AGENDA - General Committee - 20220607Town of Aurora
General Committee
Meeting Agenda
Date:Tuesday, June 7, 2022
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Aurora Council and Committee meetings are live streamed on the Town’s YouTube Channel. For
information on how to participate in this meeting please visit aurora.ca/participation.
Pages
1.Call to Order
Councillor Gaertner in the Chair.
2.Land Acknowledgement
3.Approval of the Agenda
4.Declarations of Pecuniary Interest and General Nature Thereof
5.Community Presentations
5.1.Javed S. Khan, President & Chair, and Wendy Brown, Chair, Induction
Committee, Aurora Sports Hall of Fame; Re: Aurora Sports Hall of Fame
2022 Class of Inductees
6.Delegations
7.Consent Agenda
8.Advisory Committee Meeting Minutes
8.1.Environmental Advisory Committee Meeting Minutes of May 4, 2022 1
That the Environmental Advisory Committee meeting minutes of
May 4, 2022, be received for information.
1.
8.2.Finance Advisory Committee Meeting Minutes of May 9, 2022 5
That the Finance Advisory Committee meeting minutes of May 9,
2022, be received for information.
1.
8.3.Accessibility Advisory Committee Meeting Minutes of May 11, 2022 9
That the Accessibility Advisory Committee meeting minutes of
May 11, 2022, be received for information.
1.
8.4.Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of May
18, 2022
14
That the Anti-Black Racism and Anti-Racism Task Force meeting
minutes of May 18, 2022, be received for information.
1.
9.Consideration of Items Requiring Discussion (Regular Agenda)
9.1.CS22-037 - Administrative Monetary Penalty System (AMPS)18
That Report No. CS22-037 be received; and1.
That staff be authorized to implement the necessary processes
and procedures for the Administrative Monetary Penalty System
(AMPS); and
2.
That staff bring forward the Administrative Penalty By-law at a
future Council meeting for enactment; and
3.
That staff bring forward the Screening and Hearing Officer By-
law at a future Council meeting for enactment; and
4.
That staff bring forward amendments to the Parking Control By-
law #4574-04.T, as amended, at a future Council meeting for
enactment.
5.
9.2.OPS22-011 - Fleet Division Purchases 54
That Report No. OPS22-011 be received; and1.
That the Capital Budget authority for Project No.34436 – Six-ton
Diesel Dump Plow/Sander Truck be increased by $52,900 to a
total of $352,900, to be funded from the Fleet Repair and
Replacement Reserve; and
2.
That the planned 2023 capital budget authority of $352,900 for
Project No. 34564 – New Six-ton Diesel Dump Plow/Sander
Truck, be advanced to 2022 and approved, to be funded from by
$317,800 from Roads & Related Development Charges and
$35,100 from the Growth and New Reserve; and
3.
That staff be directed to implement an additional in-house winter
maintenance route in 2024.
4.
9.3.FIN22-018 - 2023 Budget Timeline and Process 67
That Report No. FIN22-018 be received; and1.
That the proposed budget timeline as detailed in Table 3 be
approved.
2.
9.4.FIN22-019 - Procurement Modernization Update - Annual Software Costs 75
That Report No. FIN22-019 be received; and1.
That the recommended changes, as summarized in Table 1, to
the procurement policy and bylaw in this report be approved; and
2.
That staff be directed to bring forward the amending bylaw to
the June 28 Council meeting for approval; and
3.
That a non-standard procurement for $611,100 over a five-year
term be awarded to WAMCO for the annual licencing and
maintenance costs to support the automated water meter
reading technology capital project number 40355.
4.
9.5.PDS22-089 - Community Improvement Plan Review - Public Meeting 117
That Report No. PDS22-089 be received for information.1.
10.Notices of Motion
10.1.Councillor Gilliland; Re: Natural Capital Asset Management Planning for
Municipal Infrastructure
142
11.Regional Report
11.1.York Region Council Highlights of May 26, 2022 143
That the York Regional Council Highlights of May 26, 2022, be
received for information.
1.
12.New Business
13.Public Service Announcements
14.Closed Session
There are no Closed Session items for this meeting.
15.Adjournment
1
Town of Aurora
Environmental Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, May 4, 2022
7 p.m.
Video Conference
Committee Members: Councillor Rachel Gilliland (Chair)
Councillor Wendy Gaertner (Vice Chair)
Barry Bridgeford
Colin Brown
Sam Cunningham
Ashley Gatto Cassagrande
Ryan Hamid (arrived 7:48 p.m.)
Sandy Hudson
Members Absent: Crystal Robertson
Other Attendees: Lisa Hausz, Manager, Economic Development and Policy
Nick Kazakoff, Economic Development Officer
Natalie Kehle, Energy and Climate Change Analyst
Sebastian Contarin, Energy and Climate Change Analyst
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:03 p.m.
Natalie Kehle introduced Sebastian Contarin, the Town’s new Energy and Climate
Change Analyst, who will also serve as Staff Liaison to the Committee, replacing
Natalie during her leave of absence starting in May 2022.
Page 1 of 155
2
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on the traditional
territory of the Anishinaabe, the Haudenosaunee, and the Wendat peoples whose
presence here continues to this day. It was noted that Aurora is part of the treaty
lands of the Mississaugas of the Credit and the Williams Treaties First Nations,
and we thank them for sharing the land.
3. Approval of the Agenda
Moved by Councillor Gaertner
Seconded by Ashley Gatto Cassagrande
That the agenda as circulated by Legislative Services be approved.
Carried
4. 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.
5. Receipt of the Minutes
5.1 Environmental Advisory Committee Meeting Minutes of February 23, 2022
Moved by Councillor Gaertner
Seconded by Ashley Gatto Cassagrande
That the Environmental Advisory Committee meeting minutes of February
23, 2022, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
Page 2 of 155
3
7.1 Memorandum from Energy and Climate Change Analyst; Re: Climate
Change Adaptation Plan
Lisa MacTavish, Advisor, Climate Change Risk and Resilience, WSP,
presented an overview of the Climate Change Adaption Plan, including
project scope, climate change overview, risk assessment process, top
risks, recommendations, and conclusions. Christina Schwantes, Specialist,
Climate Change, Resilience and Sustainability, WSP, was also present to
answer any questions.
The Committee provided feedback and inquired about various aspects
related to the plan including risk and cost assessments, downstream
flooding impacts, protection of natural heritage assets, public education
on flood mitigation and protection for homeowners, flood control and
preservation of park assets, budgeting for green infrastructure, potential
loss of power, emergency preparedness, design standards and budgeting
for climate adaptation, and collaboration with other municipalities and
partners. The consultants and staff provided further clarification.
Moved by Sandy Hudson
Seconded by Sam Cunningham
1. That the memorandum regarding Climate Change Adaptation Plan be
received; and
2. That the Environmental Advisory Committee comments regarding
Climate Change Adaptation Plan be received and referred to staff for
consideration and further action as appropriate.
Carried
7.2 Memorandum from Economic Development Officer; Re: Community
Improvement Plan Review Consultation
Staff presented an overview of the memorandum including background on
the Promenade Area Community Improvement Plan (CIP), a best practice
review of the seven programs in the initial Plan in comparison with
neighbouring municipalities, and next steps. Staff sought Committee input
on the proposed four priority areas of the updated CIP with a focus on the
environment and sustainability. The Committee provided feedback and
inquired about various aspects including historical uptake of the CIP
programs, suggestions to make the application process easier and more
Page 3 of 155
4
accessible, funding, and criteria for sustainability-related incentives. Staff
provided clarification and noted that the CIP update will align with the
Town’s Official Plan and the new Green Development Standards.
Moved by Ryan Hamid
Seconded by Ashley Gatto Cassagrande
1. That the memorandum regarding Community Improvement Plan
Review Consultation be received; and
2. That the Environmental Advisory Committee comments regarding
Community Improvement Plan Review Consultation be received and
referred to staff for consideration and further action as appropriate.
Carried
8. Informational Items
8.1 Environmental Advisory Committee Update List
Moved by Colin Brown
Seconded by Sam Cunningham
1. That the Environmental Advisory Committee Update List be received
for information.
Carried
9. Adjournment
Moved by Sam Cunningham
Seconded by Ashley Gatto Cassagrande
That the meeting be adjourned at 8:30 p.m.
Carried
Page 4 of 155
1
Town of Aurora
Finance Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Monday, May 9, 2022
5:45 p.m.
Video Conference
Committee Members: Mayor Tom Mrakas (Chair)
Councillor Harold Kim
Councillor Michael Thompson
Other Attendees: Rachel Wainwright-van Kessel, Director of Finance
Jason Gaertner, Manager, Financial Management
Ishita Soneji, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 5:51 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on the traditional
territory of the Anishinaabe, the Haudenosaunee, and the Wendat peoples whose
presence here continues to this day. It was noted that Aurora is part of the treaty
lands of the Mississaugas of the Credit and the Williams Treaties First Nations,
and we thank them for sharing the land.
3. Approval of the Agenda
Moved by Councillor Thompson
Seconded by Councillor Kim
That the agenda as circulated by Legislative Services be approved.
Carried
Page 5 of 155
2
4. 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.
5. Receipt of the Minutes
5.1 Finance Advisory Committee Meeting Minutes of February 8, 2022
Moved by Councillor Kim
Seconded by Councillor Thompson
That the Finance Advisory Committee meeting minutes of February 8,
2022, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Financial Management Advisor; Re: 2022 Prudent
Investor Regime Review
Staff provided a brief overview of the memorandum. The Committee and
staff discussed about various aspects of the Prudent Investor Regime
including the appropriateness and timing of pursuing investing under this
regime based on the current condition of the investment market. The
Committee further sought clarification regarding the ONE JIB Investment
compensation process including costs and expenses and the liquidity
regulations and flexibility, and staff provided clarifications.
The Committee expressed overall support for the initiative and suggested
that information regarding historical performance record of Town
investments be provided in the upcoming report to General Committee.
Moved by Councillor Kim
Seconded by Councillor Thompson
Page 6 of 155
3
1. That the memorandum regarding 2022 Prudent Investor Regime
Review be received; and
2. That the Finance Advisory Committee comments regarding 2022
Prudent Investor Regime Review be received and referred to staff for
consideration and further action as appropriate.
Carried
7.2 Memorandum from Manager, Financial Management; Re: Town of Aurora
Debt Management Update
Staff provided an overview of the memorandum and summary of various
short-term and long-term debt financing initiatives. The Committee
expressed overall support for the initiatives. There was discussion
regarding the importance of debt financing in relation with the various
investment initiatives of the Town. The Committee sought clarification
regarding the factors affecting the status of debt obligation, and staff
noted that a Debt Management Policy is being developed which will
include further details regarding debt obligation and will be brought for the
Committee's input to the next Finance Advisory Committee meeting.
Moved by Councillor Thompson
Seconded by Councillor Kim
1. That the memorandum regarding Town of Aurora Debt Management
Update be received; and
2. That the Finance Advisory Committee comments regarding the Town
of Aurora Debt Management Update be received and referred to staff
for consideration and further action as appropriate.
Carried
7.3 Memorandum from Project Management Office; Re: Town's Major Capital
Projects Update
Staff provided an overview of the memorandum highlighting aspects of
the ongoing major capital projects. The Committee referred to the Aurora
Town Square Project and inquired about the consultant fees variance and
if the variance is intended to change, and staff agreed to follow up. The
Committee further inquired about the new targeted turn-over date for the
Aurora Public Library, and staff provided a response.
Page 7 of 155
4
The Committee referred to the Join Operations Centre additional work and
inquired about the impact on the budget status due to the upcoming
storage buildings sub-project, and staff agreed to follow up.
Moved by Councillor Kim
Seconded by Councillor Thompson
1. That the memorandum regarding Town’s Major Capital Projects
Update be received for information.
Carried
8. New Business
None.
9. Adjournment
Moved by Councillor Kim
Seconded by Councillor Thompson
That the meeting be adjourned at 6:47 p.m.
Carried
Page 8 of 155
1
Town of Aurora
Accessibility Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, May 11, 2022
7 p.m.
Video Conference
Committee Members: Rachelle Stinson (Chair)
Matthew Abas (Vice Chair)
Councillor John Gallo
Max Le Moine
Hailey Reiss
Jo-anne Spitzer
Members Absent: John Lenchak
Other Attendees: Martin Stefanczyk, Manager, Project Management Office, and
Business Transformation
Jacek Baldyga, Senior Building Inspector
Ivy Henriksen, Accessibility Advisor (Acting), Manager, Access
Aurora and Customer Service
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:03 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on the traditional
territory of the Anishinaabe, the Haudenosaunee, and the Wendat peoples whose
presence here continues to this day. It was noted that Aurora is part of the treaty
lands of the Mississaugas of the Credit and the Williams Treaties First Nations,
and we thank them for sharing the land.
Page 9 of 155
2
3. Approval of the Agenda
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
That the agenda as circulated by Legislative Services be approved.
Carried
4. 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.
5. Receipt of the Minutes
5.1 Accessibility Advisory Committee Meeting Minutes of April 13, 2022
Moved by Max Le Moine
Seconded by Matthew Abas
That the Accessibility Advisory Committee meeting minutes of April 13,
2022, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Accessibility Advisor; Re: Site Plan Application OPA-
2017-06, ZBA-2017-08 (Submission #4), 46 St. John's Sideroad
Staff provided an overview of the comments submitted to the Planner on
behalf of the Committee and agreed to follow up on whether any formal
response has been received from the applicant regarding the Committee’s
comments. The Committee had no further input.
Moved by Matthew Abas
Seconded by Hailey Reiss
Page 10 of 155
3
1. That the memorandum regarding Site Plan Application OPA-2017-06,
ZBA-2017-08 (Submission #4), 46 St. John's Sideroad, be received;
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application OPA-2017-06, ZBA-2017-08 (Submission #4) be
received and referred to staff for consideration and further action as
appropriate.
Carried
7.2 Memorandum from Accessibility Advisor; Re: Site Plan Application ZBA-
2019-03 (Submission #3), 15385 and 15395 Bayview Avenue
Staff provided an overview of the comments submitted to the Planner on
behalf of the Committee. The Committee and staff reviewed and
discussed various aspects of the site plan and further suggestions were
made regarding consideration for: drawings with more detail; clarification
on whether a curb depression or bike rack is proposed at southwest
corner of Block 2; if bike rack, relocate away from access area next to
Type A accessible parking space; and clarification on whether an access
aisle is provided next to the Type A accessible parking space.
Moved by Matthew Abas
Seconded by Max Le Moine
1. That the memorandum regarding Site Plan Application ZBA-2019-03
(Submission #3), 15385 and 15395 Bayview Avenue, be received;
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application ZBA-2019-03 (Submission #3) be received and
referred to staff for consideration and further action as appropriate.
Carried
7.3 Memorandum from Accessibility Advisor; Re: Site Plan Application OPA-
2020-05, ZBA-2020-05, SP-2020-05 (Submission #3), 1675 St. John's
Sideroad
Staff provided an overview of the comments submitted to the Planner on
behalf of the Committee. The Committee and staff reviewed and
discussed various aspects of the site plan. The Committee had no further
input.
Page 11 of 155
4
Moved by Hailey Reiss
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Site Plan Application OPA-2020-05,
ZBA-2020-05, SP-2020-05 (Submission #3), 1675 St. John's Sideroad,
be received;
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application OPA-2020-05, ZBA-2020-05, SP-2020-05 (Submission
#3) be received and referred to staff for consideration and further
action as appropriate.
Carried
7.4 Memorandum from Accessibility Advisor; Re: Site Plan Application ZBA-
2021-06, SUB-2021-02 (Submission #2), 5 to 70 Archerhill Court
Staff provided an overview of the comments submitted to the Planner on
behalf of the Committee. The Committee and staff reviewed and
discussed various aspects of the site plan and further suggestions were
made regarding consideration for: drawings with greater detail of the
outdoor play space area; addition of benches for the outdoor play space
area for respite purposes; and the addition of bicycle racks.
Moved by Jo-anne Spitzer
Seconded by Hailey Reiss
1. That the memorandum regarding Site Plan Application ZBA-2021-06,
SUB-2021-02 (Submission #2), 5 to 70 Archerhill Court, be received;
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application ZBA-2021-06, SUB-2021-02 (Submission #2) be
received and referred to staff for consideration and further action as
appropriate.
Carried
7.5 Round Table Discussion; Re: Town of Aurora Multi-Year Accessibility Plan
2022 to 2026
(Link to Multi-Year Accessibility Plan)
Staff provided an update on the sensory path project and the aquatic
wheelchair replacement at the Aurora Family Leisure Complex.
Page 12 of 155
5
Staff extended a reminder about the upcoming National AccessAbility
Week (formerly National Access Awareness Week) from May 29 to June 4,
2022. Staff further noted that Committee members would be receiving an
invitation to York Region’s National AccessAbility Week Forum: Making
York Region AccessAble, a virtual event on Wednesday, June 1, 2022, from
4 p.m. to 6:30 p.m.
Staff extended congratulations to the Committee on its well-done video
“What Does Accessibility Mean to You?”, available on the Town’s website.
Moved by Matthew Abas
Seconded by Jo-anne Spitzer
1. That the Accessibility Advisory Committee comments regarding the
Town of Aurora Multi-Year Accessibility Plan 2022 to 2026 be received
and referred to staff for consideration and action as appropriate.
Carried
8. Informational Items
None.
9. Adjournment
Moved by Matthew Abas
Seconded by Hailey Reiss
That the meeting be adjourned at 7:52 p.m.
Carried
Page 13 of 155
1
Town of Aurora
Anti-Black Racism and Anti-Racism Task Force
Meeting Minutes
Date:
Time:
Location:
Wednesday, May 18, 2022
7:00 p.m.
Video Conference
Committee Members: Noor El-Dassouki (Chair)
Jennie Dekkema (Vice Chair)
Edlene Antonio
Shivangi Bagga
Councillor Harold Kim
Members Absent: Mark Lewis
Keenan Hull
Mae Khamissa
Other Attendees: Techa Van Leeuwen, Director of Corporate Services
Phillip Rose, Manager, Aurora Town Square
Ishita Soneji, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:14 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on the traditional and
treaty territory of the Anishinaabe and many other Nations whose presence here
continues to this day, and that Aurora has shared responsibility for the
stewardship of this land. It was noted that Aurora is part of the treaty lands of the
Mississaugas of the Credit, recognized through Treaty #13 and the Williams
Treaties of 1923.
Page 14 of 155
2
3. Approval of the Agenda
Moved by Edlene Antonio
Seconded by Jennie Dekkema
That the agenda as circulated by Legislative Services be approved.
Carried
4. 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.
5. Receipt of the Minutes
5.1 Anti-Black Racism and Anti-Racism Task Force Meeting Minutes of April 20,
2022
Moved by Shivangi Bagga
Seconded by Jennie Dekkema
That the Anti-Black Racism and Anti-Racism Task Force meeting minutes
of April 20, 2022, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Manager, Aurora Town Square; Re: Diversity and
Inclusion Mural – Design Update
Staff provided an overview of the memorandum and sought the
Committee's input regarding the Diversity and Inclusion Mural design. The
Committee discussed various aspects of the proposed mural design and
expressed appreciation towards inclusion of diverse community and
cultural groups. The Committee and staff discussed about the research
process conducted by staff and the artists for the quilt patch designs and
Page 15 of 155
3
suggested improvements to various patch designs. The Committee
suggested that input from specific community or cultural groups would be
beneficial for any further improvements to the quilt patch designs. It was
further suggested that an informative description regarding the
background and detail of each patch design should be displayed beside
the mural. The Committee expressed support on the design approach and
initiative and discussed the next steps regarding the approval of the
design.
Moved by Edlene Antonio
Seconded by Jennie Dekkema
1. That the memorandum regarding the Diversity and Inclusion Mural -
Design Update be received; and
2. That the Anti-Black Racism and Anti-Racism Task Force comments
regarding the Diversity and Inclusion Mural - Design Update be
received and referred to staff for consideration and further action as
appropriate.
Carried
8. Informational Items
8.1 Memorandum from Recreation Supervisor, Special Events Re: Special Event
Opportunities
Staff provided a brief overview of the memorandum and details of the
upcoming community engagement opportunities and events. The
Committee members expressed interest in participating and attending the
events.
Moved by Shivangi Bagga
Seconded by Councillor Kim
1. That the memorandum regarding Special Event Opportunities be
received for information.
Carried
Page 16 of 155
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9. Adjournment
Moved by Edlene Antonio
Seconded by Jennie Dekkema
That the meeting be adjourned at 7:59 p.m.
Carried
Page 17 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CS2 2 -0 37
Subject: Administrative Monetary Penalty System (AMPS)
Prepared by: Alexander Wray, Manager of Bylaw Services
Department: Corporate Services
Date: June 7, 2022
Recommendation
1. That Report No. CS22-037 be received; and
2. That staff be authorized to implement the necessary processes and procedures for
the Administrative Monetary Penalty System (AMPS); and
3. That staff bring forward the Administrative Penalty By-law at a future Council meeting
for enactment; and
4. That staff bring forward the Screening and Hearing Officer By-law at a future Council
meeting for enactment; and
5. That staff bring forward amendments to the Parking Control By-law #4574-04.T, as
amended, at a future Council meeting for enactment.
Executive Summary
The purpose of this report is to seek Council’s approval to implement the Administrative
Monetary Penalty System (AMPS) By-law. The proposed AMPS By-law will provide a
customer focused dispute resolution processes and allow for new prosecutions matters
to be heard by the Town and in an expediated timeline in comparison to the existing
Provincial Offences Act (POA) process.
The implementation of an AMPS By-law will make some alterations to the Town’s
current processes.
The Administrative Monetary Penalty System will provide significant benefits to
the Town and our residents.
Page 18 of 155
June 7, 2022 2 of 14 Report No. CS22-037
Implementation of Screening and Hearing Officers are a required part of an
AMPS program.
The proposed AMPS program will implement minor fees which have been
benchmarked with municipalities across the GTA.
An AMPS implementation working group has been established with neighbouring
municipalities.
An amendment to the Town’s Parking and Traffic By-law No. 4574-04.P is
required to allow for the issuance of penalty notices.
Staff are recommending a phased implementation approach for non-parking
related by-laws.
Background
Parking tickets issued in the Town of Aurora are currently issued, processed and
adjudicated pursuant to the Provincial Offences Act (POA), and are heard in the Ontario
Court of Justice (Provincial Offences Court). The POA prescribes the process, and as a
result, under this regime there is limited opportunity for a municipality to provide a
revised process that may be more flexible and suit the nature of the municipality.
Further, the Region prosecutes parking tickets on the Town’s behalf.
In 2007, changes were made to the Municipal Act, 2001 to allow municipalities to
develop an Administrative Monetary Penalty System (AMPS) to process and adjudicate
parking violations. Subsequent amendments to the Municipal Act, 2001 extended the
authority to establish an AMPS program to include accessible parking by-laws (which
were previously excluded), as well as other types of municipal by-laws. O. Reg. 333/07
(the Regulation) sets out specific requirements that must be met in order to establish
an AMPS program for parking. Staff plan to transition other Town by-laws to AMPS in
2023 through a gradual approach. By doing so it will provide a consistent, customer
focused process for residents throughout applicable Town By-laws.
In essence, an AMPS program replaces the prescribed process in the POA, and can be
designed to meet the needs of the municipality, provided the parameters of the
Regulation are metIn accordance with the Regulation, the proposed AMPS process
would provide for resolution of a dispute at a screening review. If the screening decision
is contested, the individual can then request a hearing. Unlike the current POA system,
which provides for appeals and re-openings following a conviction, the decision at a
hearing in the AMPS program is final and subject to limited review.
Page 19 of 155
June 7, 2022 3 of 14 Report No. CS22-037
An AMPS program will provide for the same open, transparent, and objective process as
is currently in place with the POA system while maintaining the fundamental principles
of open court and due process.
Several municipalities across Ontario (i.e. Vaughan, Newmarket, Oshawa, Burlington,
Markham, Hamilton, Brampton, Mississauga, Oakville, Kitchener and Waterloo) have
implemented AMPS programs and all feedback received indicates that their processes
are running with increased efficiency and in a cost effective manner.
Aurora has partnered with the Town of Georgina and King Township to develop this
AMPS initiative, which is also proposed for both municipalities. Research and
development resources have been shared to date and the plan moving forward is to
share resources whenever possible. The development phase of the program began, in
earnest, in late 2021. Beyond Bylaw Services staff from the 3 municipalities, the project
has also involved staff input from Clerks, IT, Finance, Legal and Communications from
the respective municipalities.
Although AMPS can involve a variety of municipal by-law violations, staff are proposing
to commence the AMPS program with parking violations, which represents the single
largest volume of Court activity for Aurora. This is consistent with the approach of
many other municipalities. It is anticipated that other Aurora by-laws will transition into
the AMPS program in Q3 2023.
Analysis
The implementation of an AMPS By-law will make some alterations to the Town’s current
processes.
The following is an overview of how the proposed AMPS By-law will function:
1. The current process of physically issuing of parking ticket, now to be known as a
penalty notice, remains essentially the same.
In most situations, Bylaw Officers will still issue the penalty notice by personally serving
it to the driver of the vehicle or affixing it to the vehicle in violation. In some situations,
where Officer safety may be of concern, the AMPS system will provide Officers with the
opportunity of sending the penalty notice in the mail.
Page 20 of 155
June 7, 2022 4 of 14 Report No. CS22-037
2. Residents will be able to initiate their dispute resolution process in a faster
manner than the existing POA process while potentially reducing the need to take
time off and travel to the Regional courthouse.
When a resident wishes to dispute a penalty notice they’ve received, the resident will be
able to attend an Access Aurora counter, where they can schedule a date and time to
arrange a screening meeting. Screening meetings will occur at pre-determined dates
and times with a Screening Officer. To reduce the need for residents to take time off
work and travel to Town facilities, residents will be provided the option of conducting a
virtual screening whenever possible. In situations where a resident is unable to conduct
a virtual hearing, ex. Accessibility requirements, lack of internet access, etc. Town staff
will arrange for an in-person hearing date.
3. The Town’s Licensing and Court Administrator will be appointed as a Screening
Officer and will have the authority to conduct screening meetings.
Bylaw Services will utilize existing staff to administer the screening process of the
AMPS By-law. This can be achieved by shifting staff time away from the POA and court
system and reallocating the workload internally to the AMPS process. The AMPS
process will provide staff with increased discretion to resolve penalty notices. As an
example, this may include the potential to reduce the fine or provide for a payment
program, if appropriate. In comparison to the current POA process, residents’ only
options to resolve a parking ticket are to pay the fine amount or request a trial and
attempt to resolve the matter in Court.
4. Residents will have the opportunity to appeal decisions beyond their meeting
with the Town’s Screening Officer.
In situations where a resident is not satisfied with the outcome of a screening meeting,
they will have the opportunity to request a hearing. A hearing is similar to the process
of requesting a trial in a Provincial Offences Court, however it is contemplated that the
new hearings process will be less formal, less intimidating, and more timely.
5. Hearings Officer(s) will be appointed by the by way of Delegated Authority and
will adjudicate matters at a hearing.
Hearings Officers will be independent of Town staff and Council and are often retired
Justice of the Peace, Lawyers, Paralegals, etc. They will ensure that judicial best
practices are adhered to and residents are provided a fair and expedited hearing
process.
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6. Officers would not be required to attend Hearings meetings unless required by
the Hearings Officer.
When a Hearings Officer is conducting a hearing meeting, the investigating Officer is
not required to attend the meeting unless the Hearings Officer has requested his/her
attendance. As a result, this will free up staff resources so that Officers can remain in
the community to address resident concerns and complaints.
7. The process for collecting unpaid parking penalty notices will remain the same.
As in the current POA process, a penalty notice that remains unpaid, whether it goes
through the full adjudication process or not, will be sent to MTO and be applied to the
license plate of the subject vehicle at plate renewal.
Implementation of Screening and Hearing Officers are a required part of an AMPS
program.
Provincial regulations requires that any AMPS system must include a formalized two (2)
step resolution process for anyone wishing to dispute and resolve a parking violation.
These two (2) steps are known as a “screening” and a “hearing”. A By-law to establish
the position of screening officer and hearing officer, and to provide for appointment of
individuals as screening/hearing officers, is required.
Screening Process
The screening process will involve the penalty notice recipient attending a virtual
hearing or an in person meeting, during regular business hours, to request to speak to a
screening officer, regarding the ticket. The existing administrative staff within Bylaw
Services, along with the Officers and Managers, will be appointed as screenings
officers. The screening officer will discuss the circumstances regarding the ticket with
the person and provide his/her decision on how to resolve the ticket. As mentioned
earlier, there will be more options available to staff to facilitate resolution of the ticket.
If the recipient holder is satisfied with the decision, the matter is considered resolved
once he/she has paid any penalty amount that forms part of the resolution. Conversely,
if the ticket holder is not satisfied with the decision, he/she can request a hearing.
Hearing Process
Once a request for a hearing is received, staff will process the request, assign a hearing
date and inform the requestor. The hearings will take place virtually or in person at a
Town facility. At this time, staff anticipate there to be one (1) hearing date set each
month, with the option of sharing resources with participating N6 municipalities. While
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a Town of Aurora ticket holder is likely to be given a hearing date in Aurora as the first
option, he/she may be provided a date in Georgina or King Township, if it makes sense
to do so. Equally, Georgina or King Township ticket holders may attend a hearing in
Aurora if it makes sense to do so.
A hearing is presided over by a hearings officer. This person will be appointed by the
municipality and must not be a person who is currently employed by the municipality.
The Town will be represented in the hearing by a staff person who has knowledge of the
ticket being disputed. After hearing comments by both sides, the hearing officer will
render a decision that, once rendered, will be final and binding. If there is a monetary
penalty owed by the ticket holder, the matter is not considered resolved until such time
as the penalty amount is paid in full.
As required by the Regulation, staff have developed a draft Screening and Hearing
Officer By-law for Council’s consideration (Attachment 4 – Proposed Screening and
Hearing Officer By-law). The By-law provides for the appointment of Screening and
Hearing Officers and sets out restrictions on who can qualify for these positions, in
order to ensure the integrity of the process.
It is recommended that the appointment of screening officers be delegated to staff
similarly to the current process for Bylaw Officers and the appointment of Hearing
Officer(s) be delegated to the Clerks Office
The Administrative Monetary Penalty System will provide significant benefits to the Town
and our residents.
The implementation of an AMPS program will provide significant benefits to residents,
businesses, and the Town. The following points provide a brief explanation of these
benefits:
1. The program will enhance customer service and will be less intimidating than the
existing Provincial Offences Court process.
By implementing the AMPS process, staff will be able to conduct screenings and
hearings internally. This will allow residents to dispute their concerns at a local level
and remove the lengthy delays experienced in the Court system.
2. Staff will have increased flexibility and discretion to attempt to resolve parking
disputes over issued parking penalty notices.
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The proposed screening process, which will be available to residents remotely and in
person, will allow staff to attempt to resolve parking disputes in the early stages of the
process. By doing so, the need for residents to incur added costs and/or time will be
reduced as they will no longer need to attend court on multiple dates.
3. Removing parking tickets from the Court process will allow the Regional Court
Administration to reallocate Court time and resources, to address other
pressures.
Due to the backlog created during the COVID-19 pandemic, coupled with existing pre-
pandemic delays, the Provincial Court system is exploring opportunities to modernize
the delivery of court services in Ontario. This includes encouraging municipalities to
implement AMPS processes for minor offences such as parking violations.
4. AMPS will provide for less formal hearings at a local level while upholding
existing requirements under the Statutory Powers Procedure Act and the Policies
to be established in accordance with the Regulation.
AMPS implementation will allow for a friendlier, less intimidating, and more effective
hearing process while also ensuring legislative requirements under the Statutory
Powers Procedure Act are adhered to. Staff will also be implementing additional
policies to ensure compliance with the Act and to maintain the integrity of the AMPS
processes.
5. Hearings under the AMPS system will be within the Town’s control and will not
be dependant on pre-determined court schedules at the Region.
With the volume of POA charges before the court system, the wait time for an initial
Court date can be as much as 8 to 9 months. Under the AMPS program, staff anticipate
a significantly reduced wait time of approximately 2-3 months. It is anticipated that the
efficiencies found will also reduce current administrative impacts as tickets will be
resolved sooner.
6. The AMPS system will provide an opportunity to mitigate certain enforcement
safety concerns.
The AMPS system provides frontline Officers options to mitigate safety concerns
relating to enforcement issues. This includes parking enforcement in school zones and
fire route offences. The current Provincial Offences Act requires that a parking ticket be
placed on the vehicle or served on the person at the time of the offence. There are
times when this requirement can result in safety concerns, particularly when the driver
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of the vehicle leaves the area quickly. The AMPS program provides the opportunity for
a ticket to be mailed to the driver after the fact.
The proposed AMPS program will implement minor fees which have been benchmarked
with municipalities across the GTA.
The Provincial Offences Act currently provides for fail to respond fees and plate denial
fees. Under this system, as prescribed by provincial legislation, these fees are shared
between the municipality, the Region and the Ministry of Transportation. Under the
AMPS program, the Town would establish the fees to be imposed on late/defaulted
penalties, and all such fees will remain with the municipality. As such, an increase in
revenues is anticipated. Fees proposed are described in Attachment 2 – Proposed
AMPS Fee Schedule
Attachment 2 – Proposed AMPS Fee Schedule indicates that the fees proposed by staff
are in line with those in place in other municipalities. The following is a brief
explanation of each fee:
- MTO search fee – the Town currently pays a fee of $8.25 to the
Ministry of Transportation for every request for license plate
ownership that is sent to them. The ownership request is only
submitted when a person has failed to respond to their ticket within
a prescribed time. The purpose of the request is to mail out
reminder notices. Under the current system, the Town does not
have a way to recover costs associated with this fee as final
adjudication is handled by the Regional Municipality of York. Under
AMPS, this fee will be added to the face value of the outstanding
ticket for each request, along with a nominal administrative fee;
- Late Fee Parking – this fee would be added to the face value of the
penalty notice for parking contraventions when a person fails to
respond or to pay within the required time, after having been given
time to do so and after having received a mailed reminder notice of
the outstanding ticket. It should be noted that the initial timeframe
provided for a person to respond to the penalty notice under AMPS
will be increased from the current 15 days to 30 days. This provides
added opportunity for the offender to make payment or choose a
screening, without incurring any fees.
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The current late fee of $16 is imposed when a person fails to
respond to a parking ticket. This amount is prescribed by legislation
under the POA and has been in place for over 20 years. The $16 fee
is currently shared with the Region. This fee does not reflect the
increase in administration costs related to tracking and processing
defaulted tickets, over the years. Municipalities do not have any
discretion to adjust fees under the POA system. Staff are
proposing a fee of $25, which is in line with other municipalities, to
account for increased costs administrative costs. Further, this fee
must act as a deterrent for failing to respond to a penalty notice
and/or an incentive to respond within the prescribed time;
- Late Fee Other By-laws – this fee would be added to the face value
of the penalty notice for non-parking by-laws when a person fails to
respond or to pay within the required time, after having been given
time to do so and after receiving a mailed reminder notice of the
outstanding penalty notice. It should be noted that the initial
timeframe provided for a person to respond to the penalty notice
under AMPS will be increased from the current 15 days to 30 days.
This provides added opportunity for the offender to make payment
or choose a screening, without incurring any fees;
- Screening Non-Appearance Fee – This fee would be added to the
face value of the penalty in situations where an individual has
requested a screening review hearing and fails to show up. This fee
is considered cost recovery for the staff time and resources
required to schedule and prepare for the screening review;
- Hearing Non-Appearance Fee – This fee would be added to the face
value of the penalty in situations where an individual has requested
a hearing and fails to appear. The Town will be required to cover all
costs related to hearings. Therefore, if someone fails to show up
for their appointed time, the Town will incur costs related to this
process and the individual would be assessed a non-appearance
fee. This fee can be considered a carryover from the current
system within the POA, as it is an already prescribed non-
appearance fee;
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June 7, 2022 10 of 14 Report No. CS22-037
- Plate Denial Fee – This fee will be applied in situations when a
person has failed to resolve their ticket appropriately, after all
options and dispute resolution mechanisms have been made
available. The plate denial process has been in place for many
years and currently a portion of this fee has been provided to the
municipality, under the POA legislation. As such, this reflects a fee
under the current system.
It is important to understand the rationale for these fees being in place. When a person
fails to respond to a parking ticket issued within the appropriate time frame, there are
administrative costs associated with the municipality having to receive license plate
information, send out reminder notices, etc. These administrative costs can increase
the longer a ticket remains unresolved, up to and including sending the license plate and
related information to the Ministry for the plate denial process to be applied. These
costs should not be absorbed by the tax base revenue for situations where someone
has failed to respond to their obligations, after receiving a penalty notice.
It is also important to note that the AMPS processes being proposed by staff will
provide for more time to respond to the notice before late fees are applied, than is
currently allowed under the prescribed system.
An AMPS implementation working group (AIWG) has been established with neighbouring
municipalities.
The AMPS Implementation Working Group (AIWG) was formed in late 2021, with the
objective of investigating AMPS. The (AIWG) are collectively recommending moving
away from processing municipal by-law infractions through the Provincial Offences Act,
to the Administrative Monetary Penalty System.
Staff members from the Towns of Aurora, King, and Georgina, engaged a consultant from
Municipal Compliance Solutions with an objective of researching and developing an
AMPS framework. This collaborative approach between participating N6 municipalities
is expected to minimize impacts on the courts, streamline and enhance customer service,
and identify future opportunities for resource sharing in the participating municipalities.
To ensure local consistency and adherence to best practices, the AIWG has sought
support and advice from both the Town of Newmarket, and City of Vaughan on best
practices and procedures.
An amendment to the Town’s Parking and Traffic By-law No. 4574-04.P is required to allow
for the issuance of penalty notices.
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In order for Bylaw Services to issue penalty notices under the proposed AMPS By-law,
an amendment is required in the existing Parking and Traffic By-law No. 4574.04.P. As a
result, the parking provisions contained therein will no longer be subject to the
Provincial Offences Act, but will be governed by the AMPS process.
The amendments to this by-law, will come into effect on the commencement of the
AMPS program. All tickets issued prior to that time will continue to be adjudicated
under the existing POA system until their completion.
Attached, for Council’s consideration, is a draft by-law amendment (Attachment 3 –
Draft Parking By-law Amendment) to amend the Parking and Traffic By-law No. 4574-
04.P. All other elements of the by-law remain the same and enforcement practices will
remain unchanged.
Staff are recommending a phased implementation approach for non-parking related by-
laws
Bylaw Services in conjunction with the Town’s AMPS consultant are recommending a
phased implementation for non-parking by-laws. Staff believe that a phased
implementation approach will allow for a clear public communication campaign, an
opportunity to address any issues that arise, and refinement of best practices.
Beginning in early Q2 2023, staff will begin transitioning the Town’s remaining
applicable by-laws to the AMPS system.
Advisory Committee Review
N/A
Legal Considerations
The Regulation requires a municipality establishing an AMPS program for parking to
pass an AMPS By-law, which designates the parking by-laws and provisions to which
AMPS will apply, and establishes the adjudication process. The POA will no longer apply
to the designated parking by-laws/provisions for new offences once the AMPS program
is implemented. In its place will be an adjudication process that is designed to be more
flexible, efficient, and expedient for residents.
In addition, to implement the proposed AMPS program, Council will be required to enact
a Screening and Hearing Officers Bylaw to establish and appoint these officers and
amend the Town’s Parking Control By-law to designate certain provisions to be
governed by the AMPS process as opposed to under the Provincial Offences Act.
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June 7, 2022 12 of 14 Report No. CS22-037
Lastly, a policy is also required to implement the program, which will be approved by the
CAO in accordance with the Town’s delegated authority by-law.
Financial Implications
All AMPS Program implementation costs, such as project management, software
upgrades and the redesign of forms and tickets will be funded through capital project
no. 24029’s existing approved capital budget authority of $150,000 which is mostly
funded through provincial grants.
It is the Town’s objective to deliver the new AMPS program, if approved, with its existing
approved positions. The AMPS will require an estimated maximum ongoing incremental
operating cost of approximately $6,000 for Hearings Officers (third party contractors)
who will adjudicate parking hearings. It is anticipated that the Hearing Officers would
be shared between Aurora, King and Georgina, and that hearings would take place
approximately once per month with each municipality bearing their respective cost of
hearings.
The implementation of an AMPS program will not significantly alter our current process
for how parking tickets (now penalty notices) are issued, nor will it have any impact on
the number of parking tickets issued. However, staff anticipate an increase in parking
fine revenue as it relates to the collection of newly proposed late fees and charges that
the Town would implement as part of its AMPS program. Unlike the existing POA
system, the Town will be able to keep 100 percent of its penalty notice revenues rather
than having to share it with York Region and the Province. All of the AMPS program
proposed fees and charges can be found under Attachment 2 – Proposed AMPS Fee
Schedule . Staff are confident that these revenues will adequately cover any arising
incremental operating costs from this program for the remainder of this year. Upon
implementation, staff will monitor and evaluate late fee revenues and incorporate any
revenue adjustments into an upcoming budget process.
Under the current POA system, municipalities are required to obtain approval from the
Ministry of the Attorney General to implement new or revise existing parking
fines. Under the AMPS program, this requirement is eliminated, Council has the
authority to approve any new, or revise any existing, penalty (fine), as a Schedule to the
AMPS By-law. At this time staff are not recommending any adjustments to the existing
schedule of fines, all applicable fines and charges will remain unchanged under the new
AMPS By-Law as they are currently presented under the existing Parking By-Law.
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June 7, 2022 13 of 14 Report No. CS22-037
Communications Considerations
A communications plan will be developed to inform, provide information and generate
awareness to the public.
Climate Change Considerations
The recommendations in this report may reduce greenhouse gas emissions because of
a reduction in travel due to the proposed virtual hearing and screening process(s).
Link to Strategic Plan
The Administrative Monetary Penalty System (AMPS) By-law supports the Strategic
Plan Goals of Supporting an Exceptional Quality of Life for all and investing in
sustainable infrastructure.
Alternative(s) to the Recommendation
1. Council provide direction to staff
Conclusions
It is staff’s opinion that implementing an AMPS process, as outlined in this report, to
transition the parking ticket adjudication process away from the formalized process
prescribed by the POA, will be a significant improvement in customer service. In
essence, the current “legal” process will be eliminated, in favour of an enhanced dispute
resolution mechanism.
Attachments
Attachment 1- AMPS Procedural By-law Draft
Attachment 2 – Proposed AMPS Fee Schedule
Attachment 3 – Draft Parking By-law Amendment
Attachment 4 – Proposed Screening and Hearing Officer By-law
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June 7, 2022 14 of 14 Report No. CS22-037
Previous Reports
N/A
Pre-submission Review
Agenda Management Team review on May 19, 2022
Approvals
Approved by Techa van Leeuwen, Director, Corporate Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 31 of 155
The Corporation of the Town of Aurora
By-law Number ____-22
Being a By-law to ______in the Town of Aurora.
WHEREAS Section 102.1 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended (the
“Municipal Act, 2001”) and O. Reg. 333/07, as amended, authorize The Corporation of the
Town of Aurora to establish an administrative penalty system requiring a person to pay
an administrative penalty for a contravention of any By-law respecting the parking,
standing or stopping of vehicles;
AND WHEREAS the purpose of the system of administrative penalties established by the
municipality shall be to assist the municipality in regulating the flow of traffic and use of
land, including highways, by promoting compliance with its by-laws respecting the
parking, standing or stopping of motor vehicles
AND WHEREAS the Council of The Corporation of the Town of Aurora considers it
desirable to provide for a system of administrative penalties and administrative fees for
the designated Town by-laws, or portions of the designated Town by-laws set out
herein;
NOW THEREFORE the Council of The Corporation of the Town of Aurora enacts as
follows:
1.0 TITLE
1.1 This By-law shall be known and cited as the “Parking Administrative Penalty By-
law”.
2.0 DEFINITIONS
2.1 Where words and phrases used in this By-law are not defined herein but are
defined in the Highway Traffic Act, R.S.O. 1990, c. H. 8, as amended from time to
time or any successor thereof (the HTA), the definitions in the HTA shall apply.
2.2 In this By-law:
“Administrative Fee” – means any fee(s) specified in Schedule “B” of this By-law,
as may be amended from time to time;
“Administrative Penalty“ – means an administrative penalty as set out in
Schedule “A” of this By-law, for a contravention of a Designated By-law;
“Clerk“– means the Town Clerk, or anyone designated by the Town Clerk to
perform his or her duties pursuant to this By-law;
“Designated By-law“– means a Town by-law, or a part or provision of a Town by-
law, to which this Parking Administrative Penalty By-law applies, as designated
under this By-law and listed in the attached Schedule “A”;
“Director“ – means the department head responsible for the Bylaw Services
division of the Town, or his/her designate or successor.
“Effective Date of Service“ – means the date on which service of a Penalty
Notice is deemed to be effective in accordance with this By-law;
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By-law Number _____-22 Page 2 of 15
“Fees & Charges By-law“ – means the Fees & Charges By-law of the Town, as
may be amended from time to time, or any successor thereof;
“Hearing Decision“ – means the decision of a Hearing Officer, as set out in
Section 6.14;
“Hearing Non-Appearance Fee“ – means an Administrative Fee established by
the Town from time to time in respect of a Person’s failure to appear at the time
and place scheduled for a hearing before a Hearing Officer, as listed in Schedule
“B”;
“Hearing Officer“ – means any person appointed by the Town from time to time
pursuant to the Screening and Hearing Officer By-law, to perform the functions of
a hearing officer in accordance with this By-law;
“Holiday“ – means a Saturday, Sunday and any statutory holiday in the Province
of Ontario or any day on which the offices of the Town are officially closed for
business;
“Late Payment Fee“ – means an Administrative Fee established by the Town
from time to time in respect of a Person’s failure to pay an Administrative Penalty
within the time prescribed in this By-law, as listed in Schedule “B”;
“MTO Search Fee“ – means an Administrative Fee established by the Town from
time to time for any search of the records of, or any inquiry to, the Ontario
Ministry of Transportation, or related authority, for the purposes of this By-law, as
listed in Schedule “B”;
“NSF Fee“ – means a fee established by the Town, as set out in the Fees &
Charges By-law, in respect of any payment to the Town from a Person, for which
there are insufficient funds available or the transaction is declined;
“Officer“ – means a person appointed by the Town as a Municipal Law
Enforcement Officer and any police officer;
“Owner“ – means the Person whose name appears on the permit for the vehicle
as provided by the Ontario Ministry of Transportation, and if the vehicle permit
consists of a vehicle portion and a plate portion and different Persons are named
on each portion, the Person whose names appears on the plate portion;
“Penalty Notice“ – means a notice as described in Section 4.0 of this By-law;
“Penalty Notice Date“ – means the date of the contravention;
“Penalty Notice Number“ – means the reference number specified on the
Penalty Notice that is unique to that Penalty Notice, pursuant to Subsection
4.3(b) of this By-law;
“Person“ – includes an individual, sole proprietorship, partnership, limited
partnership, trust or corporation, or an individual in his or her capacity as a
trustee, executor, administrator or other legal representative;
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By-law Number _____-22 Page 3 of 15
“Plate Denial Fee“ – means an Administrative Fee established by the Town from
time to time, in relation to plate denial in accordance with Section 9.6?? of this
By-law, as listed in Schedule “B”;
“Provincial Offences Act“ – means the Provincial Offences Act, R.S.O., 1990, c. P.
33, as amended from time to time, or any successor thereof;
“Regulation“ – means O. Reg. 333/07, made under the Municipal Act, 2001, as
amended from time to time, or any successor thereof;
“Screening and Hearing Officer By-law“ – means By-law No. ________ of the
Town, as amended from time to time, or any successor thereof;
“Screening Decision“ – means the decision of a Screening Officer, as set out in
Section 5.8 of this By-law;
“Screening Officer“ – means any person appointed by the Town from time to
time pursuant to the Screening and Hearing Officer By-law, to perform the
functions of a screening officer pursuant to this By-law;
“Statutory Powers Procedure Act“ – means the Statutory Powers Procedure Act,
R.S.O. 1990, c. S. 22, as amended from time to time, or any successor thereof;
and
“Town“ – means The Corporation of the Town of Aurora and/or the geographical
limits of the Town of Aurora, depending on the context of the provision in which
the term appears;
3.0 APPLICATION OF THIS BY-LAW
3.1 The Town’s By-laws, or portions of Town By-laws, listed in the attached Schedule
“A” of this By-law shall be Designated By-laws for the purposes of Section 102.1
of the Municipal Act, 2001 and paragraph 3(1)(b) of the Regulation.
3.2 The attached Schedule “A” of this By-law sets out the Administrative Penalty, and
includes short form wording to be used on Penalty Notices, for the
contraventions of Designated By-laws.
3.3 The attached Schedule “B” of this By-law sets out the Administrative Fees
imposed for purposes of this By-law.
3.4 Despite any other provision of a Town By-law, the Provincial Offences Act does
not apply to a contravention of a Designated By-law.
4.0 PENALTY NOTICE
4.1 If a vehicle has been left parked, standing or stopped in contravention of a
Designated By-law the Owner of the vehicle shall, upon issuance of a Penalty
Notice in accordance with this By-law, be liable to pay to the Town an
Administrative Penalty in the amount specified in Schedule “A”, and shall be
liable to pay to the Town any Administrative Fees in accordance with this By-law.
4.2 An Officer who has reason to believe that a Person has contravened a
Designated By-law may issue a Penalty Notice in accordance with this By-law.
4.3 The Penalty Notice shall include the following information:
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By-law Number _____-22 Page 4 of 15
a) The Penalty Notice Date;
b) The Penalty Notice Number;
c) The short form wording for the contravention;
d) The amount of the Administrative Penalty;
e) Time for payment of the Administrative Penalty, which shall be 15 calendar
days from the Effective Date of Service;
f) Information respecting the process by which the Person may pay the
Administrative Penalty or request a review of the Administrative Penalty;
g) A statement advising that an Administrative Penalty will constitute a debt of
the Owner to the Town; and
h) The name and identification number of the Officer issuing the Penalty Notice
5.0 REVIEW BY SCREENING OFFICER
5.1 A Person who is served a Penalty Notice may, within 30 calendar days after the
Effective Date of Service, request, in accordance with Section 5.3 of this By-law,
that the Administrative Penalty be reviewed by a Screening Officer.
5.2 A Person who is served a Penalty Notice may, in accordance with Section 5.3 of
this By-law, request that the Screening Officer extend the time to request a review
to 60 calendar days after the Effective Date of Service, failing which the
Administrative Penalty shall be deemed to be affirmed in accordance with
Section 5.6 of this By-law.
5.3 A request for a review, or for an extension of time to request a review, shall be in
the form and manner as determined by the Director from time to time, and shall
include the Penalty Notice Number and the Person’s contact information. Where
a request is made by a Person who is not the Owner, the Person shall submit with
the request an authorized agent/representative form, in the form as determined
by the Director from time to time. Incomplete forms or forms not submitted in
the form and manner as determined by the Director may not be accepted or
processed, at the discretion of the Director.
5.4 The Screening Officer may only extend the time to request a review of the
Administrative Penalty when the Person requesting the extension demonstrates,
on a balance of probabilities, extenuating circumstances that warrant the
extension of time. The Screening Officer will consider the request for extension
before reviewing the Administrative Penalty.
5.5 Where an extension of time to request a review is not granted by the Screening
Officer, the Administrative Penalty and any applicable Administrative Fees shall
be deemed to be affirmed, and shall not be subject to review.
5.6 Where neither a review nor an extension of time for review are requested in
accordance with this By-law, or where the Person fails to request a review within
any extended period of time granted by the Screening Officer:
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By-law Number _____-22 Page 5 of 15
a) The Person shall be deemed to have waived the right to a screening and a
hearing;
b) The Administrative Penalty, and any applicable Administrative Fees, shall
be deemed to be affirmed; and
c) The Administrative Penalty, and any applicable Administrative Fees, shall
not be subject to review.
5.7 On a review of an Administrative Penalty, the Screening Officer may affirm the
Administrative Penalty, including any applicable Administrative Fees, or the
Screening Officer may cancel, reduce or extend the time for payment of the
Administrative Penalty, including any applicable Administrative Fees, on the
following grounds:
a) Where the Screening Officer is satisfied, on a balance of probabilities, that
the vehicle was not parked, standing or stopped in contravention of the
Designated By-law as set out in the Penalty Notice; or
b) Where the Screening Officer is satisfied, on a balance of probabilities, that
the cancellation, reduction or extension of the time for payment of the
Administrative Penalty, including any applicable Administrative Fees, is
necessary to reduce any undue hardship.
5.8 Every Person who has a review by the Screening Officer shall be served with a
copy of the Screening Decision within 15 calendar days of the screening review,
in accordance with Section 7.2 of this by-law.
6.0 REVIEW BY HEARING OFFICER
6.1 Any Person to whom a Screening Decision is issued may request a review of the
Screening Decision by a Hearing Officer, in accordance with Section 6.3, within
30 calendar days after the date on which the Screening Decision was issued.
6.2 A Person to whom a Screening Decision is issued may, in accordance with
Section 6.3, request that the Hearing Officer extend the time to request a review
of the Screening Decision to 60 calendar days after the date on which the
Screening Decision was issued, failing which, the Screening Decision shall be
deemed to be affirmed in accordance with Section 6.6 of this By-law.
6.3 A request for a review by the Hearing Officer, or for an extension of time to
request a review before the Hearing Officer, shall be in the form and manner as
determined by the Director from time to time, and shall include the Penalty Notice
Number and the Person’s contact information. Where a request is made by a
Person who is not the Owner, the Person shall submit with the request an
authorized agent/representative form, in the form as determined by the Director
from time to time. Incomplete forms or forms not submitted in accordance with
the form and manner as determined by the Director may not be accepted or
processed, at the discretion of the Director.
6.4 The Hearing Officer may only extend the time to request a review of the
Screening Decision where the Person requesting the extension demonstrates, on
a balance of probabilities, extenuating circumstances that warrant the extension
Page 36 of 155
By-law Number _____-22 Page 6 of 15
of time. The Hearing Officer will consider the request for extension before
reviewing the Screening Decision.
6.5 Where an extension of time for a hearing review is not granted by the Hearing
Officer, the Screening Decision shall be deemed to be affirmed, and shall not be
subject to review.
6.6 Where neither a hearing review nor an extension of time for a hearing review are
requested in accordance with this By-law, or where the Person fails to request a
hearing review within any extended period of time granted by the Hearing Officer:
a) The Person shall be deemed to have waived the right to a hearing review;
b) The Screening Decision shall be deemed to be affirmed; and
c) The Screening Decision shall not be subject to review.
6.7 A Person requesting a review by the Hearing Officer in accordance with this By-
law shall be given at least 30 calendar days’ notice of the date, time and place for
the review by the Hearing Officer.
6.8 On a review of the Screening Decision, the Hearing Officer may affirm the
Screening Decision, or the Hearing Officer may cancel, reduce or extend the time
for payment of the Administrative Penalty, including any applicable
Administrative Fees, on the following grounds:
a) Where the Hearing Officer is satisfied, on a balance of probabilities, that
the vehicle was not parked, standing or stopped in contravention of the
Designated By-law set out in the Penalty Notice; or
b) Where the Hearing Officer is satisfied, on a balance of probabilities, that
the cancellation, reduction or extension of the time for payment of the
Administrative Penalty, including any Administrative Fees, is necessary to
reduce any undue hardship.
6.9 A Hearing Officer shall not make any decision respecting a review of the
Screening Decision unless the Hearing Officer has given the Person, and the
Town an opportunity to be heard.
6.10 The hearing shall be subject to the Statutory Powers Procedure Act.
6.11 The Hearing Officer may consider and rely on a certified statement of an Officer,
including but not limited to, certified photographs taken by an Officer. For this
purpose, the Penalty Notice, signed by the Officer, shall constitute a certified
statement of the Officer.
6.12 In addition to anything else that is admissible as evidence in accordance with the
Statutory Powers Procedure Act, the materials referred to in Section 6.11 are
admissible as evidence as proof of the facts contained therein, in the absence of
evidence to the contrary.
6.13 If evidence referred to in Section 6.11 is being admitted at a hearing, the Hearing
Officer shall not adjourn the hearing for the purpose of having the Officer attend
to give evidence unless the Hearing Officer is satisfied that the oral evidence of
the Officer is necessary to ensure a fair hearing.
Page 37 of 155
By-law Number _____-22 Page 7 of 15
6.14 The Person who requested the hearing shall be served with a copy of the Hearing
Decision within 15 calendar days of the hearing review.
6.15 The decision of a Hearing Officer is final.
6.16 Where notice has been given in accordance with this By-law, and the Person fails
to appear at the time and place scheduled for a review by the Hearing Officer:
a) The Person shall be deemed to have abandoned the hearing;
b) The Screening Decision shall be deemed to be affirmed; and
c) The Person shall pay to the Town a Hearing Non-Appearance Fee, in
addition to any other fees payable pursuant to this By-law
7.0 SERVICE OF DOCUMENTS
7.1 Service of a Penalty Notice in any of the following ways is deemed effective:
a) Affixing it to the vehicle in a conspicuous place at the time of the
contravention;
b) Delivering it personally to the operator of the vehicle or the person having
care and control of the vehicle at the time of the contravention;
c) Mailing it by regular mail to the Owner at the address as set out on the
ownership as soon as reasonably practicable after the contravention; or
d) Delivering it personally to an occupant at the address of the Owner as set
out on the ownership, who appears to be at least 16 years of age, as soon
as reasonably practicable after the contravention.
7.2 Service of any document other than a Penalty Notice may be made by:
a) delivering it personally to the Person who requested the screening or
hearing review, in the case of a Screening Decision or Hearing Decision; or
b) for any document, including a Screening Decision or Hearing Decision:
i) delivering it by hand to an occupant at the last known address of the
Owner, who appears to be at least 16 years of age; or
ii) delivering it by regular mail to the Owner at the last known address of
the Owner.
7.3 For purposes of this By-law, the last known address of the Owner shall be the
address as set out on the vehicle ownership or, where an updated address has
been provided in writing by the Owner to the Bylaw Services Department of the
Town at the time of service, such updated address.
7.4 Any Penalty Notice or document sent in writing to the Owner by regular mail, as
set out in this By-law, is deemed to have been served on the fifth (5th) calendar
day after the date of mailing.
Page 38 of 155
By-law Number _____-22 Page 8 of 15
7.5 Any Penalty Notice affixed to the vehicle to which it applies, or any Penalty Notice
or document delivered personally in accordance with this By-law, is deemed to
have been served on the date and time of such delivery.
7.6 Service on a Person who is not the Owner, in accordance with this By-law,
including service of a Screening Decision or Hearing Decision by handing it to the
Person, shall be deemed to be service on the Owner.
8.0 ADMINISTRATION
8.1 The Director may:
a) Designate areas within the Town, and times, for conducting reviews and
hearings under this By-law;
b) Prescribe all forms, notices, including the Penalty Notice, guidelines,
processes and procedures, necessary to implement the By-law and the
administrative penalty system, and to amend such forms, notices,
guidelines, procedures and processes from time to time as the Director
deems necessary; and
c) Amend the Administrative Fees, as may be necessary to reflect changes in
fees imposed by the Province of Ontario in relation to the administration
of the administrative penalty system.
9.0 GENERAL PROVISIONS
9.1 A Penalty Notice that is paid prior to a screening review shall be deemed as final
and will not be subject to screening, unless there is an error on the face of the
Penalty Notice as determined by the Director.
9.2 Unless otherwise stated in this By-law, an Administrative Penalty is due and
payable within 15 calendar days following the Effective Date of Service.
9.3 Where an Administrative Penalty, including any Administrative Fees, is affirmed
or reduced by a Screening Officer or a Hearing Officer, the Administrative Penalty
and any Administrative Fees shall be due and payable on the date specified in the
Screening Decision or Hearing Decision, as the case may be.
9.3 Where an Administrative Penalty is not paid within 15 calendar days after it
becomes due and payable, the Owner of the vehicle in respect of which the
Penalty Notice was issued shall pay to the Town an MTO Search Fee.
9.4 Where an Administrative Penalty is not paid within 45 calendar days after it
becomes due and payable, the Owner of the vehicle in respect of which the
Penalty Notice was issued shall pay to the Town, in addition to any other fees, a
Late Fee.
9.5 Notwithstanding Sections 9.3 and 9.4 of this By-law, where an Administrative
Penalty is not paid within 15 calendar days after it becomes due and payable in
accordance with a Hearing Decision, the Owner of the vehicle in respect of which
the Penalty Notice was issued shall pay to the Town, in addition to any other
fees, an MTO Search Fee and a Late Fee.
9.6 Where an Administrative Penalty and any Administrative Fees are not paid within
60 calendar days after they become due and payable, the Town may:
Page 39 of 155
By-law Number _____-22 Page 9 of 15
a) notify the Registrar of Motor Vehicles of the default and the Registrar shall
not validate the permit of a person name in the default notice nor issue a new
permit to that person, in respect of the vehicle to which the Administrative
Penalty and Administrative Fees apply, until the penalty is paid, and the Owner
of the vehicle in respect of which the Penalty Notice was issued shall, in
addition to any other fees, pay to the Town a Plate Denial Fee; and
b) pursue any other collection mechanisms available to the Town pursuant to
the Regulation or at law.
9.7 Where a person provides a method of payment to the Town for payment of any
Administrative Penalty or Administrative Fee, which has insufficient funds
available in the account on which the instrument was drawn, the Owner shall, in
addition to any other fees, be liable to pay to the Town an NSF Fee.
9.8 All amounts due and payable to the Town pursuant to this By-law constitute a
debt to the Town owed by the Owner of the vehicle in respect of which the
Penalty Notice was issued.
9.9 Where a person makes a request for an extension of time for payment, and the
request is granted, the date on which the Administrative Penalty is due and
payable shall be the date established in accordance with the extension of time,
and:
a) the Penalty Notice will not be subject to the Late Payment Fee or the MTO
Search Fee, until the time for payment has expired, and then in accordance
with the provisions herein; and
b) the enforcement mechanisms available to the Town shall be suspended
until the extension of time has expired, and then shall apply in accordance
with the provisions herein.
9.10 Where an Administrative Penalty is cancelled by a Screening Officer or a Hearing
Officer, any Administrative Fee is also cancelled.
9.11 Where a Person has paid an Administrative Penalty or an Administrative Fee that
is cancelled or reduced by a Screening Officer or Hearing Officer, the Town shall
refund the amount cancelled or reduced.
9.12 Where the Person served with a Penalty Notice or issued a Screening Decision is
not the Owner, the Owner may exercise any right that such Person may exercise
under this By-law.
9.13 No Officer may accept payment in respect of an Administrative Penalty or
Administrative Fee.
9.14 Payments of an Administrative Penalty or Administrative Fee must be received
by the date on which they are due and payable (or any extended due date in
accordance with this By-law), and will not be credited until received by the Town.
9.15 Any time limit that would otherwise expire on a Holiday is extended to the next
day that is not a Holiday.
9.16 Any schedule attached to this By-law forms part of this By-law.
10.0 SEVERABILITY
Page 40 of 155
By-law Number _____-22 Page 10 of 15
10.1 Should any provision, or any part of a provision, of this By-law, be declared
invalid, or to be of no force and effect, by a court of competent jurisdiction, it is
the intent of Council that such a provision, or part of a provision, be severed from
this By-law and every other provision of this By-law shall be applied and enforced
in accordance with its terms to the extent possible according to law.
11.0 OFFENCES
11.1 No Person shall:
a) make a false, misleading or fraudulent statement in relation to a Penalty
Notice, or on any form submitted to the Town in relation to a Penalty
Notice; or
b) obstruct an Officer exercising any authority under this By-law.
11.2 No Person shall attempt, directly or indirectly, to communicate with a Screening
Officer or Hearing Officer for the purpose of influencing or interfering, financially,
politically or otherwise with, the Screening Officer or Hearing Officer respecting a
Penalty Notice and/or respecting a power of decision in a proceeding that is or
will be pending before a Screening Officer or Hearing Officer, except:
1. A Person who is entitled to be heard in the proceeding or the Person’s
lawyer, licensed paralegal or authorized representative; and
2. Only by that Person or the Person’s lawyer, licensed paralegal or
authorized representative during the hearing of the proceeding in
which the issues arises.
Nothing in this Section prevents a Screening Officer or a Hearing Officer from
seeking or receiving legal advice.
11.3 Any Person who contravenes Sections 11.1 and 11.2 is guilty of an offence and,
upon conviction, is liable to a fine as provided for in the Provincial Offences Act.
12.0 EFFECTIVE DATE
12.1 This By-law shall come into force and effect on ______2022.
Enacted by Town of Aurora Council this ___ day of May, 2022.
___________________________________
Tom Mrakas, Mayor
___________________________________
Michael de Rond, Town Clerk
Page 41 of 155
By-law Number _____-22 Page 11 of 15
Page 42 of 155
By-law Number _____-22 Page 12 of 15
SCHEDULE “A”
DESIGNATED BY-LAW
1. Parking and Traffic Control By-law No. 4574-04.T.
1. SHORT FORM WORDINGS AND ADMINISTRATIVE PENALTIESThe provisions of
the Parking and Traffic Control By-law No. 4574-04.T., as amended, listed in
Column 2 of the following table are designated provisions.
2. Column 3 in the following table sets out the short form wording to be used in a
Penalty Notice for the contravention of the designated provisions listed in
Column 2.
3. Column 4 in the following table sets out the early Administrative Penalty amount
that is payable for a contravention of the designated provision listed in Column 2
for the matter(s) identified in Column 3.
4. Column 5 in the following table sets out the set Administrative Penalty amount
that is payable for a contravention of the designated provision listed in Column 2
for the matter(s) identified in Column 3
PARKING AND TRAFFIC CONTROL BY-LAW NO. 4574-04.T, AS AMENDED
COLUMN
1
ITEM
COLUMN 2
DESIGNATED
PROVISION
COLUMN 3
SHORT FORM WORDING
COLUMN 4
EARLY
PENALTY
AMOUNT
COLUMN 5
SET
PENALTY
AMOUNT
1 3.1.1 (a) (i) Improper parallel parking –
raised curb
$20.00 $30.00
2 3.1.1 (a) (ii) Improper parallel parking –
rolled curb/no curb
$20.00 $30.00
3 3.2 (a) (i) Park obstruct private
roadway
$35.00 $50.00
4 3.2 (a) (ii) Park within 60cm of
driveway
$40.00 $60.00
5 3.2 (a) (iii) Park within 3m of fire
hydrant
$65.00 $100.00
6 3.2 (a) (iv) Park within 15m of an
intersecting roadway
$35.00 $50.00
7 3.2 (a) (v) Park within 15m of a
railway
$35.00 $50.00
8 3.2 (a) (vi) Park displaying vehicle for
sale
$40.00 $60.00
Page 43 of 155
By-law Number _____-22 Page 13 of 15
9 3.2 (a) (vii) Park
washing/greasing/repairing
vehicle
$35.00 $50.00
10 3.2 (a) (viii) Park alongside tracks of a
railway
$35.00 $50.00
11 3.2 (a) (ix) Park preventing removal of
another vehicle
$35.00 $50.00
12 3.2 (a) (x) Park obstruct a crosswalk
or crossover
$50.00 $75.00
13 3.2 (a) (xi) Park interfere with traffic $50.00 $75.00
14 3.2 (a) (xii) Park within 152m of a fire
fighting apparatus
$85.00 $125.00
15 3.2 (a) (xiii) Park on a bridge $35.00 $50.00
16 3.2 (a) (xiv) Park on a boulevard $35.00 $50.00
17 3.2 (a) (xv) Park interfere with snow
clearing
$50.00 $75.00
18 3.2 (b) Park commercial vehicle on
any highway
$50.00 $70.00
19 3.3 (a) (i) Park within 30m of
intersection/signs
$35.00 $50.00
20 3.3 (a) (ii) Park within 8m/30m of fire
hall
$35.00 $50.00
21 3.3 (a) (iii) Park within turning basin $20.00 $30.00
22 3.3 (a) (iv) Park on divided portion of
highway
$20.00 $30.00
23 3.4 (a) (i) Stop on sidewalk $35.00 $50.00
24 3.4 (a) (ii) Stop within an intersection,
crosswalk or crossover
$35.00 $50.00
25 3.4 (a) (iii) Stop within 9m of
pedestrian crossover –
opposing direction
$20.00 $30.00
26 3.4 (a) (iv) Stop within 9m of
pedestrian crossover –
same direction
$20.00 $30.00
27 3.4 (a) (v) Stop impede traffic $20.00 $30.00
28 3.4 (a) (vi) Double parked $20.00 $30.00
29 3.4 (a) (vii) Stop on bridge or within
underpass
$20.00 $30.00
30 4.1 (a) Park contrary to sign $35.00 $50.00
31 4.1 (b) Park during prohibited
times
$35.00 $50.00
32 4.1 (c) Park during restricted
times
$35.00 $50.00
33 4.1 (d) (i) Park within 12m in front of
Bus Stop
$35.00 $50.00
34 4.1 (d) (ii) Park within 24m behind
Bus Stop
$35.00 $50.00
35 4.2 (a) Stop contrary to sign $35.00 $50.00
36 5.1 (b) Stop in school bus loading
zone
37 5.2 (a) Park anytime between 2
a.m. and 6 a.m. from Nov.
15 to Apil 15
$35.00 $50.00
38 5.2 (a) (i) Park on private property
without consent
$30.00 $45.00
39 5.3 (a) (ii) Park on municipal property
without consent
$30.00 $45.00
Page 44 of 155
By-law Number _____-22 Page 14 of 15
40 5.4 Park exceeding 24 hours –
abandoned vehicle
$38.00 $50.00
41 5.5 (d) Park in disabled persons
parking space
$300.00 $425.00
42 5.6 Park in a fire route $100.00 $175.00
43 5.7 (d) Park in emergency no
parking zone
$75.00 $100.00
44 5.8 Park vehicle in an electric
vehicle charging station
$125.00 $150.00
Page 45 of 155
By-law Number _____-22 Page 15 of 15
SCHEDULE “B”
ADMINISTRATIVE FEES
ITEM
FEE
Hearing Non-Appearance Fee
$100
Screening Non-Appearance Fee
$50
Late Payment Fee
$25
MTO Search Fee
$10
Plate Denial Fee
$25
NOTE: the fees and charges as listed in this Schedule “B” will be subject to applicable
taxes, including Harmonized Sales Tax (H.S.T.) where applicable.
Page 46 of 155
Attachment 2 – Proposed AMPS Fee Schedule
MTO Search
Fee
Late Fee Hearing Non-
Appearance
Fee
Plate Denial
Fee
Aurora
(Proposed)
$10 $25 $50 $25
Oshawa $10 $15 $100 $22
Toronto $10 $25 $75 $25
Markham $10 $25 $100 unknown
City of Niagara
Falls
$15 $20 $50 unknown
Burlington $16 $26 $52 $26
Richmond Hill $10 $25 $100 Unknown
Brampton $10 $15 $100 $22
Mississauga $10 $25 $100 $20
Vaughan $10 $50 $100 unknown
Hamilton $10 $25 $50 $22
Kitchener $10 $25 $50 $25
Waterloo $10 $25 $50 $25
Page 47 of 155
The Corporation of the Town of Aurora
By-law Number ____-22
Being a By-law to Amend By-law 4574-04.T
WHEREAS the Town has approved By-law Number ____, which establishes an
administrative monetary penalty system for parking, in accordance with Section 102.1 of
the Municipal Act, 2001 and O. Reg. 333/07;
AND WHEREAS the Town wishes to amend By-law 4574-04.T to designate certain
provisions for the purposes of section 3 of O. Reg. 333/07 as provisions to which
administrative monetary penalties shall apply;
NOW THEREFORE the Council of The Corporation of the Town of Aurora enacts as
follows:
1. Section 1 of By-law 4574-04.T, is hereby amended by adding the following:
“designated provision” means any section of this By-law designated in
accordance with section 17.
“O. Reg. 333/07” means Ontario Regulation 333/07, made under the Municipal
Act, 2001, S.O. 2001, c. 25, as amended from time to time or any successor
thereof;
“Parking Administrative Penalty By-law” means By-law _____ of the Township, as
amended from time to time, or any successor thereof;
2. By-law 4574-04.T is hereby amended by deleting section17 and replacing it with
the following new section 17.
Penalty Provision
17. (a) Any person who contravenes any of the provisions of this By-law,
except a designated provision, is guilty of an offence and upon conviction, is
liable to a penalty as provided for in the Provincial Offences Act, R.S.O. 1990, c.P.
33, as amended from time to time, or any successor thereof.
(b) Sections 3, 4, and 5, of this By-law are hereby designated for the
purposes of section 3 of O. Reg. 333/07 as parts of this By-law to which the
Parking Administrative Penalty By-law applies.
(c) If a vehicle has been left parked standing or stopped in
contravention of a designated provision, the owner of the vehicle shall, upon
issuance of a penalty notice in accordance wit the Parking Administrative Penalty
By-law, be liable to pay an administrative penalty and any administrative fees, in
accordance with the Parking Administrative Penalty By-law.
Page 48 of 155
By-law Number _____-22 Page 2 of 2
(d) The Provincial Offences Act, R.S.O. 1990, c. P. 33, as amended from
time to time, or any successor thereof, does not apply to a contravention of
designated provision of this By-law.
(e) Except as set out in sections 17(a) and (d), all other provisions of
this By-law and of any other applicable legislation shall continue to apply to the
designated provisions, in addition to the Parking Administrative Penalty By-law.
3. This By-law shall come into force and effect on February 1, 2023
Enacted by Town of Aurora Council this ___ day of June, 2022.
___________________________________
Tom Mrakas, Mayor
___________________________________
Michael de Rond, Town Clerk
Page 49 of 155
THE CORPORATION OF THE TOWN OF AURORA
BY-LAW NUMBER ___-22
A BY-LAW TO APPOINT SCREENING AND HEARING OFFICERS FOR
THE PURPOSES OF ADMINISTRATION OF AN ADMINISTRATIVE
MONETARY PENALTY SYSTEM WITHIN THE TOWN OF AURORA
WHEREAS Section 102.1(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended
(“Municipal Act, 2001”) provides that a municipality may require a person to pay an
administrative penalty if the municipality is satisfied that the person failed to comply
with any by-laws respecting the parking, standing or stopping of vehicles;
AND WHEREAS the Province of Ontario has adopted O. Reg. 333/07, pursuant to the
Municipal Act, 2001, which applies to administrative penalties in respect of the Town
by-laws relating to issues of public safety, such as parking, property standards, lot
maintenance and animal control;
AND WHEREAS in accordance with the Municipal Act, 2001, the Town has passed a
Parking Administrative Penalty By-law;
AND WHEREAS in accordance with the aforesaid by-law and the Regulation, a person
who receives a Penalty Notice shall have the right to request a screening review of the
administrative penalty by a Screening Officers appointed by the Town;
AND WHEREAS in accordance with the aforesaid by-law and the Regulation, a person
who receives a Screening Decision shall have the right to request a review of the
decision by a Hearing Officer appointed by the Town;
AND WHEREAS the Town considers it desirable and necessary to establish the
positions of Screening Officer and Hearing Officer, which are required for the operation
of the Town’s Parking Administrative Penalty By-law;
NOW THEREFORE The Corporation of the Town of Aurora enacts as follows:
Title
1. This by-law shall be known and cited as the “Screening and Hearing Officer By-
law”.
Definitions
2. For the purposes of this by-law:
Administrative Penalty – means an administrative penalty imposed for a contravention
of a Designated By-law, as set out in the Parking Administrative Penalty By-law;
Town Solicitor – means the Town Solicitor, or his/her designate or successor;
Clerk – means the Clerk of the Town as appointed pursuant to the Municipal Act, 2001,
S.O. 2001, c. 25, or his/her designate;
Council – means the Council of the Town;
Designated By-law – means any provision of a Town by-law to which the Parking
Administrative Penalty By-law applies, as designated therein;
Hearing Officer – means any person appointed from time to time pursuant to this by-
law, to perform the functions of a hearing officer in accordance with this by-law and
Page 50 of 155
the Parking Administrative Penalty By-law;
Joint Panel – means a panel comprised of representatives of the Town, The
Corporation of the Township of King and The Corporation of the Town of Georgina,
as set out in the Policy for Appointment of Screening and Hearing Officers;
Parent – means a person who has demonstrated a settled intention to treat a child as
a member of her or his family whether or not that person is the natural parent of the
child;
Parking Administrative Penalty By-law – means By-law No. ____ of the Town, as
amended from time to time, or any successor thereof;
Person – includes an individual or a corporation;
Policy for Appointment of Screening and Hearing Officers – means a policy for the
appointment of screening and hearing officers, and amended from time to time, or any
successor thereof;
Power of Decision – means a power or right, conferred by or under this by-law and the
Parking Administrative Penalty By-law, to make a decision deciding or prescribing the
legal rights, powers, privileges, immunities, duties or liabilities of any person:
a) In the case of a Screening Officer, in respect of a request to review an
Administrative Penalty; and
b) In the case of a Hearing Officer, in respect of a review of a Screening
Decision
Regulation – means O. Reg. 333/07, made under the Municipal Act, 2001, as amended
from time to time, or any successor thereof;
Relative – includes any of the following persons:
a) spouse, common-law partner, or any person with whom the person is
living as a spouse outside of marriage;
b) Parent or legal guardian;
c) child, including a step child and grandchild;
d) siblings and children of siblings;
e) aunt, uncle, niece and nephew;
f) in-laws, including mother, father, sister, brother, daughter and son; or
g) any person who lives with the person on a permanent basis
Screening Decision – means a notice which contains the decision of a Screening
Officer, as set out in the Parking Administrative Penalty By-law;
Screening Officer – means any person appointed from time to time pursuant to this
by-law, to perform the functions of a screening officer in accordance with this by-law
and the Parking Administrative Penalty By-law; and
Spouse – means a person to whom the person is married or with whom the person is
living in a conjugal relationship outside marriage
Town – means The Corporation of the Town of Aurora;
Screening Officer
3. The position of Screening Officer is established for the purpose of exercising the
Power of Decision in the screening review of an Administrative Penalty, as set out
Page 51 of 155
in the Parking Administrative Procedural By-law.
4. The Screening Officer shall have all the powers of a screening officer as set out in
the Parking Administrative Penalty By-law and the Regulation.
5. Screening Officer(s) shall be appointed by the Clerk, in consultation with the
Town Solicitor, in accordance with the Town’s Policy for Appointment of
Screening and Hearing Officers.
Hearing Officer
6. The position of Hearing Officer is established for the purpose of exercising the
Power of Decision in a review of a Screening Decision, as set out in the Parking
Administrative Penalty By-law.
1) The Hearing officer shall have all the powers of a hearing officer as set out in
the Parking Administrative Penalty By-law and the Regulation.
2) Hearing Officer(s) shall be appointed by the Clerk on the recommendation
of the Joint Panel, in accordance with the Policy for Appointment of Screening
and Hearing Officers. The recommendation shall give preference to an eligible
candidate:
a) With good knowledge of, and experience in, administrative law; and
b) Of good character
7. Hearing Officers shall be appointed for the term of Council, and thereafter until
the Hearing Officer is reappointed or a successor is appointed pursuant to this
by-law or is no longer required by the Town.
8. Notwithstanding Section 7 of this by-law, the Clerk may revoke the appointment
of a Hearing Officer at any time, on the recommendation of the Joint Panel, if the
Hearing Officer:
1) is found to have contravened any applicable Town policy relating to the
administration of the Administrative Penalty system;
2) is found to have contravened any other requirement of the appointment; or
3) at any time during the appointment becomes ineligible for appointment
9. A Hearing Officer shall be remunerated at a rate as established by the Clerk from
time to time.
10. A Hearing Officer is deemed not to be an employee of the Town, but a person
who holds an administrative position in accordance with Section 258 of the
Municipal Act, 2001.
Eligibility
11. The following persons are not eligible for appointment as a Screening Officer or a
Hearing Officer:
1) A member of Council;
2) A Relative of a member of Council;
3) A person indebted to the Town, other than:
a) In respect of current property taxes; or
b) Pursuant to an agreement with the Town, where the person is in
compliance with the terms thereof
In addition to the above, Town employees are not eligible for appointment as a
Hearing Officer.
Page 52 of 155
General
12. A Screening Officer or a Hearing Officer shall have no authority to further
delegate his/her powers or duties.
13. Neither a Screening Officer nor a Hearing Officer has jurisdiction to consider
questions relating to the validity of a statute, regulation or By-law or the
constitutional applicability or operability of any statute, regulation or By-law.
14. For the purposes of subsection 23.2(4) of the Municipal Act, 2001, Council has
determined that the powers delegated to the Screening Officer and the Hearing
Officer are minor in nature.
Severability
15. Should any provision, or any part of a provision, of this by-law, be declared invalid,
or to be of no force and effect, by a court of competent jurisdiction, it is the intent
of Council that such a provision, or part of a provision, be severed from this by-law
and every other provision of this by-law shall be applied and enforced in
accordance with its terms to the extent possible according to law.
16. This by-law shall come into effect on February 1, 2023.
READ a FIRST and SECOND time this _____, day of May 2022
READ a THIRD time AND FINALLY PASSED this _____, day of May 2022.
_____________________________
Tom Mrakas
Mayor
_____________________________
Michael de Rond
Town Clerk
Page 53 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. OPS 2 2 -0 11
Subject: Fleet Division Purchases
Prepared by: Sara Tienkamp, Manager of Parks and Fleet
Department: Operational Services
Date: June 7, 2022
Recommendation
1. That Report No. OPS22-011 be received; and
2. That the Capital Budget authority for Project No.34436 – six-ton Diesel Dump
Plow/Sander Truck be increased by $52,900 to a total of $352,900, to be funded from
the Fleet R & R reserve; and
3. That the planned 2023 capital budget authority of $352,900 for Project No. 34564 –
New Six-ton Diesel Dump Plow/Sander Truck, be advanced to 2022 and approved, to
be funded from by $317,800 from Roads & Related Development Charges and $35,100
from the Growth & New Reserve; and
4. That staff be directed to implement an additional in-house winter maintenance route
in 2024.
Executive Summary
This report provides Council with information on a proposed Capital Budget authority
increase relating to the award of a six-ton Roads Division truck, as part of the 2022
Repair and Replacement Capital program and the advancement of a new six-ton truck
purchase from 2023 to manage significant ordering lead times:
Market value indicates Fleet vehicles are averaging 15 percent over 2021 costs.
Lead times for manufacturing to completion are more than double due to supply
chain delays and computer chip availability.
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June 7, 2022 2 of 8 Report No. OPS22-011
Backlog of vehicle availability for heavy trucks not expected to clear for a few years
as there are limited manufacturers and outfitters to meet demand, anticipate affect
on Operational budget and potential for service delivery impacts.
Capital budget authority is now required to secure new plow truck for an additional
winter maintenance route being added for 2024/2025 season.
Background
Capital Project No. 34436 - Six-ton Diesel Dump Plow/Sander Truck Replacement was
included in the 10-Year Capital Plan forecast. Capital Project No. 34436 was formally
approved as part of the 2022 Capital Budget in the amount of $300,000 to assist
Operational staff in the continued delivery of winter road maintenance levels of service.
The Operational Services Department presented Report No. OPS21-007 on Winter
Maintenance to General Committee on February 16, 2021. Part of the report identified
the need for an additional winter road maintenance route and recommended:
That when one (1) additional winter roads maintenance route is implemented,
that it be conducted in-house by the Operational Services Department.
The preceding clause was referred to staff to provide Council with a report on the
details of an additional in-house winter maintenance route and timing of
implementation.
Capital Project No. 35464 – New Six-ton Diesel Dump/Sander Truck was included in the
2023 ten-year capital plan with proposed Capital Budget authority of $352,900 in
preparation for the Town’s commencement of the proposed new route for the
2024/2025 winter season in support of established levels of service.
Analysis
Market value indicates Fleet vehicles are averaging 15 percent over 2021 costs.
Inflation has been rampant over the last year and impacts can be felt in almost every
sector of our economy, touching all Canadians daily lives.
In 2022, the Fleet industry has been experiencing similar trends with vehicle/equipment
purchases averaging 15 percent increases over 2021 market value tender pricing. This
is a result of the increases in steel, plastics, electrical, fuel and foreign exchange rates,
as all contribute to the overall manufacturing and shipping costs.
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June 7, 2022 3 of 8 Report No. OPS22-011
Lead times for manufacturing to completion are more than double due to supply chain
delays and computer chip availability.
The typical lead time pre-COVID-19 for manufacturing of the six-ton truck was 12-18
months from production line chassis build to outfitting and final delivery.
Supply chain impacts and computer chip availability are causing significant delays in
manufacturing of all vehicles, passenger and commercial. The manufacturer has
indicated in the bid document that anticipated build to delivery is approximately 52
weeks to get the vehicle in queue in the production line. The chassis would then be
shipped from the USA manufacturer to the outfitter in Canada to be completed with
hydraulics, harnessing assembly, electrical, dump box, plow, etc. adding an additional 8-
12 months until delivery. As a result, complete build time from order date to delivery
date is approximately two (2) years, therefore Fleet would be receiving a 2024 model
truck sometime in fall of 2024.
Backlog of vehicle availability for heavy trucks not expected to clear for a few years as
there are limited manufactures and outfitters to meet demand; anticipate affect on
Operational budget and potential for service delivery impacts.
Heavy truck backlog is anticipated to perpetuate for three (3) to four (4) years before it
returns to normal, pre-COVID-19 lead times. While supply chain delays and parts play a
role, a large contributing factor is the limited suppliers of truck chassis, body
manufacturers and outfitters. They have been dramatically impacted to date and with
increased demand post COVID-19, it will take time for the manufacturers to be able to
meet the needs of the commercial consumers.
This will most certainly influence the replacement of six-ton trucks in the Town fleet.
Over 2023-2026 there are four (4) capital projects, one (1) per year for the replacement
of six-ton plow trucks in the 10-Year Capital plan. In addition, a six-ton is forecast in the
2023 Growth and New Capital Budget as a new plow route is to be implemented as per
the Report OPS21-007 Winter Maintenance Standards to support growth in Town and to
ensure service levels are maintained. The truck was to be ordered in 2023 with service
for the 2024/2025 winter season to meet the needs of the community and service
levels; however, this will not be feasible with manufacturing industry lead times.
The delays in manufacturing will have a significant impact not just on the purchasing of
vehicles over the next few years, but also on the operational budget as vehicle repair
costs are expected to increase. Staff will be required to extend the life expectancy of
fleet vehicles to ensure they are functional to meet the minimum service levels, while
waiting for replacement vehicles to be delivered. This will affect all fleet vehicle
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June 7, 2022 4 of 8 Report No. OPS22-011
purchases not only the heavy trucks. Increased down times of these vehicles also have
the potential to impact service levels, as well.
Capital budget authority is needed to secure new plow truck for an additional winter
maintenance route being added for 2024/2025 season.
In consideration of the extensive manufacturing lead times for heavy trucks of this
nature, staff are recommending that its presently proposed 2023 project No. 34564 -
New Six-ton Plow Truck be advanced to 2022 and approved with total capital budget
authority of $352,900. This will ensure the delivery of this truck in time for the 2024/25
winter season when the new route is anticipated to commence.
Another option would be to contract out the winter maintenance for the new proposed
route. Based on winter maintenance contract costs for 2024/25, the base costs for a
new route would be $70,000, this cost is variable depending on frequency of active
snow events in a season. If alternatively contracted out, this new route would result in a
total incremental cost of $350,000 to the Town from 2024-2028.
All other planned replacement Six-ton Plow Trucks between 2023-2026 will remain
unchanged in the 10-year Capital Plan and follow the regular approval process. Fleet
Division staff will bring forward vehicles nearing the end of their useful lifecycle, based
on condition assessments.
Advisory Committee Review
None.
Legal Considerations
The procurement process with respect to this project yielded bids that were all above the
approved budget. Consequently, Council approval is required to increase the project
budget for staff to be able to award the project to a compliant bidder.
If Council does not increase the Capital Budget amount, the tender will be cancelled,
and the contract will not be awarded to any of the bidders. It is in Council’s discretion to
not award the contract where there are insufficient funds available.
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June 7, 2022 5 of 8 Report No. OPS22-011
Financial Implications
It is recommended that total capital budget authority of $352,900 be approved for
Capital Project No. 34436 – Six-ton Diesel Dump Plow/Sander Truck, representing an
increase of $52,900 to be funded from the Fleet R & R Reserve.
The below table presents a summary of the total revised requirements to purchase this
replacement six-ton dump truck:
Six-ton Dump Truck (Project No. 34436)
Approved Budget
Capital Project 34436 $300,000
Total Approved Budget $300,000
Less previous commitments $0
Funding available for subject Contract $300,000
Contract Award excluding HST $346,800
Non-refundable taxes (1.76%) $6,100
Total Funding Required $352,900
Variance $52,900
Because of the noted required longer ordering lead times, this report also recommends
the advancement of the proposed new six-ton truck (Project No. 34564) in the 2023
draft Capital Budget and the inclusion of this truck with its current 2022 order. This will
ensure this truck’s delivery by the 2024/25 winter season as required.
The total required capital budget authority for project No. 34564 is $352,900 is to be
funded by $317,800 in Roads & Related Development Charges and $35,100 from the
Growth & New Reserve. The early approval of this project’s capital budget authority
should not impact the Town’s planned cash flows as the truck’s delivery is not expected
until 2024 upon such time payment will be required.
Communications Considerations
Not applicable.
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June 7, 2022 6 of 8 Report No. OPS22-011
Climate Change Considerations
The key opportunity in developing the Green Fleet Plan in 2021 was to achieve long-term
GHG emissions targets, in conjunction with fundamental goals developed and the
associated action items.
The following action from GFP all play a role in climate change mitigation:
Replace vehicles with best in-class fuel efficient vehicles. New models are more
fuel efficient, produce lower emissions and are good options while the
manufacturers develop viable hybrid/electric vehicles required to provide service.
Overall, GHG reduction, by upgrading alone, through capital renewal can produce
4-5 percent decrease.
Utilize telematic information provided through GPS system to identify quick
acceleration of staff and ongoing coaching.
Awareness of reducing idling toward goal of GHG reduction.
Driver behaviour, including idling accounts for 5-33 percent of fuel use, smart
drivers can help reduce fuel use.
Replace vehicles with best-in-class fuel efficient vehicles. New models are more
fuel efficient, produce lower emissions and are good options while the
manufactures develop viable hybrid/electric vehicles required to provide service.
Overall GHG reduction, by upgrading alone, through capital renewal can produce
4-5 per cent decrease.
Utilize telematic information provided through GPS system to identify quick
acceleration, hard braking, idle time to assist in education of staff and ongoing
coaching.
Awareness of reducing idling toward goal of GHG reduction
Driver behavior, including idling accounts for 5-33 percent of fuel use, smart
drivers can help reduce fuel use.
Link to Strategic Plan
This project supports the Strategic Plan Goal of Supporting an Exceptional Quality of
Life for all by improving transportation, mobility, and connectivity. This project
maintains a well-managed and fiscally responsible Municipality.
Page 59 of 155
June 7, 2022 7 of 8 Report No. OPS22-011
Alternative(s) to the Recommendation
1. Council may choose to not award additional funding to this project. The Tender
evaluation process meets all requirements of the Procurement By-law and awarding
this contract is the next step in fulfilling the requirements of the Tendering process.
If Council chooses to not award this contract, service levels will not be met and
public road safety would be compromised, without the plow truck acquisition.
2. Council may choose to not approve funding for the purchase of the new six-ton truck
with plow and sander ahead of the 2023 Capital Budget review for the Growth and
New Project #34564.
3. Council may choose to recommend the new route be contracted out and not
undertaken in-house, therefore a new additional six-ton truck would not be required.
However, this would require approval to increase the operational budget for snow
winter maintenance by $70,000/per year for a total $350,000, over the remainder of
the contract till expired in 2028.
4. Council to provide further direction.
Conclusions
Staff recommend that Project No. 34436 capital budget authority be increased to
$352,900 and the replacement six-ton truck with plow and sander order proceed. The
proposed additional capital budget authority is to be funded from the Fleet R & R
Reserve.
In addition, staff recommend that the proposed 2023 Capital Project No. 34564 for the
purchase of a new six-ton truck with plow and sander with a total capital budget
authority of $352,900 be advanced to 2022. This proposed new budget authority is to be
funded from the Roads & Related Development Charges and Growth & New Reserve.
Delivery of both vehicles are not expected until 2024 when payment will be due.
Attachments
Attachment #1 – Capital Project No. 34436 – Six-ton Diesel Dump Truck
Attachment #2 – Capital Project No. 34564 – New Six-ton Diesel Dump Plow/Sander
Truck
Page 60 of 155
June 7, 2022 8 of 8 Report No. OPS22-011
Previous Reports
Report No. OPS21-007 Winter Roads Maintenance, February 16, 2021
Pre-submission Review
Agenda Management Team review on May 19, 2022.
Approvals
Approved by Allan D. Downey, Director, Operational Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 61 of 155
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Page 66 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. FIN 2 2 -0 18
Subject: 2023 Budget Timeline and Process
Prepared by: Jason Gaertner, Manager Financial Management
Department: Finance
Date: June 7, 2022
Recommendation
1. That Report No. FIN22-018 be received; and
2. That the proposed budget timeline as detailed in Table 3 be approved.
Executive Summary
This report outlines the budget process for the 2023 Budget:
Staff will ensure that all new members of Council are well prepared for the 2023
budget process
Inflation represents a key pressure that will impact the 2023 budget
The Town’s capital asset management funding gap will need to be addressed in
the next term of Council
Proposed time sensitive capital projects will be advanced as far as possible prior
to project approval
A January budget approval may be possible if Budget Committee completes their
review early
Background
A new multi-year budget cycle starts with the new Council Term
The Town adopted a multi-year budgeting framework to manage how budget decisions
made in one year may impact future budget years and to ensure open and public
Page 67 of 155
June 7, 2022 2 of 8 Report No. FIN22-018
awareness. Under this framework, Council approves the first year’s budget of its term
and receives an accompanying forecast of the next three budgets. In the second year of
its term, Council approves a three-year operating budget, including all related tax and
user rate impacts. Using multi-year budgets and forecasts improves fiscal health and
service delivery through:
better coordination of budgeting and strategic priorities
greater certainty for departments in managing expenditures and service
levels
improved fiscal discipline of the organization
streamlined budget reviews that focus on key changes in assumptions and
the reasons driving the change
allowing staff to develop budgets with fixed targets in place, allowing for an
early response to manage circumstances and budget constraints
reducing uncertainty about future year tax levy or user rate increases
providing longer term outlook to outside organizations that rely upon the
Town for a share of their funding, which enables them to plan and deliver their
programs more effectively.
As per the Municipal Act a municipality’s multi-year operating budget must be
reaffirmed by Council on an annual basis. The Town’s reaffirmation process will only
focus on any changes to the previously approved multi-year budget.
Overall, the Town’s budget process is guided by Council’s Budget Principles and
Process documents which are revisited by Council once per term.
Analysis
Staff will ensure that all new members of Council are well prepared for the 2023 budget
process
Council orientation will include information on the Town’s budget management
framework, including Council’s Budget Principles and process documents. The
operating and capital budget processes will include further information on what Council
is being asked to approve as part of the Budget Committee’s review of the 2023
proposed budget.
Further, Finance staff will make themselves available to answer budget questions that a
Councillor may have, including scheduling meetings for further orientation of any new
members of Council.
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June 7, 2022 3 of 8 Report No. FIN22-018
Inflation represents a key pressure that will impact the 2023 budget
Over the past year and half the Town’s goods and service prices have been subject to
significant inflationary pressure as a result of the pandemic and war in Ukraine. Overall
inflation for all goods and services has averaged around 5-6 per cent. More specifically,
the Town’s typical basket of goods and services have been subject to higher inflationary
pressures. Table 1 presents a summary of the average price increases experienced for
the following baskets of goods and services as per Statistics Canada up until the end of
March 2022.
Table 1
Average Inflation experienced to Pre-COVID Costs
Stats Canada – Table 18-10-0266-01
Basket of Goods & Services Average Price Increase
(%)
Parks 31
Roads & Related 29
Facilities 17
Water, Wastewater & Storm 14
Fleet & Equipment 6
IT 4
Recently the Town has experienced price increases higher than these amounts for
some individual contract awards. In many instances capital project contract awards are
coming in higher than available project capital budget authority. This could lead to
requests from staff in 2022 seeking additional capital budget authority to award
contracts for active capital projects.
These recently experienced inflationary price increases will not go away; rather, the
Town’s average cost for these items will have increased for the long term and be
subject to further future inflationary pressures. The recent provincial and federal
budgets, project that inflation will return to a more normal pace by 2024, aligning with
the Bank of Canada’s overall annual inflationary target of 2 percent.
The proposed 2023 budget to be presented to Council in December will reflect this
increased cost of doing business.
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June 7, 2022 4 of 8 Report No. FIN22-018
The Town’s capital asset management funding gap will need to be addressed in the next
term of Council
Another key pressure faced by the Town relates to the funding of asset management. In
the fall of 2021, as part of the continued modernization of its asset management plan
and framework, the Town undertook some early analysis of the infrastructure renewal
funding gap. This analysis identified a total estimated replacement cost for all existing
assets at $1.5 billion. Based upon the Town’s existing levels of service, an annual
funding gap of $36 million was identified. This gap will be subject to change as the
Town proceeds with phase 2 of the asset management framework modernization.
Table 2 presents a summary of the estimated tax and rate increases that would be
necessary year-over-year for the next 10-to-20-years to address this funding gap.
Table 2
Asset Replacement Funding Gap Requirements
Capital Asset Funding
Source
Tax or User Rate
Increase Required Each
Year
(%)
Number of
years
Tax-Funded 2.9 20
Water Rate Funded 2.2 10
Wastewater Rate Funded 0.4 10
Stormwater Rate Funded 11.0 15
The proposed 2023 budget will begin to consider strategies to close the identified asset
management funding gap, while also considering that there is further asset
management framework modernization work to be done.
Proposed time sensitive capital projects will be advanced as far as possible prior to
project approval
The delivery of some planned capital work may be time sensitive in nature. For example,
through the tendering of work early, better prices may be obtained; or, due to a short
construction season work needs to get underway as soon as possible.
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June 7, 2022 5 of 8 Report No. FIN22-018
Recognizing that the 2023 budget is expected to be approved later than usual due to the
election, staff will mitigate timing risks through proceeding with the tender of applicable
projects prior to their approval. However, projects will not be awarded until capital
budget authority is approved. Procurements for projects that do not receive Council
approval will be cancelled.
A January budget approval may be possible if Budget Committee completes their review
early
Staff completed a 2023 budget public session this evening. This session provided
residents, businesses, and community groups an opportunity to share their ideas with
Council. The Town will continue to accept budget feedback from the public through
other channels as well.
Staff propose tabling the 2023 Budget at Council on December 13, 2022. Then
reviewing the budget through a combination of weekly Budget Committee meetings
taking place on Monday evenings starting at 6 p.m. as well as one full-day Saturday
meeting starting at 9 a.m. Should the Budget Committee complete their review of the
budget by Monday, January 23, a final budget approval at the January 31, 2023 Council
meeting is possible as shown in Table 3. Otherwise, meetings will continue into
February with an approval of the budget taking place at February’s Council meeting.
Table 3
Proposed budget meeting schedule
Meeting Description Date
2023 Budget Public Session Tuesday June 7, 2022
Council – Budget Kickoff Tuesday December 13, 2022
Budget Committee Reviews
Monday January 9, 2023
Saturday January 14, 2023
Monday January 16, 2023
Monday January 23, 2023
Council Approval (if Budget Committee
reviews are complete) Tuesday January 31, 2023
Budget Committee Reviews
(if required)
Monday January 30, 2023
Monday February 6, 2023
Monday February 13, 2023
Council Approval
(If required) Tuesday February 28, 2023
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June 7, 2022 6 of 8 Report No. FIN22-018
The budget committee review meetings will include a review of the following content:
2023 operating budget including identification of key pressures by department
Community Partner Presentations including:
o Aurora Cultural Centre
o Aurora Historical Society
o Aurora Public Library
o Aurora Sport Hall of Fame
o Aurora Business Improvement Area
o Central York Fire Services
2023 Capital Budget and 10-Year Capital Plan
o Asset management capital projects
o Growth and new capital projects
o Studies and other capital projects
Achieving a budget approval in January will enable a sooner award of the time sensitive
capital projects. If necessary, the 2023 budget approval may also take place during the
February Council meeting. The operating and capital budget will need to be approved
together as funding for some capital is through contributions to capital included in the
operating budget.
Finance will work with the Clerk’s Office to coordinate the scheduling of these meetings.
Advisory Committee Review
Nil
Legal Considerations
As per s. 290(1) of the Municipal Act, 2001, Council may approve a given year’s budget
either in the immediately preceding year or within the year for which the budget is
applicable. The only exception to this rule relates to a budget year immediately
following a regular election year. In instances where this is the case, the outgoing
Council is unable to approve an upcoming year’s budget prior to that year commencing.
If Council approves the staff recommendation in this report, then it is merely approving
the timelines for budget approval and that is permissible by this Council.
Financial Implications
There are no financial implications at this time.
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June 7, 2022 7 of 8 Report No. FIN22-018
Communications Considerations
Staff will inform the public about the budget process by posting information to the
Town website. The calendar of budget-related meetings will also be shared on the
website, advertisements and through social media. A communications plan will be
developed to support engagement throughout the budget process.
Climate Change Considerations
The recommendations from this report do not directly impact greenhouse gas
emissions or impact climate change adaptation. Climate change will be considered in
the budget development and documents presented to Council in December.
Link to Strategic Plan
Developing the annual budget supports all aspects of the Strategic Plan. Specifically,
this report supports the Plan principles of Leadership in Corporate Management,
Leveraging Partnerships, and Progressive Corporate Excellence and Continuous
Improvement.
Alternative(s) to the Recommendation
1. Council provide direction
Conclusions
The proposed budget timelines and process remain consistent with Council’s approved
budget principals and process documents. The 2023 budget represents the first year of
a new four-year budget cycle. The proposed 2023 budget to be presented to Council in
December will strive to address multiple material pressures faced by Town at this time
which will include inflation and capital asset management pressures, amongst others.
Attachments
None
Previous Reports
None
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June 7, 2022 8 of 8 Report No. FIN22-018
Pre-submission Review
Agenda Management Team review on May 19, 2022
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
Page 74 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. FIN 2 2 -0 19
Subject: Procurement modernization update – annual software costs
Prepared by: Rachel Wainwright-van Kessel, CPA, CMA
Department: Finance
Date: June 7, 2022
Recommendation
1. That Report No. FIN22-019 be received; and
2. That the recommended changes, as summarized in Table 1, to the procurement policy
and bylaw in this report be approved; and
3. That staff be directed to bring forward the amending bylaw to the June 28 Council
meeting for approval; and
4. That a non-standard procurement for $611,100 over a five-year term be awarded to
WAMCO for the annual licencing and maintenance costs to support the automated
water meter reading technology capital project number 40355.
Executive Summary
This report provides an overview of the amendments proposed for the procurement
bylaw. These amendments are recommended based on the experience with using the
bylaw over the last few months and provide an example of the impact of the change
from the old bylaw to the new one with respect to annual software costs.
The procurement of annual software related costs is treated very differently
under the new bylaw
The WAMCO operating contract is an example of the impact of the change in the
bylaw
Staff propose that the award of all annual software procurements with a term of
up to five years be approved by the Procurement Governance Committee
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June 7, 2022 2 of 6 Report No. FIN22-019
Background
The new procurement bylaw was approved by Council in February this year
In January of this year Council reviewed and approved a new procurement policy which
was formalized with the approval of the bylaw in February at Council.
The bylaw represented a complete change compared to the previous one. It modernized
the bylaw in alignment with the latest procurement best practices and trade treaties.
Council approved proceeding with the automated water meter read technology project in
April 2021
Last year Council approved the capital budget for the automated water meter reading
technology project. This project includes setting up the infrastructure with the approval
of a single source contract to WAMCO. Under the old bylaw the annual software licence
and maintenance costs for this initiative were exempt from the procurement bylaw.
Analysis
The procurement of annual software related costs is treated very differently under the
new bylaw
Under the old procurement bylaw, the purchase of software licencing and maintenance
costs were exempt from the bylaw. This enabled staff to renew contracts for existing
software including Microsoft Office, server applications, financial system, ActiveNet,
etc. However, these contracts were managed outside of the procurement process and
no purchase order was issued.
Under the new bylaw, software licences and maintenance costs are considered as non-
standard procurements as per Schedule B – Exclusions under the following criteria of
part 1 Excluded Acquisitions and Expenditures:
(e) This policy does not apply with respect to competitive Procurement
requirements, and in such cases Procurement can be conducted as a Non-
Standard Procurement, when it can be demonstrated that the goods or
services can be supplied only by a particular Supplier and no alternative or
substitute exists for the following reason(s):
i. there is an absence of competition for technical reasons;
ii. patents, copyrights, or other exclusive rights must be protected.
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June 7, 2022 3 of 6 Report No. FIN22-019
Non-standard procurements valued up to $250,000 are approved by staff. With
procurements greater than $100,000 and below $250,000 approved by the Procurement
Governance Committee (PGC). Procurements of $250,000 or more require approval by
Council.
The WAMCO operating contract is an example of the impact of the change in the bylaw
The automated water meter reading technology project procurement was initiated
under the old bylaw. That is why the recommendations in report FIN21-016 only
requested the approval to award the single source contract for the implementation of
the project. Under the old bylaw the ongoing software licencing and maintenance costs
for the project were exempt. The report did outline the operating impact on the water
and wastewater budget along with some offsetting savings.
There were delays in getting this project started due to supply chain issues related to
COVID. The portion of the contract related to the capital project has been awarded but
the operating portion has not because it is now governed by the new procurement bylaw
which classifies this purchase as a non-standard procurement over $250,000 which
requires Council approval. This example is the first instance where staff now need to
seek Council approval for software licencing and maintenance for an existing solution.
Staff propose that the award of all annual software procurements with a term of up to
five years be approved by the Procurement Governance Committee
Under both the old and new bylaw, the implementation of new software would be
initiated by a capital project which is approved by Council during the budget process.
This ensures that Council is informed about new software initiatives which are being
implemented by the town.
Post implementation of a new system, there are annual costs which include licencing,
maintenance, subscription fees, etc. These costs are ongoing for the length of time that
the town uses the software. Should an existing system become outdated or obsolete,
then staff would bring forward a capital budget request to implement a new solution.
This report proposes that annual fees related to software (excluding implementation
costs) for contracts up to five years in length be approved by the PGC. The PGC will
ensure that the non-standard procurement is managed appropriately and meets the
criteria of being for existing systems implemented by the town.
The changes to the bylaw for this recommendation impact the role of the PGC in the
main policy and Schedule D – Threshold and Authorization Schedule as summarized in
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June 7, 2022 4 of 6 Report No. FIN22-019
Table 1 and outlined in the procurement bylaw and policy with track changes in
Attachment 1.
Table 1
Recommended Changes to the Procurement Policy and Bylaw
Section Change
Procurement Policy
4.3 Procurement
Governance Committee
Add clause (d)
(d) the Non-Standard Procurements authority to procure
for software license, maintenance, and related fees
(excluding implementation costs) for contracts of up to
five years and over $250,000
Schedule D – Threshold
and Authorization
Schedule
Part B Non-Standard
Procurement
Table 2 – Table of Authority, add the following:
Procurement Value: $250,000 and over for software
license, maintenance, and related fees (excluding
implementation costs) for contracts of up to five years
Authorize Procurement: PGC
Delegated Authority to Procure: Department Head
1. Authorization Process, insert the following clause after
f) and re-label the current clause g to h.
g) If the Procurement Value is equal to or greater than
$250,000 and is for the procurement of software license,
maintenance, and related fees (excluding implementation
costs) for a contract of up to five years, the PGC may
authorize the Procurement and delegate the authority to
procure to the Department Head.
Advisory Committee Review
None
Legal Considerations
The Municipal Act, 2001 requires that municipalities adopt and maintain policies with
respect to the procurement of goods and services. If Council approves the proposed
changes to the procurement policy, a bylaw incorporating the changes to the policy will
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June 7, 2022 5 of 6 Report No. FIN22-019
be brought to Council at a future date, which will amend the existing procurement by-
law.
Financial Implications
The financial implications of the award of the operating costs for the automated water
meter reading system were included in report FIN21-016 Automated Water Meter
Antenna System and were included in the 2022 Budget. The annual cost after savings is
forecasted at $47,400 in year one and increasing to $61,500 by year five. This reflects
growth in the community and increased use of the online portal by residents.
The changes to the bylaw have no financial implications.
Communications Considerations
The Town will use “inform” as the level of engagement for this report and policy. It will
also be promoted by way of the monthly Council Highlights media release. The report
will be placed on the Town’s website.
Climate Change Considerations
There are no climate change considerations related to this report.
Link to Strategic Plan
The changes to the procurement bylaw supports the leadership in corporate financial
management and progressive corporate excellence, innovation and continuous
improvement guiding principles of the strategic plan. By reviewing the effectiveness of
the procurement policy periodically and making amendments to the bylaw where
necessary the procurement process can be streamlined while still being open,
transparent, and fair.
Alternative(s) to the Recommendation
1. Keep the procurement policy and bylaw as is and all non-standard procurements
over $250,000 will be reviewed by Council
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June 7, 2022 6 of 6 Report No. FIN22-019
Conclusions
The recommended changes to the procurement bylaw will help streamline the process
for the non-standard procurements for annual costs related to software licencing,
maintenance, subscription, and related fees. Council will be notified through the
quarterly reporting of the approval of non-standard procurements. Should a system
need to be replaced, the costs for the replacement will come forward as a capital
budget request which will require Council approval. The WAMCO operating contract is
an example of this situation.
Attachments
Attachment 1 – Amended Procurement Bylaw with Track Changes
Previous Reports
FIN21-016 – Automated Water Meter Antenna System, April 2021
FIN22-001 – Procurement Modernization Proposed New Policy, January 2022
Pre-submission Review
Agenda Management Team review via email on May 19, 2022
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
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The Corporation of the Town of Aurora
By-law Number 6404-22
Being a By-law to enact a new Procurement Policy
for the Town of Aurora.
Whereas paragraph 3 of subsection 270(1) of the Municipal Act, 2001, S.O. 2001, c. 25,
as amended provides that, a municipality shall adopt and maintain policies with respect
to its Procurement of goods and services;
And whereas on May 8, 2018, The Corporation of the Town of Aurora (the 'Town")
passed a by-law regarding its Procurement of goods and services, being By-law Number
6076-18;
And whereas it is deemed necessary to adopt a policy by by-law with respect to the
Town's Procurement of goods and services to replace By-law Number 6076-18;
And whereas it is then deemed necessary and expedient to repeal By-law Number
6076-18;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as
follows:
1. By-law Number 6076-18, as amended, and all previous by-laws and policies passed
under paragraph 3 of subsection 270(1) of the Municipal Act, 2001, S.O. 2001, c.
25., or any predecessor thereof, are repealed in their entirety, including all sections,
schedules, and amendments.
2. The Town of Aurora Procurement Policy, attached hereto as Appendix "A", is
hereby adopted and enacted as the policy for the procurement of goods and
services for the Town, pursuant to paragraph 3 of subsection 270(1) of the
Municipal Act, 2001, S.O. 2001, c. 25.
Enacted by Town of Aurora Council this 22nd 28th day of FebruaryJune, 2022.
Tom Mrakas, Mayor
Michael de Rand, Town Clerk
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By-law Number 6404-22 Page 2 of 33
APPENDIX A
Town of Aurora Procurement Policy
Table of Contents
PROCUREMENT POLICY .................................................................................................................... 2
SECTION 1 – PURPOSE AND PRINCIPLES ............................................................................................. 2
SECTION 2 – INTERPRETATION AND APPLICATION ......................................................................... 2
SECTION 3 – ETHICAL CONDUCT AND CONFLICTS OF INTEREST .......................................... 5
SECTION 4 – ROLES AND RESPONSIBILITIES ....................................................................................... 5
SECTION 5 – ESTABLISHMENT OF SUPPLY ARRANGEMENTS ......................................................... 8
SECTION 6 – PROCUREMENT OF DELIVERABLES ............................................................................... 9
SECTION 7 – SUPPLIER RELATIONS AND CONTRACT MANAGEMENT ........................................ 13
SECTION 8 – PROCUREMENT RECORD-KEEPING ..................................................................... 14
SECTION 9 – COMPLIANCE MONITORING AND REPORTING ........................................................ 15
SECTION 10 – GREEN PROCUREMENT ........................................................................................ 16
SCHEDULE A – GLOSSARY OF TERMS .......................................................................................... 17
SCHEDULE B – EXCLUSIONS........................................................................................................... 21
SCHEDULE C – PROCUREMENT THRESHOLDS .......................................................................... 24
SCHEDULE D – THRESHOLD AND AUTHORIZATION SCHEDULE ................................................. 25
SCHEDULE E – SUPPLIER CODE OF CONDUCT .......................................................................... 31
Page 1
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PROCUREMENT POLICY
SECTION 1 – PURPOSE AND PRINCIPLES
1.1 Purpose
The purpose of this policy is to detail the principles, procedures, roles, and responsibilities
for the Town’s Procurement operations.
1.2 Principles
The Town is committed to conducting its Procurement operations in accordance with the
following principles:
compliance and consistency with applicable legislation, trade agreements,
policies, and procedures;
open, fair, and transparent processes that afford equal access to all qualified
Suppliers;
reciprocal non-discrimination and geographic neutrality with respect to its
trading partners in accordance with trade treaty obligations;
achieving best value through consideration of the full range of Procurement
formats and the adoption of commercially reasonable business practices;
effective balance between accountability and efficiency; and
ensuring adherence to the highest standards of ethical conduct.
SECTION 2 – INTERPRETATION AND APPLICATION
2.1 Defined Terms
Terms used in this policy are defined in the Glossary of Terms (Schedule A).
2.2 Application
This policy applies to the Procurement of all Deliverables with the exception of the
exclusions set out in Schedule B of this policy. Procurement includes the acquisition of
Deliverables by purchase, rental, or lease.
This policy does not apply to:
Contracts or agreements relating to hiring of employees or employee
compensation or reimbursement of employee expenses;
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Contracts or agreements for the sale, purchase, lease or license of land or existing
buildings; or
Procurement conducted by Central York Fire Services, the Aurora Public Library
Board or any municipal services corporation established by the Town.
2.3 Authorization Schedule
The Authorization Schedule (Schedule D) sets out the authorities for:
a) initiating a procurement;
b) conducting a Procurement process and approving the award of a Contract;
c) issuing Purchase Orders and signing Contracts on behalf of the Town; and
d) approving amendments to existing Contracts.
2.4 Procurement Protocols and Procedures
Procurement Services is responsible for developing and maintaining detailed protocols
and procedures to support this policy. All procurements covered by this policy must be
conducted in accordance with all applicable protocols and procedures.
2.5 Emergency Purchases
Notwithstanding any other provisions of this policy, where an emergency exists and prior
approval of the Procurement Manager cannot be obtained, a Department Head, or their
designate, may authorize any officer or employee to acquire required Deliverables in an
expedited manner.
For greater certainty, an emergency Procurement includes any other expenditure that is
necessary to respond to or effectively manage any Town emergency, or as required under
the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9, as amended.
Emergency procurements shall only be to the extent necessary to mitigate the immediate
threat or risk, or to temporarily contain the situation or circumstance and restore services.
Longer term projects or work for replacement of lost significant infrastructure must
follow the provisions of this policy.
Situations of urgency resulting from the failure to properly plan for a Procurement do not
constitute an emergency.
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2.5.1 Purchases During a Declared Emergency or Similar
During an emergency declaration or similar situation where the CAO, or other authorized
person, convenes some or all of the members of the Municipal Emergency Control Group,
but for which a formal declaration of an emergency is not made, but an emergency
intervention is approved, this policy is suspended only for purchases that relate directly
or indirectly to the emergency situation. All other routine Procurement activities of the
Town during the emergency, but unrelated, remain subject to this policy.
Purchases relating to the situation to contain and manage the emergency situation shall
be authorized as set out in the Municipal Emergency Management Response Program
and the Town’s Treasurer shall prepare the required accountability and financial reports
for Council for information following the termination of the emergency.
2.5.2 Emergency Procurement not Related to a Declared Emergency
An emergency Procurement may be made when an event occurs or a circumstance is
discovered that is determined by the Department Head or the Chief Building Official to be
an imminent and significant threat to, or which has already significantly affected or
threatened: (a) public health; (b) the maintenance of essential Town services; (c) the
safety or welfare of persons or of public property; or (d) the security of the Town’s
interests; but such emergency Procurement is only permitted where time does not permit
open competitive bidding or obtaining invitational quotations.
2.6 Co-operative Purchasing
The Town may participate in co-operative or joint purchasing initiatives with
other government agencies or public authorities where such initiatives are determined
by the Procurement Manager to be in the best interests of the Town to do so. If
the Town participates in such co-operative or joint purchasing initiatives, the Town
may adhere to the policies of the entity conducting the purchasing process, provided
that such policies comply in spirit with this policy. If the Town is leading a co-operative
or joint purchasing initiative, this policy will be followed.
2.7 Piggyback Purchasing
The Town may piggyback on an existing procurement by accepting the results of a
competitive Procurement process of another government agency or public authority
where the provisions of the original Solicitation Document allow for such apiggyback, or
when the Supplier is willing to do so, and it is believed by the Procurement Manager it is
in the best interest of the Town to do so. Piggyback Procurements shall be considered a
Non-Standard Procurement and shall comply with the reporting and approval
requirements set out in Schedule “D" - Threshold and Authorization Schedule that
apply to Non-Standard Procurements.
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SECTION 3 – ETHICAL CONDUCT AND CONFLICTS OF INTEREST
3.1 Conduct and Conflicts of Interest
The Town’s Procurement activities must be conducted with integrity, and all individuals
involved in the Town’s Procurement activities must act in a manner that is consistent with
the principles and objectives of this policy and in accordance with the Town’s Code of
Conduct, and the Council Code of Conduct.
All participants in a Procurement process, including any outside consultants or other
service providers participating on behalf of the Town, must declare any perceived,
possible, or actual conflicts of interest.
“Conflict of interest,” when applied to the activities of the Town and its Suppliers, means
a conflict or tension between one’s private interests and one’s public or fiduciary duties.
3.2 Supplier Conduct and Conflicts of Interest
The Town requires its Suppliers to act with integrity and conduct business in an ethical
manner.
All Suppliers participating in a Procurement process or providing Deliverables to the Town
must declare any perceived, possible, or actual conflicts of interest and must conduct
themselves in accordance with the Supplier Code of Conduct in Schedule E of this policy.
The Town may refuse to do business with any Supplier that has engaged in illegal or
unethical bidding practices, has an actual or potential conflict of interest or an unfair
advantage, or fails to adhere to ethical business practices.
SECTION 4 – ROLES AND RESPONSIBILITIES
4.1 Role and Responsibilities of Council
It is the role of Council to establish policy and approve expenditures through the Town’s
budget-approval process. Through this policy, Council delegates to the Town’s
officers and employees the authority to incur expenditures in accordance with approved
budgets through the Procurement of Deliverables in accordance with the rules and
processes set out in this policy and applicable protocols and procedures. Council will
not generally be involved in the day-to-day Procurement operations or individual
Procurement processes, except to the extent that the approval of Council is required
under this policy or in the event that an exception to this policy is required.
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4.2 Roles and Responsibilities of Employees
Specific responsibilities pertaining to all stages of a Procurement process, from the initial
identification of requirements through to the management of Contracts with Suppliers,
are detailed in this policy and applicable protocols and procedures. In addition to those
specific responsibilities, the general roles and responsibilities delegated to the Town’s
employees are set out below.
4.2.1 Procurement Manager
It is the role of Procurement Services to lead the Town’s Procurement operations. In
fulfilling this role, the Procurement Manager, or designate, is responsible for:
a) ensuring the consistent application of this policy and the provision of Procurement
services to the Departments efficiently and diligently;
b) developing Procurement strategies and continually analyzing business
requirements and spending patterns to identify opportunities for more strategic
sourcing;
c) researching, developing, maintaining, updating, and communicating Procurement
protocols, procedures, and templates;
d) addressing any issues or concerns that arise in respect of a Procurement process
and seeking guidance, support, and advice of Legal Services, as required; and
e) providing appropriate orientation, training, and tools to employees involved in
Procurement activities.
4.2.2 Department Heads
It is the role of the Departments to ensure that their requirements for Deliverables are met
in accordance with the principles and objectives of this policy. In fulfilling this role,
Department Heads are responsible for ensuring that their Department complies with
this policy and all applicable protocols and procedures, encouraging sound
Procurement practices and ensuring the provision of appropriate education and training
to employees involved in Procurement activities.
Department Heads will be held accountable for any decision to proceed with a
Procurement process or transaction that is not conducted in accordance with this policy
or does not have the approval of Procurement Services.
4.2.3 Department Employees
Employees of all Departments are responsible for complying with this policy. Department
employees involved in Procurement activities must understand their obligations and
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By-law Number 6404-22 Page 8 of 33
responsibilities under this policy and all applicable protocols and procedures, and they
should consult with Procurement Services in respect of any questions regarding the
application or interpretation of this policy or any relevant procedures.
4.2.4 Procurement Services Employees
Employees of Procurement Services are responsible for complying with this policy and
ensuring this policy and all protocols and procedures are applied consistently. Employees
of Procurement Services are responsible for:
a) providing strategic support, consultation and procurement services to the
Departments efficiently and diligently;
b) assisting with the development of Procurement strategies and analysis of
business requirements and spending patterns to identify opportunities for more
strategic sourcing;
c) communicating Procurement protocols, procedures, and templates to the Town;
and
d) training clients on the procurement policy, protocols and forms.
Employees of Procurement Services must understand their obligations and
responsibilities under this policy and all applicable protocols and procedures, and are
responsible for complying with this policy and ensuring consistent application of this
policy. Employees of Procurement Services should consult with the Procurement
Manager in respect of any questions regarding the application or interpretation of this
policy.
Employees of Procurement Services must understand their obligations and
responsibilities under this policy and all applicable protocols and procedures, and they
should consult with the Procurement Manager in respect of any questions regarding the
application or interpretation of this policy, and the protocols and procedures.
4.2.5 Legal Services
It is the role of Legal Services to provide legal advice and assistance on the Town’s
Procurement activities and its relationships with Suppliers. In fulfilling this role, Legal
Services is responsible for:
a) advising the Procurement Manager as required on legal issues arising from
Procurement activities and reviewing and approving specific Solicitation
Documents and related documentation referred for legal review by the
Procurement Manager;
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b) providing advice on the finalization of Contracts and agreements and reviewing
and advising on proposed changes to the Town’s standard terms and conditions,
legal agreements, and Solicitation Document templates; and
c) providing legal advice and counsel to the Town in the event of a Contract dispute
or legal challenge flowing from a Procurement process.
4.3 Procurement Governance Committee
Procurement Governance Committee (“PGC”) is hereby established for the purpose of
making determinations under:
(a) the Procurement Protest Protocol;
(b) the Supplier Suspension Protocol; and
(c) the Non-Standard Procurements authority to procure between $100,000 and under
$250,000; and
(d) the Non-Standard Procurements authority to procure for software license,
maintenance, and related fees (excluding implementation costs) for contracts
of up to five years and over $250,000,
and for considering and providing input on other Procurement matters that may be
referred to it by the Procurement Manager.
Meetings and deliberations of the PGC will include the Procurement Manager and at least
two members of the Executive Leadership Team or employees of the Town. Legal
Services will provide guidance and advice to the PGC, as required.
SECTION 5 – ESTABLISHMENT OF SUPPLY ARRANGEMENTS
5.1 Recurring Requirements
Before initiating a Procurement, Departments must consider the availability of existing
supply arrangements. If the Deliverables will be required on a frequent or regularly
recurring basis, and there is no existing supply arrangement, the Department must
consult with Procurement Services about the possibility of establishing a Standing Offer
or Qualified Supplier Roster.
5.2 Standing Offers
Standing Offers may be established for standardized Deliverables to be purchased by all
Departments, where:
(a) the requirements for Deliverables are recurring and predictable over an extended
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33
period of time;
(b) the requirements are standard and clearly defined at the time of establishment of
the Standing Offer; and
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(c) it is possible to fix pricing for the Deliverables for the duration of the Standing
Offer.
The establishment of a Standing Offer does not create a contractual commitment to
procure Deliverables from the Supplier. The commitment to purchase against a Standing
Offer is formed at the time a specific order is placed through the issuance of a
Purchase Order to the Supplier.
The Procurement Manager is authorized to establish Standing Offers through an Open
Competition. The Open Competition will be managed by Procurement Services, with the
co-operation and involvement of subject-matter experts from the relevant
Department(s). If multiple Standing Offers are established for the same goods or
services, clear ranking methodologies and call-up procedures must be specified.
5.3 Qualified Supplier Rosters
Qualified Supplier Rosters may be established to prequalify Suppliers that will be eligible
to compete for individual work assignments involving the delivery of a particular type of
Deliverables, as and when required.
The establishment of a Qualified Supplier Roster does not create a contractual
commitment to procure Deliverables from any of the Suppliers. When Deliverables are
required, a Roster Competition will be conducted for the purposes of awarding a contract
to one of the qualified Suppliers.
The Procurement Manager is authorized to conduct Open Framework Competitions to
establish Qualified Supplier Rosters. The Open Framework Competition will be managed
by Procurement Services, with the co-operation and involvement of the Department(s),
in accordance with the Qualified Supplier Roster Protocol.
SECTION 6 – PROCUREMENT OF DELIVERABLES
6.1 Procurement Planning
Effective Procurement planning is essential to ensuring an effective result and to limit
risk to the Town. Departments must follow the Procurement Planning Protocol and
ensure that they leave sufficient time to plan for a procurement, including time for:
a) developing proper specifications and business requirements;
b) obtaining internal reviews;
c) conducting a Competitive Process, as required; and
d) obtaining necessary approvals.
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6.2 Market Research
Where the Department is uncertain about the Deliverables required or where there is
insufficient internal knowledge about the market, the Department must consult with
Procurement Services about conducting a Request for Information (“RFI”) process. An
RFI process must be conducted by Procurement Services, and be openly posted in order
to gather market research from prospective Bidders. It must not be used as a
pre- qualification tool.
6.3 Procurement Value
It is important to accurately estimate the value of the Procurement to determine the
appropriate Procurement method and ensure compliance with the requirements of this
policy. Possible extension years must be included in the calculation of the Procurement
Value. Departments must refer to the Procurement Planning Protocol for additional
guidance on determining the Procurement Value.
6.4 Contract-Splitting
Subdividing, splitting or otherwise structuring Procurement requirements or contracts in
order to reduce the value of the Procurement or in any way circumvent the requirements
or intent of this policy is not permitted.
6.5 Initiating Procurement
Unless specifically permitted under this policy or the Procurement protocols or
procedures, Departments are not permitted to procure Deliverables or engage with
potential Suppliers regarding the Procurement of Deliverables without the involvement of
Procurement Services. All procurements must be initiated in accordance with the
Procurement Planning Protocol.
6.6 Procurement Authorization
Before any Procurement process begins, authorization of the Procurement and
delegation of authority to procure must be obtained in accordance with the Authorization
Schedule.
6.7 Standard Procurement Methods
Depending on the nature, value, and circumstances of the Procurement, the Town may
procure Deliverables through the standard Procurement methods outlined below in this
Section. The various thresholds are set out in Schedule C of this policy.
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6.7.1 Existing Supply Arrangement
6.7.1.1 Ordering from Standing Offer
When a Standing Offer is available, its use is mandatory for all Departments. To purchase
from a Standing Offer, Departments should process orders directly with the Supplier. The
purchase from a Standing Offer can be made through P-Card or Purchase Order
referring to the Standing Offer details should be created and sent to the Supplier
as per the Contract. The Purchase Order referencing the Standing Offer and reflecting
the prices and terms and conditions of the Standing Offer will be created and issued to
the Supplier by the Department.
6.7.1.2 Roster Competition
If the Deliverables are available under an existing Qualified Supplier Roster, they must be
acquired through a Roster Competition.
Roster Competitions will be managed by Procurement Services, with the co-operation
and involvement of the Department, in accordance with the Qualified Supplier Roster
Protocol.
6.7.2 Low-Value Procurement
Where the Procurement Value is below the Low-Value Purchase Threshold and
the Deliverables are not covered under an existing Standing Offer or Qualified Supplier
Roster, Departments may make Low-Value Procurements without the
involvement of Procurement Services.
It is the responsibility of the Department to determine if there is an existing Standing Offer
or Qualified Supplier Roster for the required Deliverables before making a purchase. When
available, the Deliverables must be purchased in accordance with the terms of the
Standing Offer or in accordance with the Qualified Supplier Roster Protocol.
For Low-Value Procurements, the Department is only required to obtain one quote
and may acquire the Deliverables using a corporate purchasing card or by
submitting a Purchase Order requisition to be approved by the Manager or Department
Head based on the individual’s Financial Authority.
Where practical, Departments are encouraged to obtain multiple quotes to ensure they
are obtaining the best value. Quotes may be obtained through advertisements or Supplier
catalogues or by contacting the potential Supplier(s) by telephone oremail.
The Department Head is responsible and accountable for Low-Value Procurements
and may authorize specific individuals within the Department to make Low -
Value Procurements and may assign specific spending authority limits, in accordance
with the individual’s Financial Authority.
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If a Department anticipates making multiple Low-Value Procurements of the
same Deliverables and the total value of those purchases may exceed the applicable
Low-Value Purchase Threshold, the Department must contact Procurement Services to
discuss the possibility of setting up a Standing Offer or Qualified Supplier Roster.
6.7.3 Mid-Value Procurement (Invitational Competition)
A Mid-Value Procurement uses an Invitational Competition, in which Bids are
solicited from a minimum of three Suppliers, and is the standard method of Procurement
when the Procurement Value is between the Low-Value Purchase Threshold and
the Open Competition Threshold. For Mid-Value Procurements, the Department may
acquire the Deliverables by submitting a Purchase Order requisition to be approved by
the Manager or Department Head based on the individual’s Financial Authority.
The Department Head is responsible and accountable for ensuring that the process is
conducted in accordance with the Invitational Competition Protocol.
Open Competition may be conducted in lieu of a Mid-Value Procurement, where
the Procurement Manager, in consultation with the Department, determines that it
would be in the Town’s best interest.
6.7.4 Open Competition
An Open Competition, in which Bids are solicited from all interested Suppliers through a
publicly posted Solicitation Document, is the standard method of Procurement when the
Procurement Value equals or exceeds the Open Competition Thresholds.
Open Competitions must also be used to establish Standing Offers.
Open Competitions may include two-stage Procurement processes in which a
pre- qualification process is conducted by soliciting and evaluating submissions
from all interested Suppliers in order to establish a short list of prequalified Suppliers
that will be eligible to submit a Bid in response to a second-stage Solicitation Document.
A two-stage Procurement process may be used whenever determined appropriate by the
Procurement Manager.
Open Competitions will be managed by Procurement Services, with the co-operation
and involvement of the Department, in accordance with the Open Competition Protocol.
6.8 Non-Standard Procurement
Non-Standard Procurement means the acquisition of Deliverables through a method
other than the standard method for the type and value of the Deliverables, as set out
above under Section 6.7.
Non-standard Procurement methods include:
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a) acquiring Deliverables directly from a particular Supplier without conducting a
Competitive Process when an Invitational Competition or an Open Competition
would normally be required; and
b) soliciting Bids from a limited number of Suppliers without conducting an open
pre- qualification process when an Open Competition would normally be
required.
The use of a Non-Standard Procurement process is permitted only under the
specific circumstances set out in the Non-Standard Procurement Protocol and must be
approved in accordance with the Non-Standard Procurement Protocol.
Under no circumstances will a Non-Standard Procurement be used for the purpose
of avoiding competition among Suppliers or in a manner that discriminates against
or advantages Suppliers based on geographic location.
6.9 Contract Award and Finalization
Contracts must be awarded in accordance with this policy and the applicable protocol(s)
governing the Procurement process and must be authorized in accordance with the
Authorization Schedule.
A Contract may be entered into through the execution of a legal agreement and/or the
issuance of a Purchase Order evidencing the contract. The Contract must be entered into
prior to the delivery or provision of the Deliverables. No work shall commence without a
Purchase Order having been issued with sufficient funds available for the work.
The Procurement Manager has delegated authority to issue Purchase Orders on behalf
of the Town. Agreements must be signed in accordance with the Authorization Schedule.
No Contract may be entered into, either through the issuance of a Purchase Order or the
execution of an agreement, unless:
a) approved funding in an amount sufficient to cover the Procurement Value is
available;
b) the Procurement process was conducted in accordance with this policy; and
c) applicable protocols and all required authorizations have been obtained.
SECTION 7 – SUPPLIER RELATIONS AND CONTRACT MANAGEMENT
7.1 Debriefings
Where the Town has conducted an Open Competition, unsuccessful Suppliers may
request a debriefing. Debriefings must be conducted in accordance with the Bidder
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Debriefing Protocol.
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7.2 Procurement Protests
Suppliers may formally protest the outcome of a Procurement process. Procurement
protests must be managed and responded to in accordance with the Procurement Protest
Protocol.
7.3 Contract Management
All contracts for Deliverables must be managed by the Department in accordance with
the Contract Management Protocol. Master Framework Agreements will be managed by
Procurement Services in accordance with the Qualified Supplier Rosters Protocol.
7.4 Contract Extensions or Amendments
Contract extensions and amendments must not be used to expand a Contract beyond
what was contemplated under the terms of the Contract and the original Procurement
process or to circumvent the need to procure additional Deliverables through a
Competitive Process in accordance with this policy.
If a Contract amendment results in a net increase to the Contract value previously
approved, the amendment must be approved in accordance with the Contract
Management Protocol and the Authorization Schedule.
7.5 Supplier Performance
The performance of a Supplier under Contract must be monitored and tracked in
accordance with the Supplier Performance Evaluation Protocol.
7.6 Supplier Suspension
Suppliers can be suspended from participating in future Procurement processes in
accordance with the Supplier Suspension Protocol.
SECTION 8 – PROCUREMENT RECORD-KEEPING
8.1 Supplier Information
The Town must ensure that Supplier information submitted in confidence in connection
with a Procurement process or Contract is adequately protected. Procurement Services
and the Departments must ensure that all Bids and Contracts are kept in a secure location
and are only accessible by those individuals directly involved with the Procurement or
management of the Contract.
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8.2 Procurement Records
The maintenance, release, and management of all Procurement records must be in
accordance with the Town’s policies and procedures on document management and
access to information and the Municipal Freedom of Information and Protection of Privacy
Act.
Procurement Services is responsible for ensuring that all documentation relating to a
Procurement is properly filed and maintained in a Procurement project file.
Documentation and reports regarding Procurement processes and Contract awards
(including Non-Standard Procurements) and data necessary to trace the process
conducted electronically must be maintained as required under the Town’s document
management policies.
SECTION 9 – COMPLIANCE MONITORING AND REPORTING
9.1 Compliance Monitoring
Non-compliance with this policy may expose the Town to the risk of Supplier
complaints, reputational damage, Bid disputes, legal challenges, and may comprises
the integrity, fairness, openness, and transparency of the process.
Department Heads are required to observe and address non-compliance with this
policy within their Departments. Where instances of non-compliance are
identified, the Department Head is expected to notify the Procurement Manager and
obtain advice; (a) with respect to mitigating potential risks to the Town arising from the
non-compliance; and (b) to ensure future non-compliance is avoided.
The Procurement Manager is responsible for monitoring compliance across the
organization. Based on the results of compliance monitoring, reports outlining instances
of non-compliance will be issued by the Procurement Manager to the relevant
Department Head. The Department Head must address the identified compliance
concerns and submit a written confirmation of actions taken to the Procurement
Manager. Ongoing concerns with respect to compliance will be subject to internal audit.
The Procurement Manager will address noncompliance in accordance with the
procedures established under the Non-Compliance Reporting and Remediation Protocol.
9.2 Audit
All Procurement activities will be subject to audit by York Region Audit Services.
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9.3 Reporting
The Procurement Manager will prepare and submit to Council a quarterly report
summarizing the Town’s Procurement activities, including:
(a) Non-standard Procurements; and
(b) Procurements over $250,000.
SECTION 10 – GREEN PROCUREMENT
10.1 Green Procurement
Town staff are responsible for ensuring that their procurements address the Town’s
green procurement objectives in a manner consistent with the Green Procurement Policy.
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SCHEDULE A – GLOSSARY OF TERMS
“Bid” means a submission in response to a Solicitation Document, and includes
proposals, quotations, or responses.
“Bidder” means a Supplier that submits a Bid, and includes proponents and respondents.
“CAO” means the Chief Administrative Officer for the Town.
“Competitive Process” means the solicitation of Bids from multiple Suppliers.
“Contract” means a commitment by the Town for the Procurement of Deliverables from
a Supplier, which may be evidenced by an agreement executed by the Supplier and the
Town, or a Purchase Order issued by the Town to the Supplier.
“Contract Administrator” means an employee assigned to the management of a
Contract.
“Council” means the elected Council of the Town.
“Deliverables” means any goods, services, or construction, or combination thereof.
“Department” means the department of the Town that is requisitioning the purchase of
the Deliverables.
“Department Head” means a Director (or designate) of the Town who is responsible for
a Department, and shall include the CAO with respect to his/her direct responsibilities
for a Department.
“Department Lead” means the Department employee assigned primary responsibility for
a Procurement.
“Division” means the division of the Town that is requisitioning the purchase of the
Deliverables.
“Division Manager” means the Manager, or their designate, of the Town who is
responsible for a Division.
“Financial Authority” refers to the Town’s financial authority registry which outlines the
signing authority for individual Town employees.
“Invitational Competition” means a Competitive Process in which an invitation to submit
Bids is issued to at least three Suppliers.
“Legal Services” means the Town’s Legal Services division.
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“Low-Value Procurement” means any Procurement of Deliverables with a value below the
Low-Value Purchase Threshold set out in Schedule C, except where the Procurement
is made through an existing Standing Offer or Qualified Supplier Roster.
“Low-Value Purchase Threshold” means the maximum value for a Procurement of
Deliverables that the Town may procure without proceeding with an Open Competition.
“Master Framework Agreement” means a master agreement entered into between the
Town and the prequalified Suppliers that have been included on a Qualified Supplier
Roster.
“Mid-Value Procurement” is an Invitational Competition where bids are sought from
three suppliers.
“Non-Standard Procurement” means the acquisition of Deliverables through a process
or method other than the standard method required for the type and value of the
Deliverables. Non-standard Procurement methods include:
a) acquiring Deliverables directly from a particular Supplier without conducting a
Competitive Process when an Invitational Competition or an Open Competition would
normally be required; and
b) soliciting Bids from a limited number of Suppliers without conducting an open
pre- qualification process when an Open Competition would normally be required.
“Open Competition” means the solicitation of Bids through a publicly posted Solicitation
Document.
“Open Competition Threshold” means the minimum value for a Procurement that the
Town must procure using an Open Competition.
“Open Framework Competition” means the Competitive Process used to establish a
Qualified Supplier Roster and provide for an ongoing application process during the term
of the Qualified Supplier Roster, as further described in the Qualified Supplier Rosters
Protocol.
“Performance Evaluation Report” means a report evaluating a Supplier’s performance in
accordance with the Supplier Performance Evaluation Protocol, and includes both Interim
and Final Performance Evaluation Reports.
“Procurement” means the acquisition of Deliverables by purchase, rental, or lease.
“Procurement Governance Committee” (“PGC”) means the committee established by the
Town under the Procurement Policy for the purposes of considering and making
determinations on procurement-related matters, including determinations under
the Procurement Protest Protocol, and the Supplier Suspension Protocol.
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Town of Aurora Procurement Policy
“Procurement Manager” means the individual officer or employee who is responsible for
Procurement Services.
“Procurement Plan” means the plan developed by a Department at the outset of an
Invitational Competition or Open Competition in accordance with the Competitive
Procurement Planning Protocol.
“Procurement Services” means the branch, department, division, or unit responsible for
purchasing Deliverables for the Town.
“Procurement Value” means the maximum total value of the Deliverables being procured,
and it must include all costs to the Town, including, as applicable, acquisition,
maintenance, replacement, and disposal; training, delivery, and installation; and extension
options, less applicable rebates or discounts and exclusive of sales taxes.
“Purchase Order” means the Town’s written document issued by a duly authorized
employee of the Town to a Supplier formalizing all the terms and conditions of the
purchase and supply of the Deliverables identified on the face of the Purchase Order.
“Purchasing Card” means a credit card provided by the Town to authorized officers and
employees for use as a payment method to purchase directly from Suppliers where
permitted under the Procurement Policy and in accordance with any cardholder
agreement and applicable procedures.
“Qualified Supplier Roster” means a list of Suppliers that have participated in and
successfully met the requirements of a Request for Pre-Qualifications (“RFPQ”) and
have therefore been prequalified to perform individual work assignments involving the
delivery of a particular type of Deliverable. The Suppliers that qualify for inclusion on the
Qualified Supplier Roster will enter into a Master Framework Agreement and will be
eligible to participate in Roster Competitions, as and when the goods or services are
required.
“Request for Information” or “RFI” means a market research initiative for the collection
of data for the purposes of future Procurement planning.
“Roster Competition” means an expedited, invitational competition between Suppliers
that have been included on a Qualified Supplier Roster for the selection of a Supplier to
perform a discrete work assignment during the term of the roster.
“Solicitation Document” means the document issued by the Town, or in the case of a
piggyback Procurement by a government agency or public authority, to solicit Bids from
Bidders.
“Standing Offer” means a written offer from a pre-approved Supplier to supply
Deliverables to the Town, upon request, through the use of an ordering process during a
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particular period of time, at a predetermined price or discount, generally within a
predefined dollar limit. The Standing Offer does not create a contractual commitment
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from either party for a defined volume of business. The commitment to purchase against
a Standing Offer is formed at the time a specific order is placed through the issuance of
a Purchase Order to the Supplier.
“Supplier” means a person carrying on the business of providing Deliverables.
“Total Cumulative Increase” means the total value of all increases to the original
Procurement Value, including the value of all previously approved amendments and the
value of the proposed amendment.
“Town” means The Corporation of the Town of Aurora.
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SCHEDULE B – EXCLUSIONS
1. Excluded Acquisitions and Expenditures
(a) This policy does not apply to Contracts, agreements or costs related for the sale,
purchase, lease, or licence of land or existing buildings.
(b) This policy does not apply to the acquisition of the following Deliverables:
i. services provided by licensed lawyers, notaries or forensic auditors;
ii. services of expert witnesses or factual witnesses used in court or legal
proceedings, including tribunal matters;
iii. financial services including banking, merchant fees, brokerage, debt
issuance, and investments;
iv. insurance premiums and services, including insurance adjusters, and
replacement purchases made as a result of an insurance claim;
v. goods intended for resale to the public;
vi. goods purchased on a commodity market;
vii. works of art; and
viii. subscriptions to newspapers, magazines, or other periodicals.
(c) This policy does not apply to Contracts or agreements relating to hiring of
employees or employee compensation, or memberships or dues, or
reimbursement of employee expenses, or employee training, including
conferences, courses, and seminars.
(d) This policy does not apply to goods or services procured from a government entity
or non-profit organization. Note: This exclusion does not apply to
procurements that are covered by the Canada-European Union
Comprehensive Economic and Trade Agreement (the “CETA”).
(e) This policy does not apply with respect to competitive Procurement requirements,
and in such cases Procurement can be conducted as a Non-Standard
Procurement, when it can be demonstrated that the goods or services can be
supplied only by a particular Supplier and no alternative or substitute exists for the
following reason(s):
i. there is an absence of competition for technical reasons;
ii. patents, copyrights, or other exclusive rights must be protected.
(f) This policy does not apply when the Procurement is for:
i. goods or consulting services regarding matters of a confidential or
privileged nature and the disclosure of those matters through an Open
Competition could reasonably be expected to compromise government
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confidentiality, result in the waiver of privilege, cause economic disruption,
or be contrary to the public interest;
ii. a prototype or a first good or service to be developed in the course of and
for a particular Contract for research, experiment, study, or original
development, but not for any subsequent purchases;
iii. goods available under exceptionally advantageous circumstances that
arise only in the very short term, such as resale of used equipment,
liquidation, bankruptcy, or receivership;
iv. a Contract to be awarded to the winner of a design contest and the contest
was organized in a fair and transparent manner and was advertised by
publicly posted notice and participants were judged by an independent jury;
v. The Procurement is being conducted on behalf of an entity that is not
covered by the Procurement Policy.
(g) This policy does not apply with respect to competitive Procurement requirements
when unforeseeable events have resulted in a situation where extreme urgency
exists and the goods or services could not be obtained in time through an Open
Competition. In such cases, the Procurement may be conducted as a Non-
Standard Procurement. Note: The Department Lead must clearly identify and
explain the unforeseeable events that brought about the urgency. Failure to plan
for and proceed with a Procurement in a timely manner will not be considered a
valid reason for a Non-Standard Procurement.
(h) This policy does not apply with respect to competitive Procurement requirements
when the Procurement Value is below the Open Competition Threshold and it is in
the best interests of the Town to proceed with a Non-Standard Procurement.
In such cases, the Procurement may be conducted as a Non-Standard
Procurement. Note: The Department Lead must clearly explain why it is in
the Town’s best interest to proceed with a Non-Standard Procurement rather
than an Invitational Competition.
(i) This policy does not apply with respect to competitive Procurement requirements
when the Procurement is otherwise exempt from Open Competition requirements
under all applicable trade agreements, and it is in the best interests of the Town to
proceed with a Non-Standard Procurement. In such cases, the Procurement
may be conducted as a Non-Standard Procurement. Note: The Department Lead
must indicate the specific section(s) of the applicable trade agreements that
provide for the exemption and clearly explain why it is in the Town’s best
interest to proceed with a Non-Standard Procurement rather than an Open
Competition.
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(j) This policy does not apply to payment of the Town’s general expenses, such as:
i. Taxes including Harmonized Sales Tax (HST), remittance of property taxes
and development charges to school boards and York Region
ii. Debt repayment and sinking fund contributions
iii. Costs related to employee training, development and recruitment in
accordance with Town policies
iv. Grants to agencies in accordance with Town policies
v. Postage and courier services
vi. Utility charges for consumption and acquisition of water, sewer, electricity,
natural gas
vii. Utility relocation and construction costs relating to a capital project
viii. Town sponsored employee purchase programs
ix. Employment agencies for temporary employment contracts
x. Appraisal fees
xi. Arbitrator, mediator and other similar professionals
xii. Suppliers and entertainers for special events and programs
xiii. Goods, services or construction where 100 percent of the total cost is
funded by a third party
2. Approval and Payment of Excluded Acquisitions and Expenditures
The approval and payment of excluded items is to be completed in accordance with
the Town’s financial authority registry.
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SCHEDULE C – PROCUREMENT THRESHOLDS
Table 1 – Procurement Thresholds
Low-Value Procurements Below $25,000
Mid-Value Procurements (Invitational
Competition) $25,000 to less than $50,000
Open Competition $50,000 and over
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SCHEDULE D – THRESHOLD AND AUTHORIZATION SCHEDULE
A. STANDARD PROCUREMENT
Table 1 – Table of Authority
Procurement
Method and
Threshold
Authorized to
Initiate
Procurement
Delegated
Authority to
Award*
Contract Requirement
Order from
Existing
Standing Offer
Department
Head
Division Manager Use existing contract
from standing offer if
available
Contract approved
based on Financial
Authority Roster
Competition
Less than
$50,000
Department
Head
Division Manager Use existing contract
from roster if available
Contract approved
based on Financial
Authority Roster
Competition
$50,000 and
over
Department
Head
Division Manager
and
Procurement
Manager
Use existing contract
from roster if available
Contract approved
based on Financial
Authority Low-Value
Procurement
Below $25,000
Department
Head or
designate
Division Manager None required
Mid-Value
Procurement
(Invitational
Competition)
$25,000 to
<$50,000
Department
Head
Division Manager Required only for
construction
procurements over
$25,000 in a form
approved by Legal
Services
Contract approved
based on Financial
Open
Competition
< $1M
Department
Head
Division Manager
and
Procurement
Manager
Required for all
procurements in a
form approved by
Legal Services
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Procurement
Method and
Threshold
Authorized to
Initiate
Procurement
Delegated
Authority to
Award*
Contract Requirement
Contract approved
based on Financial
Authority Open
Competition
≥ $1M
Department
Head
Division Manager
and
Procurement
Manager
Required for all
procurements in a
form approved by
Legal Services
Contract approved by
the CAO
* The Ability to award is contingent on the individual having the Financial Authority to do
so.
1. Authorization Process
a) The Department Lead completes the Procurement Authorization Form and submits it
to the Department Head.
b) The Department Head reviews and approves the Procurement Authorization Form.
c) If a Contract is required and less than $1 million dollars, then it must be in a form
approved by Legal Services and signed by an individual in the Department with the
appropriate Financial Authority. If the contract required is equal to or greater than $1
million dollars, then the Contract must be in a form approved by Legal Services and
approved by the CAO.
d) No Procurement may be authorized unless sufficient funding is available in an
approved budget, unless authorized by Council.
2. Delegated Authority to Procure
The delegation of authority to procure includes the authority to:
a) conduct the Procurement process in accordance with this policy and applicable
protocols;
b) approve the Procurement document(s) for a Competitive Process;
c) approve the selection of qualified Bidders in a multi-stage Open Competition;
d) approve the establishment of qualified Supplier rosters in an Open Framework
Competition; and
e) approved the award of the Contract.
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3. Conditions of Delegated Authority to Procure
Delegated authority to procure is subject to the following conditions:
a) No Procurement may be initiated unless approved budget funding in an amount
sufficient to cover the Procurement Value is available.
b) In the case of a multi-stage Open Competition or an Open Framework
Competition, qualified Bidders are selected in accordance with the evaluation
and selection process set out in the Solicitation Document.
c) No Contract award may be approved unless:
i. sufficient funding is available in an approved budget;
ii. the Procurement process was conducted through the standard
Procurement method, as determined in accordance with this policy;
iii. the Procurement process was conducted in accordance with this
policy and all applicable protocols; and
iv. in the case of a Competitive Process, the Contract is awarded to
the top-ranked Bidder, as determined in accordance with the
evaluation and selection process set out in the Solicitation
Document.
Where the authority to procure is delegated to multiple individuals, all those individuals
must be satisfied that the above conditions of delegated authority are met.
4. Council Authority
If any of the applicable conditions of delegated authority are not met, Council approval
must be obtained before proceeding with any Procurement activity.
B. NON-STANDARD PROCUREMENT
Table 2 – Table of Authority
Procurement Value Authorize
Procurement
Delegated Authority to
Procure
< Open Competition Threshold Department Head Department Lead
≥ Open Competition Threshold and
< $100K CAO Department Head
$100K < $250K PGC Department Head
$250K and over Council Department Head
$250,000 and over for software
license, maintenance, and
related fees (excluding
implementation costs) for
contracts of up to five years
PGC Department Head
Formatted Table
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1. Authorization Process
a) The Department Lead completes the Non-Standard Procurement Authorization
Form and submits it to the Department Head.
b) The Department Head reviews and approves the Non-Standard Procurement
Authorization Form.
c) If the Procurement Value is less than the applicable Open Competition Threshold, the
Department Head may authorize the Procurement and delegate the authority to
procure to the Department Lead.
d) If the Procurement Value is equal to or greater than the applicable Open Competition
Threshold but less than $100,000, the Department Head submits the Non-
Standard Procurement Authorization Form to the CAO.
e) If the Procurement Value is equal to or greater than $100,000 but less than $250,000,
the PGC may authorize the Procurement and delegate the authority to procure to the
Department Head.
f) If the Procurement Value is equal to or greater than $250,000, the Department Head
submits a report to Council for authority to proceed with the procurement. Council
may authorize the Procurement and delegate the authority to procure to the
Department Head.
f)g) If the Procurement Value is equal to or greater than $250,000 and is for
the procurement of software license, maintenance, and related fees
(excluding implementation costs) for a contract of up to five years, the PGC
may authorize the Procurement and delegate the authority to procure to the
Department Head.
g)h) No Procurement may be authorized unless sufficient funding is available in
an approved budget, unless authorized by Council.
2. Delegated Authority to Procure
In the case of a Non-Standard Procurement, the delegation of authority to
procure includes the authority to negotiate and finalize the Contract with the selected
Supplier.
Contract requirements follow the same thresholds as standard Procurements. No
Contract may be finalized unless sufficient funding is available in an approved budget
and is approved by Legal Services.
Formatted: Character scale: 100%
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Town of Aurora Procurement Policy
C. CONTRACT ISSUANCE OR EXECUTION
1. Authorized Signatories
The Procurement Manager has delegated authority to issue Purchase Orders on behalf
of the Town.
The following individuals have delegated authority to execute legal agreements on behalf
of the Town:
Table 3 – Authorized Signatories
Procurement Value Authorized Signatory
< $1M Department Head or delegate,
in accordance with Financial
Authority
≥ $1M CAO
Note: All contracts shall be reviewed by Legal Services prior to signing.
2. Review and Execution Process
a) In accordance with the delegated authority to procure, the authorized individual(s):
i. approves the award of the Contract;
ii. confirms all pre-conditions of award are met; and
iii. assembles all Contract documents and provides the Contract documents to
Legal Services for review.
b) If an agreement is to be signed, Legal Services reviews and approves the
agreement for signature and the agreement is sent to the Authorized Signatory.
c) The agreement is signed by the Authorized Signatory.
3. Pre-Approval of Standard Term Contracts
Legal Services may approve standard term Contract documents, including Purchase
Order terms, standard forms of agreement, and supplementary terms and conditions for
use in specified circumstances and subject to established conditions.
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D. CONTRACT AMENDMENTS
Table 4 – Table of Authority if Total Cumulative Increase is Less Than 20% of Original
Procurement Value
Total Cumulative Increase Authorize Amendment
< $50,000 Department Head
≥ $50,000 CAO
Table 5 – Table of Authority if Total Cumulative Increase is Equal to or More Than 20%
of Original Procurement Value
Total Cumulative Increase Authorize Amendment
< $250,000 Chief Administrative Officer
≥ $250,000 Council
Total Cumulative Increase means the total value of all increases to the original
Procurement Value, including the value of all previously approved amendments and the
value of the proposed amendment.
1. Authorization Process
a) The Contract Administrator completes the Contract Amendment Authorization Form.
b) If the Procurement Value is less than the applicable Open Competition Threshold, the
Contract Administrator obtains the appropriate authority based on the above tables.
If the amendment must be authorized by the Department Head or CAO, the Contract
Amendment Authorization Form must first be approved by the Department Head when
CAO approval is required.
c) If the Total Cumulative Increase is equal to or greater than the applicable Open
Competition Threshold, the Contract amendment must be treated as a Non-
Standard Procurement and the Contract Amendment Authorization Form must be
reviewed by the PGC. The PGC reviews and addresses any concerns with the
Department Head. Once any concerns have been resolved or noted on the
Contract Amendment Authorization Form, the Form shall be submitted to the CAO
based on Table 4 above and if the increase is more than 20% of the original value,
the Department Head shall seek approval from Council in a report in accordance
with the authority in Table 5 above.
d) No Contract amendment may be authorized unless sufficient funding is available in
an approved budget, unless authorized by Council.
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SCHEDULE E – SUPPLIER CODE OF CONDUCT
The Town requires its Suppliers to act with integrity and conduct business in an ethical
manner. The Town may refuse to do business with any Supplier that has engaged in illegal
or unethical bidding practices, has an actual or potential conflict of interest or an unfair
advantage, or fails to adhere to ethical business practices.
Suppliers are responsible for ensuring that any employees, representatives, agents, or
subcontractors acting on their behalf conduct themselves in accordance with this
Supplier Code of Conduct. The Town may require the immediate removal and
replacement of any individual or entity acting on behalf of a Supplier that conducts
themselves in a manner inconsistent with this Supplier Code of Conduct. The Town may
refuse to do business with any Supplier that is unwilling or unable to comply with such
requirement.
A. ILLEGAL OR UNETHICAL BIDDING PRACTICES
Illegal or unethical bidding practices include:
a) bid-rigging, price-fixing, bribery or collusion, or other behaviours or
practices prohibited by federal or provincial statutes;
b) offering gifts or favours to the Town’s officers, employees, appointed or elected
officials, or any other representative of the Town;
c) engaging in any prohibited communications during a Procurement process;
d) submitting inaccurate or misleading information in a Procurement process; and
e) engaging in any other activity that compromises the Town’s ability to run a fair
Procurement process.
The Town will report any suspected cases of collusion, bid-rigging, or other
offences under the Competition Act to the Competition Bureau or to other relevant
authorities.
B. CONFLICTS OF INTEREST
All Suppliers participating in a Procurement process must declare any perceived,
possible, or actual conflicts of interest.
The term “conflict of interest,” when applied to Suppliers, includes any situation or
circumstance where:
a) in the context of a Procurement process, the Supplier has an unfair advantage or
engages in conduct, directly or indirectly, that may give it an unfair advantage,
including but not limited to:
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i. having, or having access to, confidential information of the Town that is
not available to other Suppliers;
ii. having been involved in the development of the Procurement document,
including having provided advice or assistance in the development of
the Procurement document;
iii. receiving advice or assistance in the preparation of its response from
any individual or entity that was involved in the development of the
Procurement document;
iv. communicating with any person with a view to influencing preferred
treatment in the Procurement process (including but not limited to the
lobbying of decision-makers involved in the Procurement process); or
v. engaging in conduct that compromises, or could be seen to
compromise, the integrity of an open and competitive Procurement
process or render that process non-competitive or unfair; or
b) in the context of performance under a potential Contract, the Supplier’s other
commitments, relationships, or financial interests:
i. could, or could be seen to, exercise an improper influence over the
objective, unbiased, and impartial exercise of its independent judgment;
or
ii. could, or could be seen to, compromise, impair, or be incompatible with
the effective performance of its contractual obligations.
Where a Supplier is retained to participate in the development of a Solicitation Document
or the specifications for inclusion in a Solicitation Document, that Supplier will not be
allowed to respond, directly or indirectly, to that Solicitation Document.
C. ETHICAL BUSINESS PRACTICES
In providing Deliverables to the Town, Suppliers are expected to adhere to ethical
business practices, including:
a) performing all Contracts in a professional and competent manner and in accordance
with the terms and conditions of the Contract and the duty of honest performance;
b) complying with all applicable laws, including safety and labour codes (both domestic
and international as may be applicable); and
c) providing workplaces that are free from harassment and discrimination.
Page 116 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. PDS 2 2 -0 8 9
Subject: Community Improvement Plan Review – Public Meeting
Prepared by: Nick Kazakoff, Economic Development Officer
Department: Planning and Development Services
Date: June 7, 2022
Recommendation
1. That Report No. PDS22-089 be received for information.
Executive Summary
This report seeks to update Council on the internal review of the Aurora Promenade
Community Improvement Plan (CIP) as directed by Council in September 2021 and its
progress to date. Staff have a conducted a best-practices review of its neighbouring
municipalities CIP programs related to four key themes: Accessibility, Sustainability,
Heritage and Affordable Housing.
Accessibility related grants are common among neighbouring municipalities
Several neighbouring municipalities offer sustainability related grants
Heritage related CIP Programs are common among downtown CIPs
Affordable Housing CIP programs are rare in lower-tier municipalities
Background
A Community Improvement Plan or CIP is a tool that allows a municipality to direct funds
and implement policy initiatives toward a specifically defined project area. Section 28 of
the Planning Act gives municipalities that have enabling policies in their official plans, the
ability to prepare a CIP. CIPs are intended to encourage revitalization initiatives and/or
stimulate development and redevelopment. Once implemented, the Plan allows
municipalities to provide tax assistance, grants or loans to assist in the revitalization of
lands and/or buildings within the defined CIP area.
Page 117 of 155
June 7, 2022 2 of 8 Report No. PDS22-089
Through Community Improvement Plans, municipalities can:
Focus public attention on local priorities and municipal initiatives
Target areas in transition or in need of repair, revitalization and redevelopment
Facilitate and encourage community change in a coordinated manner
Stimulate private sector investment through municipal incentive-based programs
As part of an overall plan to revitalize the downtown area, the Town has designated the
Aurora Promenade as a CIP area. In 2014, a number of financial incentives were
developed to support the Aurora Promenade CIP to encourage long -term private sector
investment in new and existing development in the area. In 2019, the five-year CIP expired,
and due to the pandemic, consultation on an updated CIP was halted.
In September 2021, Council directed staff to initiate an internal review of the Aurora
Promenade Community Improvement Plan, as directed in the current CIP plan, and is
intended to determine whether each program has met its goals.
The detailed internal review aims to evaluate and report back on several aspects
including:
The opportunities to improve effectiveness by determining which programs
should be eliminated, and which programs should be added or enhanced, that
align with the Official Plan and Promenade Secondary Plan
The effectiveness of the funding and organizational structure of the CIP process
The composition and operation of the Evaluation Committee
The effectiveness of staff and other resources to administer, monitor and market
the programs;
The funding levels required to support the recommended programs
As part of the review and public consultation process, staff are presenting a program
comparison of neighbouring municipalities as well as review and present best practices
and programs from across Ontario that are permitted under the Municipal Act and
Planning Act for a Community Improvement Plan. Special consideration has been given
to programs that align with the Town’s Strategic Plan and various Departmental plans
and objectives including: climate and environment, green development, downtown
revitalization, business support, heritage preservation, accessibility and public realm
amenities, along with managed growth in the Promenade. These various facets of
consideration have been grouped into four key areas: sustainability, heritage, accessibility
and affordable housing. (Note that affordable and attainable housing terms have been
Page 118 of 155
June 7, 2022 3 of 8 Report No. PDS22-089
used interchangeably, both relating to the ability of people to find appropriate housing
that meets their needs and budget.)
Analysis
Staff have conducted a best-practices review of other communities across Ontario that
offer downtown Community Improvement Plans (see Attachment 1). The updated CIP
aims to address the following four priority areas: sustainability, heritage, accessibility and
affordable housing. By reviewing these best practices staff have identified elements that
can be included into the Town’s original CIP Programs or even new programs to be added
to the next iteration of the Aurora Promenade CIP.
Accessibility related grants are common among neighbouring municipalities
A few of the Town’s neighbouring municipalities offer accessibility-related grants as an
eligible expense within their Building Restoration and Improvement Program. For
example, the Township of King offers the installation of automatic doors and accessibility
ramps as an eligible expense in their Property Improvement Grant. Similarly, the Town of
Whitchurch-Stouffville offers eligible expenses for barrier free entry under their Building,
Façade and Signage Loan program. King’s maximum eligible grant amount is $10,000
and Whitchurch-Stouffville is $15,000.
Another example is Kawartha Lake’s CIP that offers 50 per cent eligible cost grants on
accessibility improvement projects, for a maximum of $4,000, if they are in accordance
with the Ontario Disability Act Standards. Similarly for commercial units, the City of
Cambridge offers enhanced accessibility elements as an eligible expense under their
Building Restoration program and covers 50 per cent of eligible costs.
The inclusion of accessibility improvement investments in the Aurora Promenade CIP
could be easily addressed by adding them as an eligible expense as part of the Building
Restoration, Renovation and Improvement Program similar to Whitchurch-Stouffville’s
CIP. As of right now, there is no reference to accessible improvements under the Aurora
Promenade CIP.
Several neighbouring municipalities offer sustainability related grants
Several municipalities near Aurora offer sustainability-related incentives in their tax-
increment based CIP programs. For example, the Township of King listed part of their
eligible expenses to their Tax Increment Equivalent Grant (TIEG) program that would
cover improvements to energy and water efficiency to buildings. Additionally, Bradford
offers part of their eligible expenses in their Tax-based Redevelopment Grant (TIG)
Page 119 of 155
June 7, 2022 4 of 8 Report No. PDS22-089
program could go towards costs associated with environmental contamination and
protection, or public infrastructure improvements like water services.
Another example, Middlesex County offers a unique sustainability-related incentive
program titled Energy Efficiency and Retrofit Grant which includes replacement of
windows and lighting with ENERGY STAR® models, implementation of a green roof with
vegetation, replacement hot water tanks/ systems with more energy efficient models, and
updating heating systems with ENERGY STAR® models under their eligible expenses.
This grant covers 50 per cent of construction costs up to a total maximum amount of
$7,500. Lastly, on a broader scale, the City of Hamilton offers a sustainability grant titled
LEEDing The Way, which covers up to 75 per cent of costs that are consistent with LEED
(Leadership in Energy and Environmental Design) certification goals.
It is recommended that Aurora considers adding eligible expenses relating to
sustainability, such as water efficiency upgrades, to their existing Tax-based
Redevelopment Grant Program. This approach has been successfully demonstrated in
close-by and comparable municipalities such as King and Bradford. Additionally,
Middlesex County is a comparable municipality to Aurora and has taken the initiative to
offer an entirely separate CIP incentive that includes many important sustainability
improvements with a maximum eligible grant amount of $7,500. Therefore, Aurora may
consider adapting a similar program for the promenade CIP as it would greatly advance
sustainability efforts and be within an affordable budget range.
Heritage related CIP Programs are common among downtown CIPs
Heritage related CIP programs are very common across many CIPs focused on
downtown revitalization and redevelopment including the Town’s neighbouring
municipalities. For example, Bradford offers heritage-related incentives, such as the
repairing and restoration of historic commercial facades in the eligible expenses under
their Façade, Landscape and Signage Improvement Grant (See Fig. 1). Additionally, the
Township of King offers heritage incentives, including the redevelopment of a non-
historic property or the re-purposing of an historic property, under their Tax Increment
Equivalent Grant (TIEG).
In addition, the City of Brampton offers extra grant amounts to developers under their
Building Improvement Program who specifically meet Ontario Heritage Act (OHA)
guidelines, up to a maximum of $50,000. The eligible expense for Brampton’s program
includes restoring architectural features, and/or interior works (ie. woodwork, walls,
metal work) for the purposes of heritage preservation in non-residential and mixed use-
buildings.
Page 120 of 155
June 7, 2022 5 of 8 Report No. PDS22-089
In addition to heritage grant-based CIP programs common among many municipalities,
the Aurora Promenade CIP offered a unique program titled the Heritage Property Tax
Relief Program which isn’t offered elsewhere. This program offered applicants 10-40 per
cent reduction in municipal taxes for up to five years when improvement work to preserve,
restore and enhance historic character elements of heritage properties which are being
utilized for commercial enterprises was undertaken. Applicants of this program were able
to stack this program and be eligible for other grant programs within the Aurora
Promenade CIP program such as the Façade and Signage Program as well as Building
Restoration and Improvement Grant.
Aurora already offered the Heritage Property Tax Relief Program, it may not be necessary
to introduce any additional heritage CIP grants. However, Aurora may want to consider
adding heritage-related restoration to their Façade and Signage Improvement Grant
Program or their Tax-based Redevelopment Grant Program, which is what has been done
in comparable neighboring municipalities such as Bradford and King.
Affordable Housing CIP programs are rare in lower-tier municipalities
Very few lower-tier municipalities offer affordable housing related CIP programs and
none of the Town’s neighbouring municipalities offers an affordable housing program
component within their respective CIPs. Many of the affordable housing incentive
programs are delivered at the Regional level. For example, Northumberland County offers
grants and forgivable loans of $20,000 per affordable rental housing unit that is built.
Other larger single-tier municipalities such as the City of Hamilton and the City of
Peterborough offer the waiving of development charges and providing tax assistance for
affordable housing related developments.
The addition of an affordable housing financial component in the Aurora Promenade CIP
may be out of the scope as it would require significant cost analysis in order to realize
any benefit. However, non-financial incentives could be developed and offered under a
CIP. For instance, projects that offer an affordable or attainable housing component
might be eligible for a streamlined planning process, fee deferment plans, or assistance
with grant applications from the Region, Province or Federal granting levels.
Advisory Committee Review
Consultation and presentation to the Town’s various committees and organizations
were or will be held on the following dates, with comments collected by staff for
consideration.
May 2, 2022 - Heritage Advisory Committee
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June 7, 2022 6 of 8 Report No. PDS22-089
May 4, 2022 - Environmental Advisory Committee
May 11, 2022 – Accessibility Advisory Committee
June 7, 2022 – Aurora Economic Development Corporation
May 15, 2022 – Business Improvement Area
Legal Considerations
Once the preparation of the community improvement plan is underway, it will be done in
accordance with the process set out in the Planning Act, which includes consultation
and public meetings, notice, and the opportunity for submission and comments. The
plan will require approval from Council and then the Minister.
Financial Implications
When first established, the Town’s CIP program was funded through a similarly named
capital project. In 2017 Council approved the creation of a new economic development
reserve and funded it through a transfer of all remaining unused funds from the CIP
capital project. On an ongoing basis the economic development reserve has been
replenished through the Town’s annual revenues earned from its small cell technology
pilot projects.
All approved CIP program applications have been funded from the economic
development reserve since 2017. To date this reserve has proven sufficient in meeting
all CIP program funding needs. Should this program be expanded, staff will continue to
monitor its funding requirements to ensure the ongoing health of this reserve.
Page 122 of 155
June 7, 2022 7 of 8 Report No. PDS22-089
Communications Considerations
Communications will assist with the public consultation and once the preparation of the
community improvement plan is underway, the community will be informed.
Climate Change Considerations
Aurora continues to demonstrate community growth through the pursuit of new
developments. With developmental growth comes impacts to climate change,
particularly GHG emissions. The recommendations from this report, through the
implementation of the Community Improvement Plan, provides the town an opportunity
to continue their pursuit of communal growth whilst supporting town-wide commitment
to sustainable investments. The implementation of the 2021 Community Improvement
Plan programs will not only support the goals and objectives presented in the Town’s
Community Energy Plan; to reach a path towards 80% emissions reductions from 2018
levels by 2050 but support the objectives of the Town’s Green Development Standards,
currently in development.
Link to Strategic Plan
The 2021 Community Improvement Plan for the Aurora Promenade supports many of
the Goals and Objectives of the Town’s Strategic Plan, the most relevant goals are:
Supporting an exception quality of life for all and enabling a diverse, creative and
resilient economy. The relevant supporting objectives include: Strengthening the fabric
of our community and promoting economic opportunities that facilitate growth of
Aurora as a desirable place to do business.
Alternative(s) to the Recommendation
1. That Council provide direction.
Page 123 of 155
June 7, 2022 8 of 8 Report No. PDS22-089
Conclusions
Staff have conducted a best-practices review of neighbouring municipalities’ CIP
programs particularly related to Accessibility, Heritage, Sustainability and Affordable
Housing and have consulted with the Town’s various advisory committees. Staff will
report back to Council on the findings of the public consultation to a future General
Committee meeting following the statutory public meeting.
Attachments
Attachment 1 – CIP Review - Best Practices Overview
Previous Reports
PDS21-108 – Aurora Promenade Community Improvement Plan, September 21, 2021
Pre-submission Review
Agenda Management Team review on May 19, 2022
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 124 of 155
TOWN OF AURORA, PLANNING AND DEVELOPMENT
Promenade Area Community
Improvement Plan (CIP)
Best Practices Overview
Page 125 of 155
•Sustainability
•Heritage
•Accessibility
•Affordable
Housing
Seeking Input: Four
‘Bucket’ Incentives
TOWN OF AURORA, PLANNING AND
DEVELOPMENT
The Town of Aurora is looking
to review each of our 7 CIP
programs with the following
(4) themes that are in line with
the official plan:
Page 126 of 155
TOWN OF AURORA, PROMENADE AREA CIP
1. Façade Grant Program
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Façade &
Signage
Improvement
Grant
Program
Façade and
Signage
Improvement
Grant
Façade and
Signage
Improvement
Grant
Façade
Improvement
& Restoration
Program
Building, façade
and Signage Loan
Façade,
Landscape and
Signage
Improvement
Grant
Allocated
Amount (%)
50% of
eligible costs
50% of
eligible costs
50% of eligible
costs
50% of eligible
costs
Matching amount
spent by
proponent
50% of eligible
costs
Maximum
Amount
$15,000 Varies $15,000 $15,000 $15,000 $25,000
Eligible
Expenses
Replacement
of doors,
windows,
façades &
signage
Signage &
façade
improvement
architectural
services
Building
façades,
front/side lot
landscaping,
signage
Repainting
masonry/
brickwork
redesign of
storefronts,
window repair
Upgrading
buildings to
comply with the
OBC, canopies,
building signage,
barrier-free
entries
Roof repair,
historic
restoration,
exterior
window
treatment,
signage
Façade CIP Comparison: Neighbouring Municipalities
Page 127 of 155
1. Façade Grant Program
Overview:
•Aurora’s Façade program is very comparable in terms of grant
amounts, maximum amounts, and eligible expense criteria
to neighbouring municipalities.
Suggestions:
•To address our four key themes, heritage-related criteria
could be written as an additional eligible expense (i.e. Bradford
offers historic restoration in their eligible expenses).
•Better use of language to incorporate one or
more key themes.
Page 128 of 155
2. Building Renovation & Restoration
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Building
Restoration,
Renovation
and
Improvement
Program
Property
Improvement
Grant
Building
Renovation
Grant
Interior
Renovation &
Improvement
Program
Building, façade and
Signage Loan
Building
Restoration,
Renovation, and
Improvement
Program
Allocated
Amount (%)
50% of eligible
costs
50% of eligible
costs
50% of eligible
costs
50% of eligible
costs
Matching amount
spent by
proponent
50% of eligible
costs
Maximum
Amount
$40,000 $10,000 $50,000 $15,000 /
loan of
$100,000
$15,000 $50,000
Eligible
Expenses
Building, fire
and other
code
compliance,
expansion/ad
ditions,
general
retrofitting
Automatic
doors,
accessibility
ramps,
building/ fire
code
compliance,
architecture
Materials,
labor,
professional
fees, building/
fire code
compliance,
structural
upgrades
Structural,
leasehold and
fixed
improvements
The conversion of
the upper storey
commercial
buildings to
residential use/
offices, barrier free
entry, building/ fire
code compliance
Building/ fire
code compliance,
expansion/additi
ons, retrofitting
existing space,
additional on-
site
development.
Building Renovation & Restoration Comparison:
Neighbouring Municipalities
TOWN OF AURORA, PROMENADE AREA CIP Page 129 of 155
2. Building Renovation & Restoration
Overview:
•Aurora’s Building Renovation program is very comparable in terms of
grant amounts to neighbouring municipalities.
•Maximum amounts/ eligible expense criteria varies slightly.
Suggestions:
•Express better language to promote sustainability and
accessibility-related incentives in the eligible expense criteria
section.
•Sustainability-related incentive examples: green roofs,
updated heating systems, lighting and window
replacements, etc.
•Accessibility: barrier free entry, accessibility
ramps, etc.
Page 130 of 155
TOWN OF AURORA, PROMENADE AREA CIP
3. Development Charge Grant Program
Municipality Aurora King Richmon
d Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Development
Charge (DC)
Grant
Program
N/A N/A Development
Charges
Rebate/Credit
Program
N/A The
Development
Charge (DC)
Grant Program
Allocated
Amount (%)
75% of the
Development
Charge
N/A N/A TBD based on
project/ merit
N/A 50% DC
reduction
Maximum
Amount
$100,000 N/A N/A TBD based on
project/ merit
N/A Max. 50%
Eligible
Expenses
Only
applicable to
commercial
developments
/ projects
N/A N/A New construction,
building
preservation,
restoration of
heritage, residential
intensification
N/A Assistance for
the
development
&
redevelopment
of sites
Development Charge Grant Program
Comparison
Page 131 of 155
3. Development Charge Grant Program
Overview:
•The Development Charge Grant Program offered in Aurora is somewhat
comparable to its neighboring municipalities.
•Newmarket and Bradford offer a DC grant similar in description title to
Aurora’s, but allocated amounts and maximum time frames are not
specified in Newmarket.
Suggestions:
•To include both affordable housing & heritage-related
incentives under their eligible expenses criteria.
•Allowing multi-unit (rather than only commercial)
projects to advance affordable housing
development possibilities
Page 132 of 155
TOWN OF AURORA, PROMENADE AREA CIP
4. Tax-Based Increment Program
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Tax-based
Redevelopment
Grant Program
Tax
increment
equivalent
grant
Tax Increment
Equivalent Grant
(TIEG)
Redevelopment
& Rehabilitation
Tax Incentive
Program
Redevelopment/Re
habilitation Grant
Program
Tax-based
Redevelopment
Grant (TIG)
Program
Allocated
Amount (%)
80% for non
residential,
100% for multi-
unit residential
Grant
provided on a
declining rate
basis
Grant provided
on a declining
rate basis
Annual grant
based on tax
increase the
property will
experience
Grant provided on
a declining rate
basis
100% of annual
tax
Maximum
Amount
10 year period Up to 100%
over a 10
year period.
90% of the
annual tax
increment.
Max 10 years.
10 year period Year 1-80%
property tax bill,
Year 10-owner
pays full
10 year period
Eligible
Expenses
Site
development
and
infrastructure
work including
demolition &
building
rehabilitation
Re-purposing
of an historic
property,
improvement
s to energy/
water
efficiency
Development of
office use (stand-
alone or as part
of mixed use
developments)
across the entire
CIPA.
Redevelopment
of properties
Redevelopment and
rehabilitation of
sites as deemed
appropriate by the
Town
Building
rehabilitation,
environmental
protection,
public
infrastructure
(water services)
Tax-based Increment Program Comparsion
Page 133 of 155
Overview:
•The Taxed-Based Increment Program offered is very comparable.
•Most municipalities offer a reduction in taxes on a declining basis
throughout 10 years or less, until finally reaching a 100% reduction by
the 10th year.
4. Tax-Based Increment Program
Suggestions:
•Aurora should consider expressing affordable housing &
sustainability-related incentives to its eligible criteria for this
program.
•Affording housing incentives would fit well into this
program because it is already related to site
development and multi-unit residential
buildings.
Page 134 of 155
TOWN OF AURORA, PROMENADE AREA CIP
5. Heritage Property Tax Program
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Heritage Property Tax
Relief Program
N/A N/A N/A N/A N/A
Allocated
Amount (%)
10-40% reduction of
taxes
N/A N/A N/A N/A N/A
Maximum
Amount
Up to 5 years N/A N/A N/A N/A N/A
Eligible
Expenses
Improvement work to
preserve, restore and
enhance historic
character/
elements of Heritage
Properties which
are being utilized for
commercial enterprise.
N/A N/A N/A N/A N/A
Heritage Grant Program Comparison
Page 135 of 155
Overview:
•The Heritage Property Tax Program is very unique to Aurora and not
offered in other neighbouring municipalities.
•This incentive can only be applied to a development in conjunction
with applications under programs 1 and 2 (façade & building
restoration).
Suggestions:
•Aurora is already exceeding other municipalities in terms of
heritage-related incentives through this program.
5. Heritage Property Tax Relief
Program
Page 136 of 155
TOWN OF AURORA, PROMENADE AREA CIP
6. Environmental Site Assessment Program
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Environmental
Site Assessment
Program
N/A N/A N/A N/A N/A
Allocated
Amount (%)
Matching financial
assistance /
deferring property
tax increases
N/A N/A N/A N/A N/A
Maximum
Amount
N/A N/A N/A N/A N/A N/A
Eligible
Expenses
Brownfield
redevelopment
(Phase II ESA
Remedial
Action Plans)
N/A N/A N/A N/A N/A
Environmental Site Assessment Program Comparison
Page 137 of 155
6. Environmental Site Assessment
Program
Overview:
•Similar to the Heritage program, the Environmental Site Assessment
Program is unique and specific to Aurora.
•This program specifically targets brownfield development that has
been an issue in this area of Aurora’s downtown district.
Suggestions:
•Aurora should reassess the need for this incentive moving
forward.
Page 138 of 155
TOWN OF AURORA, PROMENADE AREA CIP
7. Environmental Remediation Tax Assistance Program
Municipality Aurora King Richmond
Hill
Newmarket Whitchurch-
Stouffville
Bradford
Grant Environmental
Remediation Tax
Assistance
Program
N/A N/A N/A N/A N/A
Allocated
Amount (%)
N/A N/A N/A N/A N/A N/A
Maximum
Amount
N/A N/A N/A N/A N/A N/A
Eligible
Expenses
Phase II
environmental
site assessments,
risk assessments
and
risk management
plans.
N/A N/A N/A N/A N/A
Environmental Remediation Tax Assistance
Program Comparison
Page 139 of 155
7. Environmental Remediation Tax
Assistance Program
Overview:
•Aurora’s neighboring municipalities do not offer a comparable
environmental tax remediation program.
•This is site specific to address needs to large Brownfield sites.
Suggestions:
Review the various site-specific needs within the town and
determine if this program is still feasible.
Page 140 of 155
TOWN OF AURORA,
PLANNING AND DEVELOPMENT
Next Steps
•Continue with Advisory Committee
consultations
•Public Session with Council in June 2022
•Assess and implement feedback
•Conduct program analysis
•Conduct cost/benefit analysis
•Report back to Council in 2023
Page 141 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Notice of Motion
Councillor’s Office
_______________________________________________________________________________________
Re: Natural Capital Asset Management Planning for Municipal Infrastructure
To: Mayor and Members of Council
From: Councillor Rachel Gilliland
Date: June 7, 2022
_______________________________________________________________________________________
Whereas the last economic value of natural capital assets associated with the
Ecosystem Protection Review was in 2013, but did not fall in line with the Asset
Management Planning for Municipal Infrastructure, O Reg 588/17; and
Whereas the land values have changed significantly in the last 10 years; and
Whereas natural capital assets are becoming more at risk of endangerment and
identified as important key recommended assets in mitigating climate change and
adaptation plans; and
Whereas a natural capital assets study should also include stewardship plans and
maintenance best practices to enhance and protect these features; and
Whereas the Town of Aurora supported a climate emergency for the purposes of
naming and deepening our commitment to protecting our eco systems;
1. Now Therefore Be It Hereby Resolved That a study to establish the economic value
of the Town owned natural capital assets be included in the 2023 Capital Budget for
Council discussion and consideration; and
2. Be It Further Resolved That the study should align with the Asset Management
Planning for Municipal Infrastructure, O Reg 588/17, with recommended
stewardship plans and maintenance best practices to enhance and protect these
features.
Page 142 of 155
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Office of the Mayor
Subject: York Regional Council Highlights of May 26, 2022
To: Members of Council
From: Mayor Mrakas
Date: June 7, 2022
Recommendation
1. That the York Regional Council Highlights of May 26, 2022, be received for
information.
Page 143 of 155
,
Friday, May 26, 2022
York Regional Council – Thursday, May 26, 2022
Live streaming of the public session of Council and Committee of the Whole meetings is available on
the day of the meeting from 9 a.m. until the close of the meeting. Past sessions are also available at
York.ca/councilandcommittee
COVID-19 Update
York Regional Council received an update on the continued response to the COVID-19 pandemic.
York Region continues to be actively engaged in the pandemic response and has been monitoring the
spread of COVID-19 through three key indicators: wastewater surveillance, hospitalizations and
institutional outbreaks. While wastewater signals are stabilizing, hospitals are still seeing admissions
from the virus.
Vaccination remains the most effective tool to protect ourselves, our families and our communities from
serious outcomes related to COVID-19. Over 88% of York Region residents received at least one dose
of COVID-19 vaccine, and over 85% of residents having received two doses. Three doses have been
administered to 57% of eligible residents aged 12 years and older. Residents who are eligible and have
not yet received a third or fourth booster dose are encouraged to book an appointment or visit one of
York Region’s many walk-in, mobile or community hub vaccination clinics at the earliest opportunity.
York Region continues to support high-risk settings with ongoing case, contact and outbreak
management. These settings include long-term care, retirement and group homes, hospitals, hospices,
shelters, farms and other congregate settings. Staff also continue to work with schools and child care
centres to provide support on messaging, guidance and absenteeism.
York Region estimates the financial impacts of COVID-19 in 2022 will total $49.2 million. Funding from
senior levels of government is expected to fully offset the increased cost for the COVID-19 response in
2022, allowing for no tax levy pressure due to the pandemic response.
More information about York Region’s ongoing response to COVID-19 is available at york.ca/COVID19
Regional Council endorses 2023 budget timeline
Regional Council endorsed the timeline for development of the 2023 to 2026 Budget, aligning with the
next term of York Regional Council and the proposed 2023 to 2027 Strategic Plan.
Since 2015, York Region has developed a multi-year budget comprised of an annual budget and a
three-year outlook aligned with the term of Council. This process allows for better coordination of
budgeting and supports long-term financial sustainability through the implementation of the Region’s
fiscal strategy.
The 2023 budget will be developed in an environment of continued uncertainty regarding future COVID-
19 impacts. Although there are positive signs about the pandemic recovery, service and
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financial impacts are expected to continue beyond 2022. Additional pressures on the 2023 budget will
include inflation, rising fuel prices and population growth as demand for Regional services increases.
To help manage financial pressures and minimize impacts on programs and services, a review of base
budget items will be made to determine cost savings, reductions and other efficiencies.
The 2023 to 2026 budget will be tabled with Regional Council in January 2023 and considered for
approval in February 2023.
Updated 2022 Development Charges Bylaw takes effect June 17, 2022
Regional Council has approved the 2022 Development Charges Bylaw, coming into effect on June 17,
2022. This bylaw is updated every five years in accordance with the Development Charges Act, 1997.
Development charges are fees levied on new development to help pay for growth-related infrastructure.
This infrastructure must be in place before development begins, ensuring it is ready and available to
service growth when it occurs. In February 2022, Regional Council endorsed, in principle, the use of a
uniform Region-wide rate to recover all growth-related costs in the new bylaw.
For the first time, the Development Charge Bylaw will include the Yonge North Subway Extension as it
will provide benefit to York Region’s nine cities and towns.
Housing Services will also benefit from the new Development Charges Bylaw. The updated bylaw will
include $909 million of gross project costs to facilitate the construction of more than 2,700 affordable
rental apartments and transitional housing in the next 20 years. Of the $909 million, approximately $181
million is proposed to be funded through development charges.
The updated bylaw is anticipated to recover $10 billion in development charge-eligible costs.
74% of Strategic Plan measures headed in the right direction
Regional Council received the Year 3 (2021) Progress Report on the 2019-2023 Strategic Plan,
showing 74% of the key performance measures trending in the desired direction. Regional Council also
approved the development approach for the 2023 to 2027 Strategic Plan, which will align with the next
term of Council.
Despite the operational pressures of the COVID-19 global pandemic response, significant progress has
been made on several performance measures. Specifically, York Region has:
• Achieved top scores in the Ontario Chief Drinking Water Inspector’s Report, with 100% of
samples meeting Ontario Drinking water standards
• Purchased six new electric buses, moving closer to Council’s goal of zero greenhouse gas
emissions by 2051
• Increased greenspace through the planting of 92,154 trees and shrubs
• Reduced debt levels through the Regional Fiscal Strategy, with the reserve-to-debt ratio
increasing from 86% to 147%
York Region’s 2019 to 2023 Strategic Plan is tracked, measured and reported annually to ensure
progress is made on Council’s priorities. A copy of the progress report is available at york.ca/stratplan
York Region releases plan to strengthen community well-being and keep residents safe
Regional Council approved York Region’s Community Safety and Well-Being Plan. The provincially
mandated plan is a long-term tool to enhance safety by focusing on well-being and building on a strong
foundation of collaborative relationships with community partners across York Region. It serves as an
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important call to action to address community issues that are important to all residents and recognizes
its success is a responsibility shared by all.
The 2022 to 2026 plan was created with input and support from residents and partners, including
community service providers, local municipalities, York Regional Police and the Human Services
Planning Board of York Region.
To leverage and enhance community asset and strengthen local capacity to drive change, York Region
formed Community Action Tables. Over the next four years, the Region will continue to support these
community-driven groups to work on top opportunities for action, including improving mental well-being
and housing and economic stability.
Leveraging what was learned during the COVID-19 pandemic, the plan includes actions and initiatives
to support equitable recovery from the pandemic. The plan also leverages the momentum established
for collective impact, bringing together partners and resources to implement actions and make a
positive difference across York Region’s communities. In collaboration our partners, York Region will
implement and report back on the plan’s progress.
To get involved and for more information visit york.ca/CommunityAction
York Region shares proposed changes to the draft Regional Official Plan following public
consultation
Regional Council has endorsed changes recommended for the draft Regional Official Plan (ROP)
based on comments received to date. Since its release in November 2021, York Region has engaged
with the public, local municipalities, stakeholders, Indigenous communities and underrepresented
groups to gather comments and feedback on the draft ROP.
It’s important to hear and receive feedback from those who live, work and play in York Region through
the MCR process. An engagement summary from November 2021 to March 2022 shows an update of
what was heard during the consultation period.
Feedback received through public and stakeholder engagement including the May 12, 2022, Statutory
Public Open House and May 19, 2022, Public Meeting will inform the updated ROP proposed to
Council for adoption in June 2022, prior to the Provincial deadline of July 2022.
A tracked changes version of the draft Regional Official Plan is available for a side-by-side view of
proposed changes so far.
Visit york.ca/haveyoursay for updates on public engagement findings and follow the York Regional
Official Plan journey here.
City building initiatives driving York Region’s future growth
York Region is continuing to transform its four provincially mandated Urban Growth Centres by
combining urban pedestrian friendly and walkable communities with construction of new rapid transit
corridors and stations to connect York Region and the Greater Toronto Area.
Despite the impacts of COVID-19, development activity remained stable, signaling a potentially
stronger outlook in the years ahead. Other 2021 highlights include:
• 8,140 units (in 27 buildings) under construction, showing strong construction activity
• 87% of all new apartment builds are in the Region’s Urban Growth Centres, making it the
highest one-year percentage recorded
• 578 purpose built rental apartment units were under construction in 2021, with another 2,600
more units proposed
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Investment in transit continues to have a positive impact in York Region. York Region is fully committed
to seeing the completion of the Yonge North Subway Extension as a number one transit priority, and
creating vibrant, sustainable and livable complete communities supporting the area as a destination.
This commitment is already yielding development interest, including:
• Over 50,000 new residential units proposed in 2021 along the Yonge North Subway Extension
Corridor and
• Approximately 42,000 units and 343,000 square metres of commercial/retail/office space are
proposed in the Bridge and High-Tech station areas through the Ontario Transit-Oriented
Communities Program
York Region’s four Urban Growth Centres are: Newmarket Centre (Yonge Street and Davis Drive),
Markham Centre (Highway 7 and Warden Avenue), Richmond Hill/Langstaff Gateway Centre (Highway
7 and Yonge Street) and Vaughan Metropolitan Centre (Highway 7 and Jane Street).
Stay updated on projected growth in these urban areas, as York Region is planning for supporting
infrastructure, servicing and community services to achieve planned vision and growth targets laid out
by the province.
Striving for more affordable housing in York Region through ongoing measuring and
monitoring
Regional Council received an update on affordable housing measuring and monitoring for 2021 which
assesses new housing supply for affordability each year, specifically in new ownership and the supply
of new purpose-built rental housing.
A full mix and range of housing options, including both affordable ownership and rental, is essential for
communities where people of all ages, stages and incomes can live, work and play.
The 2021 analysis identifies a lack of new affordable housing options in York Region, which continues
to be a challenge throughout the Greater Toronto Hamilton Area. Less than 1% of new ownership units
were deemed affordable in 2021, and only 275 new rental units were identified, representing 4% of all
units.
In February 2021, Regional Council identified an Affordable Housing Crisis and reinforced that building
complete communities and addressing the continued affordability challenges is only possible through
partnerships, new innovations and policy.
Partnerships are important since no one entity can solve the affordability crisis and different partners
have a role in supporting the housing needs of residents and workers, including senior levels of
government. With input and support from development proponents, other levels of government, housing
providers and other stakeholders, York Region continues to work toward innovative solutions to
housing affordability.
An Affordable Private Market Housing Implementation Plan and a Community Housing Master Plan are
currently being developed to support more affordable housing options across York Region.
Updated Water and Wastewater Master Plan ensures water and wastewater services meet
community needs now and into the future
Regional Council endorsed the 2022 Water and Wastewater Master Plan Update and list of
infrastructure projects and programs, inclusive of approval of the Upper York Sewage Solutions (UYSS)
project. The UYSS project meets wastewater capacity growth needs in the Towns of East Gwillimbury
and Newmarket and awaits the Ontario government’s long outstanding decision.
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The 2022 Water and Wastewater Master Plan Update identifies infrastructure and programs required to
support projected growth to over 2 million residents and nearly 1 million jobs by 2051. The update
builds on the 2016 plan and supports greater resiliency in our water and wastewater systems by using
One Water principles to guide decision-making.
Extensive consultation and engagement with various participants, including Indigenous communities,
local cities and towns, residents and other partners was completed throughout the plan development,
including a Special Committee of the Whole meeting on May 19, 2022.
The estimated cost to implement identified water and wastewater infrastructure projects is $4.5 billion,
primarily funded through Development Charges. The Master Plan aligns with the 10-year capital plan,
including $1 billion for water and $3.5 billion for wastewater growth projects. Wastewater funding
includes upgrades and expansion for the York Durham Sewage System and Duffin Creek Water
Pollution Control Plant and UYSS project (pending outstanding provincial approvals) in the Lake
Simcoe watershed. The UYSS project is a key component of the wastewater servicing solution for
growth in East Gwillimbury and Newmarket and will allow for the decommissioning of the Holland
Landing Lagoons.
Water and wastewater initiatives are integrated with the Region’s Official Plan, the Transportation
Master Plan and other strategies to ensure cost-effectiveness.
York Region remains at the forefront in delivering water and wastewater services and contributes to
building stronger communities and a healthier, more resilient environment for all. Learn more at
york.ca/wwmp
York Region Transit continues to provide safe travel options
Regional Council received an update on York Region Transit’s (YRT) Enforcement and Security, which
outlines Special Constable activities as reported to the York Regional Police Services Board.
During 2021, YRT Enforcement and Security continued to promote public safety across the system to
support a safe and comfortable experience on the transit system, including:
• Investigating and responding to more than 4,500 incidents
• Assisting travellers, including over 400 incidents when staff assisted people experiencing
homelessness and vulnerable persons, and connecting these individuals with other Regional
programs and services, as appropriate
• Conducting fare inspections
• Retrieving and reviewing closed-circuit television footage for safety, security and police
purposes
Enforcing public health measures related to the COVID-19 pandemic, including compliance with
the mandatory mask (or face covering) bylaw
Many YRT incidents reported at transit facilities and on buses in 2021 continued to be directly related to
impacts of the COVID-19 pandemic, including an increase in property and security-related occurrences.
YRT Special Constables have Peace Officer authority, as set out in the Criminal Code of Canada.
These include enforcement of offences related to Obstructing or Resisting a Peace Officer, Obstructing
Justice, False Pretenses, Forgery, Uttering a Threat, Forged Document, Fraud Under $5,000 and
Fraud relating to fares. During 2021, staff continued to emphasize education, traveller assistance,
safety and security.
For more information on York Region Transit please visit yrt.ca
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Cycling improvements coming to Bayview Avenue/Prospect Street
Regional Council approved road improvements to Bayview Avenue/Prospect Street in the Town of
Newmarket to enhance access and safety for cyclists and pedestrians.
Enhancements include:
• Designating bicycle lanes between 1st Street/Pearson Street and Mulock Court between Srigley
Street and Timothy Street
• Prohibiting stopping or parking between Srigley Street and Mulock Drive
• Reducing the speed limit from 50 km/hr to 40 km/hr between Davis Drive and 265 metres south
of Mulock Drive
• Providing a connection to the East-West Bikeway and future Mulock Drive multi-use path
Bicycle lanes and stopping prohibition signage will be implemented in coordination with cycling
pavement markings later this year.
For more information on cycling in York Region, visit york.ca/cycling
2021 Annual Investment Report shows strong Regional position
Regional Council received the 2021 Annual Investment Report, providing an update on the General and
Sinking Fund investment portfolios held by York Region.
In 2021, the General Fund realized investment returns of $99.8 million, or a 2.6% return rate. Total
returns exceeded the FTSE/S&P Index and the ONE Investment Program benchmarks by 1.98% and
1.48% respectively. These returns augment reserve and reserve fund balances over the longer term,
potentially reducing future levels of required contributions to these funds.
In 2021, the Sinking Fund generated realized returns of $25.9 million on average investments of $860.4
million, representing a return of 3.01%.
As of December 31, 2021, the General Fund and the Sinking Fund investment portfolios had a
combined maturity value of approximately $5.562 billion.
York Region’s investment program is governed by a sound and effective Council-approved Investment
Policy that consistently provides positive returns while maintaining conservative credit and term risk
exposures.
Celebrating 20 years of environmental stewardship
York Region’s Greening Strategy Refinement and 2021 Achievements puts the commitment to a
healthier, more resilient natural environment into action.
In 2021, York Region’s Greening Strategy achievements included:
• Planting 92,154 trees and shrubs
• Securing 142 hectares (350 acres) of land for conservation
• Supporting and attending 57 community events
• Leveraging $2.8 million in external funding for large scale reforestation, backyard tree planting,
outdoor education and land securement
First adopted in 2001, the Greening Strategy is helping York Region build sustainable communities and
protecting our environment.
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Over the past two decades the Greening Strategy has supported planting over 1.7 million trees and
securing more than 1,500 hectares (approximately 3,750 acres) of land for conservation.
Additionally, over the past 20 years, a $19 million Regional investment has secured $108 million in
conservation lands through land securement partnerships, donations from landowners and grant
funding.
The Greening Strategy was identified for a 10-year review and refinement. The refinement commits to
continuing and expanding core programs, developing new partnerships and piloting new programs to
offer residents more opportunities to get involved.
York Region is an innovative and collaborative leader for natural environment programs. Greening
Strategy initiatives have been recognized by the Arbour Day Foundation and the Food and Agriculture
Organization of the United Nations (2021), Forests Ontario (2021), the Ontario Lieutenant Governor
(2019) and the Green World Awards (2019).
For more information on York Region’s Greening Strategy and how residents and other stakeholders
can support environmental and sustainable initiatives, please visit york.ca/greening
New circular economy roadmap closes the waste loop
York Region is driving action to meet its aspirational vision of a ‘world in which nothing goes to waste’
with the development of a Circular Economy Roadmap. The Roadmap guides implementation and
fosters collaboration to prevent waste and maximize diversion from landfill. Action areas focus on:
• Sustainable food systems
• Reuse and sharing
• Community capacity building
• Circular procurement
• Asset management
York Region will engage the community to build knowledge, showcase successes and identify new
champions and additional opportunities to advance waste reduction efforts.
Implementing the Circular Economy Roadmap will help further advance York Region’s vision of net-
zero greenhouse gas emissions (GHG) by 2051, plus other key priorities, including climate change
mitigation, energy and water demand management and economic vitality.
York Region remains a leader in waste diversion. Over the past several years, the Region has
successfully diverted more than 90% of York Region waste from landfills. The roadmap builds on
successful community programs such as Repair Cafés, The Lendery and Curbside Giveaway Days that
provide opportunities for residents to participate in the circular economy.
To learn how a circular economy aims to eliminate waste and pollution and conserves resources, along
with tools for residents and businesses, visit york.ca/circulareconomy
York Region shares findings of the 2021 Homeless Count
Regional Council received an update on the I Count 2021: York Region’s Homeless Count Report. The
last update was presented to Council in April 2021, outlining the plan to conduct the count.
In June 2021, York Region partnered with the United Way of Greater Toronto to carry out a Point-in-
Time (PIT) count. A PIT Count provides a snapshot of the number of sheltered and unsheltered people
experiencing homelessness on a specific day.
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Anonymous surveys were conducted across York Region with individuals and families experiencing
homelessness. Locations included emergency housing (shelters), transitional housing, encampments,
hospitals and mental health and addiction program location. The 2021 PIT Count identified 329 people
experiencing homelessness and provided insights on factors contributing to homelessness.
With this additional insight, York Region remains focused on investing in strategies to prevent
homelessness and, when necessary, to help people find and keep housing. The data collected through
this count will also support the design and ongoing delivery of a range of programs, including the York
Region’s 10-Year Housing and Homelessness Plan.
The 2021 PIT Count is fully funded by the province through the Social Services Relief Fund. This was
the third count conducted in York Region, with previous counts conducted in 2016 and 2018. Due to the
COVID-19 pandemic, the count was conducted differently than in previous years to follow public health
guidelines.
For more information, please visit york.ca/icount
Responding to changes in long-term care
Regional Council received an update on the proposed new National Standard for the Operation and
Infection Prevention and Control of Long-term Care Homes. The proposed standards are an important
step towards strengthening long-term care service delivery and protecting residents and provides
guidance on safe operating practices, design and infection prevention and control.
Regional Council, in its role as Committee of Management for York Region’s long-term care homes at
Newmarket Health Centre and Maple Health Centre, has been influential in advocating for legislative
and regulatory changes in the long-term care sector at both provincial and federal levels.
Staff gathered feedback through internal consultations with staff, York Region Public Health and sector
organizations and submitted the feedback to the Canadian Standards Association Group, municipal
partners and senior levels of government.
The draft national standards are not federally or provincially legislated at this time and there is no
immediate impact on the operations of the two long-term care homes. Implementing the national
standards would require additional provincial support and funding.
The long-term care sector is undergoing a significant period of transformation in response to
longstanding challenges and issues magnified by the COVID-19 Pandemic. A report to Council in April
2022 provided a summary of this work to date. Staff continue to monitor federal and provincial
standards for legislation and regulation updates and will report back to Regional Council once
regulations are finalized.
Residential Sustainable Development Incentive Program Update
Regional Council approved the changes to the Sustainable Development Incentive Programs which
offers Sustainable Development through Leadership in Energy and Environmental Design (LEED).
With the recent advancements through federal and provincial building codes, a higher level for new
developments has been set. These changes with result in York Region’s Servicing Incentive Program
for low-rise development being terminated. Alternative offers are still available through the Sustainable
Development through LEED Program for high-rise development.
Local municipalities with programs tied to York Region’s previous Servicing Incentive Program will also
update their policies to reflect the change.
Find out more about development financial and servicing incentives here.
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York Region renews Toronto Global Membership
Regional Council received an update on Toronto Global, a non-profit corporation between Federal,
Provincial and Regional/local government with the mandate of attracting global investment.
Regional Council works with municipal partners to continue partnership with Toronto Global. With York
Region as a top destination for Foreign Direct Investment (FDI), Toronto Global has changed its
funding model to tailor to the 905 areas in the GTA, focusing on York Region. Though FDI attraction is
very high, York Region and GTA results overall have remained low.
The renewed partnership with Toronto Global will also feature a “made in York Region” framework
which will include additional support focused on local municipal FDI attraction and help address
concerns about funding levels and regional collaboration.
York Region is home to an impressive list of foreign organizations, including IBM, Huawei, Aviva
Insurance, Honda, Siemens and Johnson & Johnson among others. While the FDI activity has slowed
since the COVID-19 pandemic, foreign investments continue to come through.
York Region will work with local municipalities in the coming months with the new FDI framework fully
rolled out in early 2023 and reported on annually through the Economic Development Action Plan
update.
Storm recovery continues across York Region
Regional Council extended appreciation and thanks to Regional and municipal staff, emergency service
workers and hydro partners for their diligent efforts to keep the community safe, clean up debris and
resume services following the severe storm that hit Southern Ontario on Saturday, May 21, 2022.
York Region has worked closely with municipal partners to share resources and up-to-date information
of road closures, food safety, water safety, yard waste clean-up and forest track closures following the
storm and asks residents to remain patient as recovery continues.
Regional Council also extended their support to the Town of Uxbridge, who experienced the worst of
the storm, including a Category 2 tornado.
Residents can learn more about emergency preparedness at york.ca/beprepared and can remain up-
to-date on storm related service disruptions through the Region’s social media channels or by
downloading the York Region mobile app.
Remembering Kathleen Llewellyn-Thomas
Regional Council paid respects to former York Region Transportation Commissioner Kathleen
Llewellyn-Thomas, who died on Monday, May 2, 2022.
Ms. Llewellyn-Thomas was a proud member of the York Region team, serving as Transportation
Commission from 2008 to 2013. Following her time with York Region, she left to lend her expertise to
the Toronto Community Housing Corporation and most currently served as Chief Strategy and
Customer Officer for the Toronto Transit Corporation.
At the Thursday, May 5, 2022, meeting of Committee of the Whole, Regional Council extended
condolences to Ms. Llewellyn-Thomas’ family, friends and colleagues.
Mourning lives lost in Uvalde, Texas
Regional Council held a moment of silence in honour of the 21 innocent lives lost in the mass shooting
in Uvalde, Texas on Tuesday, May 24, 2022.
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York Region and Regional Council extended sympathies to all impacted by this horrific crime and joins
communities around the world in the global call to action to address the issue of gun violence.
Tragedy in Buffalo
Regional Council held a moment of silence in honour of the victims of the Saturday, May 14, 2022,
mass shooting in the City of Buffalo.
York Region joined with communities across Canada and around the world in condemning anti-Black
racism and prejudice of any kind, and shared support for the victims of this unnecessary act of violence.
Through endorsement of the Inclusion Charter for York Region, Regional Council remains steadfast in
their commitment to equity, acceptance and safety for all and continues to work to build a welcoming
and inclusive York Region where everyone can live free from discrimination.
York Region updates Traditional Land Acknowledgment
At the May 5, 2022, meeting of Committee of the Whole, York Region provided an updated Land
Acknowledgment statement, developed in partnership with the York Region Indigenous staff committee,
senior levels of government and Indigenous partners.
The updated acknowledgment recognizes and honours the historical cultural communities
geographically associated with York Region and demonstrates Regional Council’s commitment to
creating a York Region that fosters Indigenous inclusion.
York Region celebrates Pride Month
Regional Council recognized June 2022 as Pride Month and acknowledged the countless contributions
York Region’s vibrant and proud LGBTQ2+ community are making towards building a more inclusive
community for all.
As one of Canada’s fastest growing and most diverse municipalities, York Region embraces all
dimensions of diversity and acknowledges the ability to celebrate and value everyone’s differences and
contributions as source of great community strength.
During Pride Month and all year long, Regional Council appreciates everyone who continues to build a
strong, caring and safe York Region where all are free to celebrate their own identity.
National AccessAbility Week
Regional Council recognized and celebrated National AccessAbility Week from May 29 to June 4,
2022.
AccessAbility Week is a time to recognize the people, communities and organizations that are actively
increasing opportunities and removing barriers, so people of all abilities have a best chance to succeed.
It is an opportunity to focus on making our communities more welcoming and inclusive for every
individual who calls York Region home.
Paramedic Services Week
Regional Council recognized Paramedic Services Week from May 22 to May 28, 2022, thanking the
dedicated individuals who work around the clock to keep York Region residents healthy and safe.
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During Paramedic Services Week and throughout the year, York Region recognizes the passion,
expertise and dedication of paramedics, emergency medical dispatchers and the network of paramedic
support staff who support residents in their greatest time of need.
Personal Support Worker Day
Regional Council recognized Thursday, May 19, 2022, as Personal Support Worker Day, thanking York
Region’s personal support workers for their dedication and commitment to delivering essential care and
support to some of the most vulnerable in the community.
Personal Support Workers Day provides an opportunity to recognize the essential role personal support
workers play in the broader health care system by providing high-quality community and home-based
care. It also provides an opportunity to thank people for being on the front lines of the COVID-19
response, putting themselves at risk to provide care and support to those most in need.
National Nurses Week
Regional Council recognized May 9 to May 15, 2022, as National Nurses Week and extended
appreciation to the thousands of men and women in York Region who dedicate their lives to the health
and well-being of others.
Nurses are an integral part of the health care system. As York Region looks towards post-pandemic
recovery, nurses will continue to play a critical role in protecting and promoting health and safety across
our communities.
Economic Development Week
Regional Council recognized May 9 to May 13, 2022, as International Economic Development Week,
acknowledging the significant work of economic development in supporting business growth and
attracting new business to York Region.
Sponsored by the International Economic Development Council, Economic Development Week raises
awareness of local programs that create jobs, advance career development and improve quality of life.
York Region is home to a diverse business sector. Stimulating entrepreneurism and establishing the
next generation of new business will be critical in the months and years ahead as York Region looks to
the post-pandemic recovery of the local economy.
Red Dress Day
Regional Council recognized Thursday, May 5, 2022, as Red Dress Day, honouring the spirits of
missing and murdered Indigenous People.
Red Dress Day is an opportunity to raise awareness about missing and murdered Indigenous women
and girls and to stand in solidarity with Indigenous communities.
World Press Freedom Day
Regional Council recognized Tuesday, May 3, 2022, as World Press Freedom Day, celebrating the role
journalists play in society and honouring those who have lost their lives in the pursuit of truth.
Regional Council also extended appreciation to local, regional and national media partners who have
played an integral role in providing residents with timely, accurate and truthful information related to the
COVID-19 pandemic response.
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Next meeting of York Regional Council
York Regional Council will meet on Thursday, June 30, 2022, at 9 a.m. To continue protecting the
health and well-being of residents, this is currently planned to be a hybrid meeting, with Members of
Council attending either in-person or virtually. The meeting will be streamed on york.ca/live
The Regional Municipality of York consists of nine local cities and towns and provides a variety of
programs and services to 1.2 million residents and 54,000 businesses with over 650,000 employees.
More information about the Region’s key service areas is available at york.ca/regionalservices
-30-
Media Contact: Kylie-Anne Doerner, Corporate Communications, The Regional Municipality of York
Phone: 1-877-464-9675, ext. 71232 Cell: 289-716-6035 kylie-anne.doerner@york.ca
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