submit all documentation to Town of Aurora  Remove tree upon issuance of permit  Hire fully insured company employing ISA Certified Arborists/OCOT Qualified Arborists to remove tree Page 103 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 8 of 19 Conclusion I, Mark Ellis conducted a site visit on July 29, 2021 to assess a tree for health, structural stability and explore the potential of removal. The tree in question is a 67 cm dbh littleleaf linden Tilia cordata in good health and fair structural condition. The homeowners would like to remove the tree due to its existing structural issues as well it attracts a lot of bees which they are allergic to. The tree splits into 2 stems above 1.4 metres in height. These two stems are poorly attached together and have associated included bark. One of these stems leans towards the house, and the other stem leans towards the pool. A previous 3rd stem has been recently removed perhaps a few months ago. Due to the current condition of the tree, it is in my opinion that the tree should be removed. Should the Town want a replanting plan prepared as an update to this report that can be done at no cost to the client. Additionally, the Town will have to let the client know how many trees and what size minimum the tree(s) shall be for replanting. The homeowner understands that this arborist report is not a guarantee for a tree permit and that it is also not a permit to remove the tree in itself. Ultimately, all decisions regarding tree removal and the replanting of trees are those of the Town of Aurora. This arborist report is to be submitted electronically online at https://webforms.aurora.ca/Parks/Tree-Permit-Application. They will be in touch regarding the payment of application fees (if any), and issuance (or denial) of the permit for the tree. Page 104 of 117 Appendix 1 – Tree Inventory Tree # Common Name Latin dbh (cm) @ 1.4 m Height (m) Crown Spread (m) Ownership (City/Town or Private) Health Structure Overall Condition Address Location Comments Arborist Recommendation 1 Littleleaf Linden Tilia cordata 67 15 9 Private Good Fair Good 55 Metcalfe St. 5.1 metres south of south building line 7.3 metres east of west property line 2 main stems above 1.4 metres in height, a 3rd stem has been previously removed Included bark at attachment point of both stems Remove tree Page 105 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 10 of 19 Appendix 2 – Photos (Trees Are Centred) Page 106 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 11 of 19 Fig. 1 – Tree # 1 – Tilia cordata Page 107 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 12 of 19 Fig. 2 – Tree # 1 – Tilia cordata Page 108 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 13 of 19 Fig. 3 – Tree # 1 – Tilia cordata Page 109 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 14 of 19 Appendix 3 – Map (Trees Are Numbered) Page 110 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 15 of 19 Appendix 4 - 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. City of Toronto. (2017). Tree Protection Policy and Specifications for Construction Near Trees. [online] Available at: https://www1.toronto.ca/city_of_toronto/parks_forestry__recreation/urban_forestry/files/ pdf/TreeProtSpecs.pdf [Accessed 31 Jul. 2021] Page 111 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 16 of 19 Appendix 5 - 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. Annually Cinerea Urban Forestry Services prepares over 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)  Butternut Health Assessor #532  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)  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 112 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 17 of 19 Page 113 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 18 of 19 Page 114 of 117 Cinerea Urban Forestry Services Arborist Report 55 Metcalfe St. Aurora ON Page 19 of 19 Page 115 of 117 Page 116 of 117 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Notice of Motion Councillor ’s Office _______________________________________________________________________________________ Re: Mental Health Resources To: Mayor and Members of Council From: Councillor Rachel Gilliland Date: October 19, 2021 _______________________________________________________________________________________ Whereas the COVID-19 pandemic has contributed to loss of income, loss of life, uncertainty about the future, lack of education, supports, and resources; and Whereas mental health issues are on the rise in all age groups, including students, adults, and the elderly, as a result of the aforementioned impacts of the pandemic; and Whereas information on mental health resources is not locally centralized and the thought of searching for help can contribute to and cause further anxiety to those who need help; and Whereas Council members and the municipal staff are positioned to be conduits for information for residents who may reach out for help; and Whereas it would be beneficial for Council members and staff to have consistent and up to date information on local organizations and not-for-profit resources on hand to be able to immediately support residents in need or distress; 1. Now Therefore Be It Hereby Resolved That staff be directed to establish a page on the Town’s website to provide information on local organizations and local not-for- profit resources that support and promote mental and emotional health in response to the COVID-19 pandemic; and 2. Be It Further Resolved That the web page be regularly updated as needed, and that it be shared with and promoted to the community and with community partners through the Town’s social media accounts and other appropriate communication and marketing channels. Page 117 of 117