Agenda - Committee of the Whole - 20240604Town of Aurora
Committee of the Whole
Meeting Revised Agenda
Date:Tuesday, June 4, 2024
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Meetings are available to the public in person and via live stream on the Town’s YouTube channel.
To participate, please visit aurora.ca/participation.
Pages
1.Call to Order
Note: Added items are marked with an asterisk (*).
2.Land Acknowledgement
3.Approval of the Agenda
4.Declarations of Pecuniary Interest and General Nature Thereof
5.Community Presentations
5.1 Javed S. Khan, President and Chair, and Melanie Pearson, Chair,
Induction Committee; Re: Aurora Sports Hall of Fame Class of 2024
Inductees
1
5.2 Melanie Osmond, Southlake Foundation; Re: Nature's Emporium Run for
Southlake - Mayors Challenge Trophy Presentation
2
6.Delegations
6.1 Geoffrey Dawe, Co-President, Aurora Historical Society; Re: Item 9.2 -
CMS24-021 - Aurora Historical Society - Hillary House Considerations
3
6.2 Alison Hughes, Resident; Re: Item 13.1 - OPS24-014 - Town Park
Accessible Playground Update and Funding Increase
10
7.Consent Agenda
8.Advisory Committee Meeting Minutes
11
*8.1 Accessibility Advisory Committee Meeting Minutes of May 8, 2024
That the Accessibility Advisory Committee Meeting Minutes of
May 8, 2024, be received for information.
1.
*8.2 Environmental Advisory Committee Meeting Minutes of May 13, 2024 15
That the Environmental Advisory Committee Meeting Minutes of
May 13, 2024, be received for information.
1.
*8.3 Finance Advisory Committee Meeting Minutes of May 14, 2024 19
That the Finance Advisory Committee Meeting Minutes of May
14, 2024, be received for information.
1.
*8.4 Parks and Recreation Advisory Committee Meeting Minutes of May 16,
2024
23
That the Parks and Recreation Advisory Committee Meeting
Minutes of May 16, 2024, be received for information.
1.
9.Community Services Committee Agenda
9.1 CMS24-023 - Sport Plan Update - No. 5 27
(Presentation to be provided by Hailey Jones, Sport and Community
Development Specialist)
That Report No. CMS24-023 be received for information.1.
9.2 CMS24-021 - Aurora Historical Society - Hillary House Considerations 55
That Report No. CMS24-021 be received; and1.
That the Town consult with the Aurora Historical Society and its
members to receive their input on the future of Hillary House;
and
2.
That the Town and the Aurora Historical Society together host
public consultations on the future of Hillary House; and
3.
That staff report back to Council following these consultations
with recommendations on the Hillary House.
4.
10.Corporate Services Committee Agenda
11.Finance and Information Technology Committee Agenda
11.1 FIN24-025 - 2023 Year End Investment Report and Annual Policy Review 60
That Report No. FIN24-025 be received; and1.
That Council re-affirms their approval of the Investment Policy
Statement.
2.
12.Administration Committee Agenda
13.Operational Services Committee Agenda
13.1 OPS24-014 - Town Park Accessible Playground Update and Funding
Increase
129
That Report No. OPS24-014 be received; and1.
That the total budget authority for Project No. AM0356 –
Playground Replacement (Fully Accessible) – Town Park be
increased to $532,000 representing an increase of $132,000 to
be funded from the Parks AM Reserve be approved; and
2.
That the total budget authority for Project No. AM0357 –
Splash Pad Surface Upgrade – Town Park be increased to
$90,700 representing an increase of $15,700 to be funded from
the Parks AM Reserve be approved.
3.
14.Planning and Development Services Committee Agenda
14.1 PDS24-064 - 2024 Energy Conservation and Demand Management Plan 138
(Presentation to be provided by Patrick Darby, Energy & Carbon Team
Manager, Partner, Walter Fedy Inc.)
That Report No. PDS24-064 be received; and1.
That Council endorse the 2024 Energy Conservation and
Demand Management Plan (ECDMP) and the
recommendations contained in the 2024 ECDMP.
2.
14.2 PDS24-060 - Results of Consultation with Owners Regarding Heritage
Designation
240
That Report No. PDS24-060 be received; and1.
That, at minimum, the eight properties whose owners indicated
support for heritage designation (listed under Attachment #1)
be designated under Part IV of the Ontario Heritage Act:
2.
71 Connaught Avenue, 15 Kennedy Street West, 19•
Kennedy Street West, 29 Kennedy Street West, 77 Spruce
Street, 80 Spruce Street, 139 Temperance Street, and 59
Tyler Street;
That staff be authorized to publish and serve Council’s Notice
of Intention to Designate the respective properties Council
chooses to pursue for designation in accordance with the
requirements of the Ontario Heritage Act; and
3.
That the respective designation by-laws be brought before
Council for adoption if no objections are received as per the
requirements of the Ontario Heritage Act.
4.
14.3 PDS24-061 - Draft Affordable Housing Action Plan 249
That Report No. PDS24-061 be received; and1.
That the draft Affordable Housing Action Plan (Attachment #1)
be consulted upon with the public and other stakeholders prior
to a finalized version being brought back to Council for
endorsement.
2.
14.4 PDS24-062 - George Street Parkland Acquisition Next Steps -
Demolition, Zoning, Park Design Consultation
287
That Report No. PDS24-062 be received; and1.
That staff be directed to proceed with the process to demolish
the building and prepare the site for development; and
2.
That a new capital project with total budget authority of
$415,800 be approved, to be funded from the Proceeds from
Land Sales reserve; and
3.
That staff be directed to begin the public consultation process
for the design of the park and report back to Council; and
4.
That staff be directed to proceed with the process to rezone the
George Street property as outlined herein.
5.
15.Member Motions
*15.1 Councillor Gilliland; Re: Supporting Affordable Housing Options Leslie
Corridor
293
16.Regional Report
*16.1 York Regional Council Highlights of May 23, 2024 295
That the York Regional Council Highlights of May 23, 2024, be
received for information.
1.
17.New Business
18.Public Service Announcements
19.Closed Session
20.Adjournment
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Delegation Request
This request and any written submissions or background information for consideration by either Council or Committees of
Council is being submitted to Legislative Services.
Council or Committee (Choose One) *
Committee of the Whole
Council or Committee Meeting Date *
2024-6-4
Subject *
Presentation: Aurora Sports Hall of Fame Class of 2024 Inductees
Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) *
Javed S. Khan - President & Chair AND Melanie Pearson - Chair, Induction Committee
Brief Summary of Issue or Purpose of Delegation *
The Aurora Sports Hall of Fame is excited to unveil the newest class of inductees.
During the presentation, we will spotlight each individual honoree, providing a summary of their achievements
and announcing the category under which they will be inducted: coach, athlete, or builder/contributor. We are
thrilled to invite our Directors of the Board, Hall of Famers, Volunteers, and wonderful Sponsors/Partners to
join us for this annual announcement before our Town Council.
Have you been in contact with a Town staff or Council member regarding your matter of interest? *
Yes No
I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. *
Agree
Page 1 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Delegation Request
This request and any written submissions or background information for consideration by either Council or Committees of
Council is being submitted to Legislative Services.
Council or Committee (Choose One) *
Committee of the Whole
Council or Committee Meeting Date *
2024-6-4
Subject *
Nature's Emporium Run for Southlake - Mayors Challenge Trophy Presentation
Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) *
Melanie Osmond, Southlake Foundation
Brief Summary of Issue or Purpose of Delegation *
To present the Town of Aurora with the Mayor's Challenge Trophy for the sixth consecutive year for the Nature's
Emporium Run for Southlake, presented to the town that has the largest funds raised that year.
Have you been in contact with a Town staff or Council member regarding your matter of interest? *
Yes No
Full name of the Town staff or Council member with
whom you spoke
Betty De Bartolo
Date you spoke with Town staff or a Council member
2024-5-6
I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. *
Agree
Page 2 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Delegation Request
This request and any written submissions or background information for consideration by either Council or Committees of
Council is being submitted to Legislative Services.
Council or Committee (Choose One) *
Committee of the Whole
Council or Committee Meeting Date *
2024-6-4
Subject *
Delegation in support of Director McDougall's report CMS24-021
Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) *
Geoffrey Dawe, Co-President, Aurora Historical Society
Brief Summary of Issue or Purpose of Delegation *
To delegate in support of Director McDougall's report CMS24-021 with respect to her proposal to consult
with the Aurora Historical Society on the future of Hillary House.
Have you been in contact with a Town staff or Council member regarding your matter of interest? *
Yes No
Full name of the Town staff or Council member with
whom you spoke
Robin McDougall
Date you spoke with Town staff or a Council member
2024-4-30
I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. *
Agree
Page 3 of 301
ͶǡʹͲʹͶPage 4 of 301
Background▪ ͳͻ͵▪ ▪ ǡ ̈́ͲͲǡͲͲͲ ǡ▪̵ ▪ǯ ▪Page 5 of 301
Financial Forecast 2018-2026Page 6 of 301
2024 Updated Condition AssessmentPage 7 of 301
AHS Special Members Meeting, Feb. 28, 2024THAT the Membership of the Aurora Historical Society authorize the Board of Directors to enter into discussions with the Town of Aurora to explore options with respect to ensuring the long-term sustainability of Hillary House, and to report back to the MembershipPage 8 of 301
ǨPage 9 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Delegation Request
This request and any written submissions or background information for consideration by either Council or Committees of
Council is being submitted to Legislative Services.
Council or Committee (Choose One) *
Committee of the Whole
Council or Committee Meeting Date *
2024-06-04
Subject *
Town Park Accessibility
Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) *
Alison Hughes
Brief Summary of Issue or Purpose of Delegation *
I would like to participate in an upcoming meeting where the parks team presents their Town Park playground
plans to council (not sure which date).
As a disabled resident, I am very invested in this project and want to bring forward some suggestions for
consideration. They have been presented to the parks team but I would like to help reinforce to council why
additional costs might be important to creating our most inclusive space and park in Aurora. I know budgets
will be a barrier and I hope to advocate to ensure we don't miss important elements for accessibility and
inclusion.
Have you been in contact with a Town staff or Council member regarding your matter of interest? *
Yes No
Full name of the Town staff or Council member with
whom you spoke
Gregory Peri, Matt V, Harold Kim, Ron Weese
Date you spoke with Town staff or a Council member
2024-5-21
I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. *
Agree
Page 10 of 301
Town of Aurora
Accessibility Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, May 8, 2024
7 p.m.
Holland Room, Aurora Town Hall
Committee Members: Councillor Harold Kim (Chair)
Peter Angelo (Vice Chair)*
Lois Davies
Alison Hughes*
John Lenchak
Sean Noble*
Hailey Reiss*
Jo-anne Spitzer
Other Attendees: Matthew Volpintesta, Manager, Parks and Fleet*
Gregory Peri, Accessibility Advisor
Linda Bottos, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:02 p.m.
The Committee consented to extend the hour to 9:10 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Page 11 of 301
Accessibility Advisory Committee Meeting Minutes
Wednesday, May 8, 2024 2
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Jo-anne Spitzer
Seconded by John Lenchak
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 10, 2024
Moved by Alison Hughes
Seconded by Jo-anne Spitzer
1. That the Accessibility Advisory Committee Meeting Minutes of April
10, 2024, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Manager of Parks and Fleet; Re: Town Park Accessible
Playground Update
Staff provided an overview of the proposed Town Park accessible
playground features and key components. The Committee expressed
general support for the proposed playground design and provided
feedback regarding consideration for: (1) wider slides to accommodate
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Accessibility Advisory Committee Meeting Minutes
Wednesday, May 8, 2024 3
larger persons/caregivers accompanying a child; (2) at least one metal
slide in addition to plastic slides, which can be problematic for children
with cochlear implants; (3) platform swing for wheelchairs, potentially to
replace some other feature; (4) musical sensory areas; (5) quality and
durability standards; (6) signage indicating the intended users of the
accessible features, to also serve as an educational opportunity to inform
people about those with disabilities; (7) communication boards; (8)
fencing, especially on any side of the park facing a street; (9) painted
games area; (10) inclusivity of the park; (11) learnings from deficiencies of
previously built accessible parks; (12) sticker solutions for signage; (13)
park orientation video; (14) upgraded washrooms, parking, and shade
options; (15) signage in accessible formats; and (16) connectivity.
Moved by Alison Hughes
Seconded by Hailey Reiss
1. That the memorandum regarding Town Park Accessible Playground
Update be received; and
2. That the Accessibility Advisory Committee comments regarding Town
Park Accessible Playground Update be received and referred to staff
for consideration and further action as appropriate.
Carried
7.2 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 matters including: (1) National AccessAbility
week and the Town’s accessibility videos; (2) Accessibility assessment of
Town trails and parks by AccessNow; (3) Compliance reporting to the
Ministry for Seniors and Accessibility; (4) York Region private affordable
housing meeting and action plan; (5) Recreation Needs Assessment
survey results, key themes, and next steps; (6) Review of the Committee’s
initiatives and Terms of Reference; and (7) Planning for the next Multi-Year
Accessibility Plan, including Special Events and new strategies to address
the accessibility gaps.
Page 13 of 301
Accessibility Advisory Committee Meeting Minutes
Wednesday, May 8, 2024 4
The Committee provided input on accessible video options, continuity of
trails between municipalities within York Region, standards for percentage
of accessible housing, and the importance of creating accessible, two-way
communication with the community. The Committee provided further
feedback and priorities on the six draft goals of the Recreation Needs
Assessment survey.
Moved by Hailey Reiss
Seconded by John Lenchak
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. New Business
The Committee announced that the Voices of Joy Community Choir would be
holding its 25th Anniversary Concert on Saturday, June 1, 2024, at 2 p.m. at
Bethel Church, 333 Davis Drive, Newmarket, and all were encouraged to attend.
10. Adjournment
Moved by Lois Davies
Seconded by John Lenchak
That the meeting be adjourned at 9:10 p.m.
Carried
Page 14 of 301
Town of Aurora
Environmental Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Monday, May 13, 2024
7:00 p.m.
Holland Room, Aurora Town Hall
Committee Members: Councillor Wendy Gaertner (Vice Chair)
Nicole Arsenault
Shun Chen
Pippette Eibel
Denis Heng
Kristen Martens
Ken Turriff
Members Absent: Councillor Rachel Gilliland (Chair)
Alain Godin
Other Attendees: Natalie Kehle, Analyst, Energy and Climate Change
Emily Freitas, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:06 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Page 15 of 301
Environmental Advisory Committee Meeting Minutes
Monday, May 13, 2024 2
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Pippette Eibel
Seconded by Kristen Martens
That the agenda as circulated by Legislative Services be approved with the
addition of Jason Cheng as delegation 6.2.
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 April 15, 2024
Moved by Shun Chen
Seconded by Nicole Arsenault
1. That the Environmental Advisory Committee Meeting Minutes of April
15, 2024, be received for information.
Carried
6. Delegations
6.1 Jason Cheng, Climate Action; Re: Invitation to Climate Action Townhall
Hosted by Climate Action Newmarket Aurora
Jason Cheng announced that Climate Action Newmarket Aurora will be
hosting the Climate Action Townhall will be taking place at the Newmarket
Legion on Wednesday May 29, 2024, at 7 p.m. Attendees will be able to
participate in a roundtable discussion on topics such as conscious
consumerism, smart energy choices, and activism.
Page 16 of 301
Environmental Advisory Committee Meeting Minutes
Monday, May 13, 2024 3
Moved by Kristen Martens
Seconded by Shun Chen
That the comments of the delegation be received for information.
Carried
7. Matters for Consideration
7.1 Memorandum from Energy and Climate Change Analyst; Re: 2024 Energy
Conservation and Demand Management Plan Draft Report
Staff discussed the Energy Conservation and Demand Management Plan
Draft Report and introduced Patrick Darby, Energy & Carbon Team
Manager, and Kayden Toffolo, Energy Engineering Intern, of WalterFedy,
who highlighted the accomplishments, data acquisitions, sustainable
building standards, and long-term goals to achieve net zero.
Staff highlighted their findings, including: the difficulty to collect waste
management data, how most emissions come from waste, using
information from fleet to pilot new projects, and how some recreational
buildings having greater emissions such as the Stronach Aurora
Recreation Complex having a 30% GHG impact, possibilities for external
funding for climate action projects, and feasibility studies accompanied by
the asset renewal strategy.
The Committee discussed the role of data to calculate how much waste
has been diverted such as dog waste, how the recommendations will be
used to stay on track of long-term goals, the use of space heaters,
alternative energy options, and if the report will be shared back to the
buildings that participated in the report. Staff noted that facilities play a
crucial role in the implementation process.
Moved by Ken Turriff
Seconded by Pippette Eibel
1. That the memorandum regarding the 2024 Energy Conservation and
Demand Management Plan Draft Report be received; and
2. That the Environmental Advisory Committee comments regarding the
2024 Energy Conservation and Demand Management Plan Draft
Page 17 of 301
Environmental Advisory Committee Meeting Minutes
Monday, May 13, 2024 4
Report be received and referred to staff for consideration and further
action as appropriate.
Carried
8. Informational Items
None.
9. New Business
None.
10. Adjournment
Moved by Nicole Arsenault
Seconded by Kristen Martens
That the meeting be adjourned at 8:02 p.m.
Carried
Page 18 of 301
Town of Aurora
Finance Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Tuesday, May 14, 2024
5:45 p.m.
Holland Room, Aurora Town Hall
Committee Members: Mayor Tom Mrakas (Chair)
Councillor Michael Thompson
Councillor Ron Weese
Other Attendees: Doug Nadorozny, Chief Administrative Officer
Rachel Wainwright-van Kessel, Director, Finance
Jason Gaertner, Manager, Financial Management
Sandeep Dhillon, Advisor, Financial Management
Emily Freitas, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 5:46 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
Page 19 of 301
Finance Advisory Committee Meeting Minutes
Tuesday, May 14, 2024 2
3. Approval of the Agenda
Moved by Ron Weese
Seconded by Councillor Thompson
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 Finance Advisory Committee Meeting Minutes of April 9, 2024
Moved by Councillor Thompson
Seconded by Ron Weese
1. That the Finance Advisory Committee Meeting Minutes of April 9,
2024, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Financial Management Advisor; Re: Water and
Wastewater Rate Study Update
Staff provided a presentation on its Water and Wastewater Rate Study,
presenting an overview of the current rate structure and proposed rate
structure, including; the existing customer base, residential and
commercial consumption patterns, challenges of existing rate structures
such as inactive customers and revenue dependency upon the level of
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Finance Advisory Committee Meeting Minutes
Tuesday, May 14, 2024 3
water consumption each year. Staff’s proposed multiple rate structures
that strived to promote greater fairness to all residents and businesses, to
encourage water conservation and reduce the Town’s reliance upon a
volumetric driver.
The Committee and Staff discussed the proposed rate structures which
included various fixed and/or variable rate options; including staff’s
recommended rate structure option which consisted of a fixed rate plus
two tier variable rate. In its discussion, the committee examined annual
water consumption by customer type, as well as the benefits and risks
associated with weather patterns experienced. The committee requested
staff undertake a further sensitivity analysis of its proposed two-tier
variable rates to minimize their impact on water users.
Moved by Councillor Thompson
Seconded by Ron Weese
1. That the memorandum regarding Water and Wastewater Rate study be
received; and
2. That the Finance Advisory Committee comments regarding water and
wastewater rate study be received and referred to staff for
consideration and further action as appropriate.
Carried
7.2 Memorandum from Financial Management Manager; Re: Budget Review of
the Finance Department and Corporate Accounts
The Committee discussed the budget review of the Finance Department
and Corporate Accounts and the increasing cost of maintenance and
support for IT and alternatives to mitigate the cost. Staff highlighted,
investing strategically in IT, the software costs and subscription fees
including Microsoft Licensing, and how more online services are being
provided through the website for residents as a result.
The Committee also discussed with Staff transfers from reserves and
debt management, the operating surplus, and revenue captured.
Moved by Councillor Thompson
Seconded by Ron Weese
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Finance Advisory Committee Meeting Minutes
Tuesday, May 14, 2024 4
1. That the memorandum regarding the Budget Review of the Finance
Department and Corporate Accounts be received; and
2. That the Finance Advisory Committee comments regarding the Budget
Review of the Finance Department and Corporate Accounts be
received and referred to staff for consideration and further action as
appropriate.
Carried
8. New Business
None.
9. Adjournment
Moved by Ron Weese
Seconded by Councillor Thompson
That the meeting be adjourned at 6:18 p.m.
Carried
Page 22 of 301
Town of Aurora
Parks and Recreation Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Thursday, May 16, 2024
7 p.m.
Holland Room, Aurora Town Hall
Committee Members: Councillor Ron Weese (Chair)
Bo Brkic
Irene Clement
Michelle Dakin (Vice Chair)*
Jessie Fraser*
Shaheen Moledina
Members Absent: Adrian Martin
Corrina Tai
Other Attendees: Matthew Volpintesta, Manager, Parks and Fleet Divisions*
Lisa Warth, Manager, Recreation*
Linda Bottos, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:01 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Page 23 of 301
Parks and Recreation Advisory Committee Meeting Minutes
Thursday, May 16, 2024 2
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Shaheen Moledina
Seconded by Irene Clement
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 Parks and Recreation Advisory Committee Meeting Minutes of January 18,
2024
Moved by Irene Clement
Seconded by Bo Brkic
1. That the Parks and Recreation Advisory Committee Meeting Minutes
of January 18, 2024, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Manager of Parks and Fleet; Re: Town Park Accessible
Playground Update
Staff provided an overview of the memorandum and proposed Town Park
accessible playground features and key components. The Committee and
staff discussed various matters including: (1) playground footprint and
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Parks and Recreation Advisory Committee Meeting Minutes
Thursday, May 16, 2024 3
curb; (2) safety, lifespan, and maintenance of the new rubber tile surface;
(3) playground safety and security concerns, and the need for increased
lighting and security cameras; (4) water drainage and rubber surface
permeability; (5) Town Park splash pad upgrades; (6) project budget
increase and accessibility grant application; and (7) the Town Park Area
Residents Ratepayers Association is working with potential sponsors in
case additional funding is needed. It was further noted that the Town
would continue to hold community information meetings for any new park
or park upgrade.
Moved by Jessie Fraser
Seconded by Michelle Dakin
1. That the memorandum regarding Town Park Accessible Playground
Update be received; and
2. That the Parks and Recreation Advisory Committee comments
regarding Town Park Accessible Playground Update be received and
referred to staff for consideration and further action as appropriate.
Carried
8. Informational Items
8.1 Memorandum from Manager, Recreation; Re: Recreation Needs
Assessment for Persons with Disabilities - What We Heard
Staff provided an overview of the memorandum and results of the
community engagement and surveys. The Committee and staff discussed
various aspects including: (1) the need for appropriate compensation in
order to attract the right talent for staff who are leading programs; (2) the
demographics of those persons who identify with some form of disability;
(3) the need for a thorough intake process; (4) other municipality models
and experiences; (5) additional support for leaders of programs; and (6)
partnering with third-party external resources, professionals, and experts
for staff training.
Moved by Shaheen Moledina
Seconded by Irene Clement
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Parks and Recreation Advisory Committee Meeting Minutes
Thursday, May 16, 2024 4
1. That the memorandum regarding Recreation Needs Assessment for
Persons with Disabilities – What We Heard be received for
information.
Carried
9. New Business
Staff advised that June is Recreation and Parks Month (JRPM), a provincial
initiative spearheaded by Parks and Recreation Ontario to raise awareness about
the importance and benefits of recreation and parks for our physical, social, and
environmental health. It was noted that the Town will have many extra activities
and events, at no cost, during the month of June and full details can be found at
aurora.ca/jrpm. The Committee was encouraged to share this information with
friends and neighbours.
10. Adjournment
Moved by Shaheen Moledina
Seconded by Irene Clement
That the meeting be adjourned at 8 p.m.
Carried
Page 26 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS24 -0 23
Subject: Sport Plan Update – No. 5
Prepared by: Hailey Jones, Specialist, Sport & Community Development
Department: Community Services
Date: June 4, 2024
Recommendation
1. That Report No. CMS24-023 be received for information.
Executive Summary
This report provides a status update on work related to the Sport Plan since the Sport
Plan – Progress Report No. 4 (CMS23-029) on June 20, 2023. This report outlines
successfully implemented recommendations and events in alignment with the Sport
Plan, as well as a high-level strategy for the continued implementation of the Sport Plan
until the Sport Plan Update has been completed.
The Town of Aurora receives provincial and national recognition for Sport
Plan initiative.
Diversity, Equity and Inclusion in sport and recreation remain a priority under
the Sport Plan.
Sport Plan Update Request for Proposal (RFP) launched on April 13, 2024.
Business calendar of executed Sport Plan initiatives (since June 2023) and
upcoming education opportunities, topics and events developed in strategic
alignment with the Sport Plan.
Background
On June 20, 2023, Staff presented CMS23-029 to Council. This update included
information on gender equity, sport tourism, the launch of the Recreation & Healthy
Active Living Leadership Course, a business calendar of executed Sport Plan initiatives
(since January 2022) and upcoming events, Diversity, Equity, and Inclusion (D.E.I.)
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June 4, 2024 2 of 11 Report No. CMS24-023
initiatives, and the successful implementation of the Sport Plan using existing internal
resources.
Analysis
The Town of Aurora receives national and provincial recognition for Sport Plan initiatives.
National and provincial organizations have recognized the work the Town has led
through the Sport Plan. The Sport and Community Development Specialist was asked to
present on this work, resulting in recognition and acknowledgement across the country.
1. Canadian Parks and Recreation Association (CPRA) released an article in March
2024 recognizing the Town as a leader in gender equity across Canada. The
article has been shared across multiple social media and web-based platforms
highlighting the Town’s multifaceted approach to gender equity.
2. The Sport and Community Development Specialist presented at the CPRA Gender
Equity Conference in Hamilton, Ontario in October 2023. This presentation
focused on the success of the recently launched Recreation & Healthy Active
Living Leadership Course (PLF4M), and the six-point plan developed in
partnership with Canadian Women in Sport.
3. Following the success of the October 2023 CPRA presentation, the Sport and
Community Development Specialist presented at the Parks & Recreation Ontario
(PRO) Conference in April 2024. The focus of this presentation used PLF4M as
an example of how municipalities can commit to gender equity through
leadership development for female identifying high school students.
4. The Town partnered with Seneca Polytechnic and Ontario Collegiate Athletic
Association (OCAA) to host the OCAA Men’s baseball Championship in October
2023. The Sport & Community Development Specialist played a key role in
securing the bid, as well as providing sport tourism supports for the six colleges
staying, eating and playing in Aurora.
5. True Sport is an initiative under the Canadian Centre of Ethics in Sport (CCES)
umbrella that focuses on values-based and ethics-based sport and recreation.
The Town’s leadership course incorporated a True Sport component that enabled
the students in the course to research and develop their own ‘True Sport event’ in
the Town of Aurora. The Sport and Community Development Specialist is
building a relationship between the Town and True Sport, and as a result of this
relationship, the Town was asked to present during the inaugural National True
Sport Champions Development Week in February 2024.
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June 4, 2024 3 of 11 Report No. CMS24-023
6. In March 2024, the Sport and Community Development Specialist participated on
a panel for a Rugby Ontario development session. The focus of the panel was on
Municipal Partnerships and Stewardship to which the Town was the only
municipality asked to participate.
The Town’s Sport Plan has been widely recognized for its commitment to diversity,
equity and inclusion and innovative community development. Through strategic
partnerships and active participation in local, provincial and national conferences, the
Town has showcased its dedication to inclusive sport and recreation practices. An
unforeseen benefit to these opportunities is the way in which Aurora's success has
served as an inspiration for other municipalities, highlighting the importance of
fostering equitable opportunities for all community members.
Diversity, Equity and Inclusion in sport and recreation remain a priority under the Sport
Plan.
Under the direction of the Sport Plan, diversity, equity and inclusion remain an important
component of providing recreational and sport opportunities to our community.
Sport Plan gender equity initiatives include:
Examining the Town’s allocation policy through a ‘Gender Equity’ lens led to a
more equitable approach to permitting and overall allocation of facilities. In April
2023, a local boys' ice hockey organization requested a reduction in ice rental
fees. Instead of assessing this request in isolation, the Sport and Community
Development Specialist, in tandem with the Manager of Business Support
Services, considered various factors such as financial implications, permitting
issues, and the overall impact on community sports in Aurora. This request also
led staff to reexamine a partnership with the boys' teams for shared rink board
advertising to support team sponsorships, which was then extended to include
the girls' team. Within weeks, town staff proposed to Council to reduce ice fees
for both boys' and girls' hockey teams at the same competition level and to
expand the rink board partnership to the girls' team. This strategic approach
resulted in direct cost savings for the girls' organization, enabling them to
allocate more funds towards certifications and development of female coaches.
Relaunching the Sport Equity & Inclusion Committee (SEIC) in October 2023 with
representation from across the Aurora sport community. There are currently ten
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June 4, 2024 4 of 11 Report No. CMS24-023
committee members plus the Sport and Community Development Specialist. The
committee meets every four to six weeks with regular communication on key
topics between meetings. The committee has volunteered at multiple community
functions, such as the ‘Women in Sport Luncheon’ on February 25 and ‘Diversity
on Ice’ hosted by Aurora Black Community Association on March 11.
Successful relaunch of the girls-only Recreation & Healthy Active Living
Leadership Course (PLF4M) in February 2024 in partnership with Ask Online
Canada. The course received Canadian Tire Jump Start funding and sponsorship
funding (scholarship was developed as a legacy item from the IIHF women’s
hockey event hosted by the Town in 2023), resulting in PLF4M being offered at
no cost to all participants. A combination of the reduced fee’s, enhanced
marketing strategies and positive story telling from PLF4M alumni, PLF4M
reached capacity for the Winter 2024 session with a waitlist. Innovative
partnerships with organizations such as York Region District School Board
(YRDSB), SEEWHATSHECANDO, Coaches Association of Ontario, High Five and
with Town’s Anishinaabe consultant - Grandmother Kim Wheatley articulate the
unwavering support from the community and beyond for the important work the
Town is leading under the Sport Plan in gender equity and leadership
development.
Launching the inaugural ‘Women in Sport Coaching Certification Weekend’ in
February 2024 resulted in 50 coaching certifications being earned over the
course of two programs in a single weekend. In alignment with the Sport Plan,
the Town has taken an active role in supporting women and girls on their
coaching and leadership journey. In addition to covering certification costs
associated with the National Coaching Certification Program (NCCP)
certification on February 24-25, 2024, the Town expanded programming to
include childcare supervision. Research shows that women and mothers are
disproportionately impacted under the current coaching and certification
structures as, “the issues influencing this trend are mostly institutional and
societal. Some examples of institutional barriers include greater discrimination
than coaches who are men, barriers to hiring and professional advancement,
salaries, access to resources, and more. Societal barriers include sports and
gender, networking and access discrimination. While creating programs to
help prepare women for coaching and leadership roles within sport, the system
itself must work to be more inclusive so that it appeals to and retains diverse
women coaches.” (Canadian Women in Sport). A celebratory post-event article
was released and posted on Newmarket Today on March 12, 2024.
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June 4, 2024 5 of 11 Report No. CMS24-023
Hosting the inaugural Women in Sport Luncheon in February 2024 with 39 female
identifying individuals involved in sport and recreation in attendance. Hosting this
luncheon during the ‘Women in Sport Coaching Certification Weekend’ was an
opportunity to support the women in the room with further networking and
support connections. A celebratory post-event article was released and posted
on Newmarket Today on March 12, 2024.
Developing a partnership with the Redbirds and Ontario Women’s Lacrosse
(OWL); resulting in the Town playing an important role of hosting two lacrosse
officiating development camps on April 28 and May 11. April’s camp focused on
youth officials between 14-21 years old to provide an in-depth training session on
lacrosse officiating. May’s camp brought officials from across Ontario over the
age of 14 to learn from one another in advance of the outdoor field season
launching this spring. Partnering with a provincial sport organization (PSO) helps
our community:
o Understand how to stay active in sport beyond ‘athlete’ for sustained and
increased participation;
o Develop sport tourism opportunities;
o Enhance local sport organizations (LSOs) relationship with their respective
PSO and national sport organization (NSO);
o Remove barriers such as transportation/travel/housing costs,
o Promote the Town of Aurora as a sport destination.
Sport Plan inclusion initiatives include:
Hosting a three-part series with Melissa Knox of Sport Law entitled Maintaining
and Creating Inclusive Environments. The sessions focused on how to create and
maintain inclusive environments in sport, healthy active living and community
programming. Melissa Knox is a lawyer experienced in civil litigation,
employment, human rights, and sport law, and holds a master’s degree in
International Sports Law and spent time practicing international sport arbitration
in Europe. All sessions were free and appropriate for all roles involved in sport,
healthy active living and community programming. The first two sessions were
held at Aurora Town Square on Saturday, October 14 2023, and the final session
was delivered virtually on December 7, 2023.
Hosting Fae Johnstone for a two-part series in November 2023 focusing on
trans-inclusion in sport entitled Participation, Equity & Competition: An Inclusive
Approach to Trans Athletes. Fae Johnstone is a trailblazing trans woman, queer
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June 4, 2024 6 of 11 Report No. CMS24-023
advocate and co-owner and Executive Director of Wisdom2Action, and President
of the Society of Queer Momentum. Attendees learned from Fae how to be allies,
and support trans athletes in sport, healthy active living and community
programming. Both sessions were held virtually, free of cost, and appropriate for
all roles involved in sport, healthy active living and community programming.
Hosting Brock McGillis in May 2024 for two-part series called Inclusion in Sport.
Brock McGillis made history as the first openly gay men’s professional hockey
player and has become a prominent advocate within the LGBTQ+ (Lesbian, Gay,
Bisexual, Trans, Queer, Plus) community. His tireless efforts to reshape
conversations around inclusion led to him receiving the inaugural Herb Carnegie
Trailblazer Award in 2023, along with recognition as one of The Hockey News'
100 most influential figures in hockey for 2022, 2023, and 2024. Brock’s sessions
focused on best practices to ensure LGBTQ2S+ youth feel secure within a team
or organization, creating and maintaining safe spaces for LGBTQ2S+ youth,
adopting inclusive language and behaviors to embrace LGBTQ2S+ community
members, and providing optimal support for the mental well-being of coaches
and athletes.
Sport Plan leadership initiatives include:
Coaches Association of Ontario (CAO) and the Town entered a partnership to
host in-person National Coaching Certification Program (NCCP) courses in
Aurora from October 2023 to February 2024. NCCP is the cornerstone of coach
education in Canada. Coaches of all 65 federally recognized sports receive their
training and certification through the NCCP. NCCP is for coaches at every level
and for those coaching every age of athlete. Certifications hosted in Aurora
included NCCP Make Ethical Decisions and NCCP Planning a Practice. Each
certification was five hours in length, and worth 5.5 NCCP points.
The initiatives listed in the section above are examples of how the Town is committed
to elevating and educating our community under the work of the Sport Plan. Alongside
our partners, we share the vision of York Region as a welcoming and inclusive
community where diversity is celebrated and where everyone can develop to their full
potential, participate freely in society, and live with respect, dignity, and freedom from
discrimination.
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June 4, 2024 7 of 11 Report No. CMS24-023
Sport Plan Update Request for Proposal (RFP) launched in April 2024.
In 2023, the Town of Aurora took a significant step forward with the approval of the
Parks and Recreation Master Plan (PRMP) Update, signaling a recommitment to
enhancing the recreational landscape for residents. Building upon this momentum, it is
now time to focus on updating the Sport Plan. Recognizing the dynamic nature of our
community's sporting landscape, the Town acknowledges that the current Sport Plan,
designed to provide guidance from 2015 to 2020, no longer adequately reflects the
evolving needs of our local sporting organizations and the broader community.
While the initial Sport Plan has contributed to positive changes and opportunities, recent
global events, including the COVID-19 pandemic and social justice movements within
sports have reshaped the sport landscape in profound ways. These shifts highlight the
urgency of revisiting our approach to sport and recreation to ensure inclusivity, safety,
and alignment with contemporary values. Moreover, the strategic implementation of
priorities outlined in the Sport Plan hinges on its alignment with the current needs and
aspirations of our community. As we strive to promote healthy active living and ensure
equitable access to recreational opportunities, we must also prioritize the development
of coaching standards, best practices, and educational components. These initiatives
are integral to fulfilling the Town's responsibility in facilitating meaningful and enriching
sporting experiences for all.
In collaboration with community partners, local sporting organizations, and key
interested groups, the Town of Aurora is poised to embark on a journey towards a
revitalized Sport Plan—one that reflects our collective vision for a vibrant, inclusive, and
thriving sporting community. Through collaborative effort and unwavering commitment,
we can continue to serve and empower every member of our community in their pursuit
of health, recreation, and personal growth.
The RFP states that the Sport Plan Update is to be completed prior to October 30, 2024.
Business Calendar of executed Sport Plan initiatives (since June 2023) and upcoming
education opportunities, topics and events in strategic alignment with the Sport Plan.
Completed Sport Plan Initiatives: June 2023 to June 2024
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June 4, 2024 8 of 11 Report No. CMS24-023
YEAR MONTH INITIATIVE DETAILS
2023
July Sport Tourism Hosting: Rugby Canada: U18 Training Camp
October
Mayor's Roundtable of Sport Coaches Development in Aurora
Sport Tourism OCAA Baseball Championship: Hosted by Seneca College in Aurora
Workshop Coaches Association of Ontario: NCCP, Make Ethical Decisions
Educational Session Sport Law: Maintaining and Creating an Inclusive Environment in Sport 1
Educational Session Sport Law: Maintaining and Creating an Inclusive Environment in Sport 2
November
Educational Session Wisdom2Action: Trans Athlete Awareness - Active Roles in Sport
Workshop Coaches Association of Ontario: NCCP, Make Ethical Decisions
Workshop Coaches Association of Ontario: NCCP, Planning a Practice
Presentation Canadian Parks & Recreation Association: Gender Equity Conference
Committee Sport Equity & Inclusion Committee Meeting
Educational Session Wisdom2Action: Trans Athlete Awareness - Supportive Roles in Sport
December Educational Session Sport Law: Maintaining and Creating an Inclusive Environment in Sport 3
2024
January
Workshop Coaches Association of Ontario: NCCP, Make Ethical Decisions
Mayor's Roundtable of Sport Reconnecting in 2024; Q&A with Mayor Mrakas
Sport Plan Sport Plan Update: Work Begins
Committee Sport Equity & Inclusion Committee Meeting
Workshop Coaches Association of Ontario: NCCP, Planning a Practice
February
Gender Equity/Workshop Coaches Association of Ontario: NCCP, Make Ethical Decisions - Women's Only
Presentation True Sport Initiatives at the Town
Committee Sport Equity & Inclusion Committee Meeting
Gender Equity Recreation & Healthy Active Living Leadership Course: Winter 2024 Begins
Gender Equity Women in Sport Luncheon
Gender Equity/Workshop Coaches Association of Ontario: NCCP, Planning a Practice - Women's Only
March
Presentation Ontario Rugby: Panel discussion regarding Municipal relationships for LSOs
Presentation Aurora Sport Hall of Fame Board of Director Meeting
Gender Equity CPRA: 'Gender Equity in Aurora' Article Released
April
Presentation Parks & Recreation Ontario Conference: Leadership Course & Gender Equity
Presentation Rugby Ontario Panel: Partnerships & Stewardship
Sport Tourism / Gender Equity Ontario Women's Lacrosse: Referee Clinic
Sport Plan Sport Plan Update: RFP launched
Committee Sport Equity & Inclusion Committee Meeting
May
Gender Equity Recreation & Healthy Active Living Leadership Course: Winter 2024 Concludes
Presentation Recreation & Healthy Active Living Leadership Course: Presents to Council
Sport Tourism / Gender Equity Ontario Women's Lacrosse: Referee Clinic
Sport Plan Sport Plan Update: RFP Awarded
Educational Session, LGTBQ2S+ Brock McGillis: LGTBQ2S+ Inclusion in Sport and Recreation
Gender Equity Recreation & Healthy Active Living Leadership Course: Winter 2024 Celebration
Page 34 of 301
June 4, 2024 9 of 11 Report No. CMS24-023
Important upcoming Sport Plan initiatives:
The Town is currently examining the opportunity to host a series of gender equity
workshops with local facilitators on supporting female athletes, coaches and
administrators in sport. The focus of these sessions will be:
o Building a positive climate for coaching female athletes
o Coaching the female athlete for long-term development
o Retaining and attracting female coaches
o What coaches need to know about the unique needs of female athletes
A partnership with Central York Girls Hockey Association (CYGHA) will host
Kendra Fisher on June 7 for a keynote to address mental health and team
dynamics in sport. Kendra is a former Team Canada hockey player and missed
out on the Olympics due to mental health. This event is a great example of the
partnership between the Town and CYGHA as we collaborate in our shared
commitment to promote mental health awareness and fostering a culture of
inclusivity within the sports community. By joining forces, all involved amplify
impact and demonstrate the power of unity in driving positive change. We aim to
create safer, more supportive environments where every athlete feels valued,
respected, and empowered to thrive both on and off the field of play. The event is
free, appropriate for anyone involved in sport above the age of 14 and will be
hosted in-person at St. Andrew’s College. Through engaging discussions and the
inspiring story shared by our guest speaker Kendra Fisher, attendees will deepen
their understanding of the challenges athletes face and the importance of
fostering a supportive and inclusive environment within sports communities.
The Town of Aurora received participACTION funding to launch the inaugural
LeadHer Day. LeadHER Day offers girls aged 8 to 13 in Aurora an inclusive space
to connect and thrive. On June 7 at the AFLC, from 8:30 a.m. to 4:00 p.m., girls
will enjoy swimming, art, physical activities, and nutrition sessions led by all-
female identifying staff. The goal is to foster confidence, friendship, and healthy
habits while empowering girls to play, learn, and grow, thus creating a brighter
future for all. Additionally, the Town is collaborating with CICS (Canadian
Immigration Centre for Community Services) to reach newcomer girls for this
opportunity.
- The Town of Aurora received participACTION funding and will partner with
several community organizations to host the inaugural "Aurora PRIDE Luau," an
interactive Pride month event scheduled for June 26. In collaboration with You
Can Play and York Pride, individuals and families are invited for an evening of
celebration, unity, and support for LGBTQ2S+ community initiatives. This event
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June 4, 2024 10 of 11 Report No. CMS24-023
aims to foster inclusivity, promote diversity, enhance opportunity for healthy
active living and make a positive impact within our community.
In conclusion, the upcoming Sport Plan initiatives represent a significant
commitment by the Town to promote diversity, inclusion, and mental well-being
within the sports community. These initiatives reflect the Town's commitment to
creating safer, more supportive environments where every individual feels valued,
respected, and empowered to thrive both on and off the field of play.
Advisory Committee Review
Not Applicable.
Legal Considerations
There are no legal implications.
Financial Implications
There are no direct financial implications arising from this report.
Communications Considerations
The Corporate Communications Division provided significant communications support
for various Sport Plan initiatives. Many initiatives in the Sport Plan have a
communications and marketing plan to ensure awareness and drive participation and
engagement from the community. The tactics for each initiative vary but include social
media campaigns, webpage creation and updates, advertising campaigns, graphic
design for print and online materials, and media relations.
Once the Sport Plan Update work begins, Communications will be involved in the
creation of a comprehensive communications plan, creating and reviewing social media
messages, creating and updating web pages, strategy discussions, creation of media
articles, community outreach tactics, creation of graphic design components (ads,
social images, web banners, posters) and more.
Climate Change Considerations
The recommendation from this report does not impact greenhouse gas emissions or
impact climate change adaptation.
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June 4, 2024 11 of 11 Report No. CMS24-023
Link to Strategic Plan
The work on the Sport Plan supports the Strategic Plan goal of Supporting an
exceptional quality of life for all in its accomplishments in satisfying requirements in the
following key objectives within these goal statements:
Encourage an active and healthy lifestyle.
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
In conclusion, this report offers a comprehensive update on the progress made since
the last General Committee's Sport Plan Progress Report in June 2023. Diversity, Equity
and Inclusion is a cornerstone to ensuring that our community feels safe to participate,
and a sense of belonging while living healthy active lives.
Attachments
Not applicable
Previous Reports
CMS20-009 Sport Plan – Progress Report, March 3, 2020
CMS20-023 Sport Plan Progress Report No. 2, September 22, 2020
CMS22-002 Sport Plan – Progress Report No. 3, January 11, 2022
CMS23-029 Sport Plan Update – No. 4, June 20, 2023
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 37 of 301
TOWN OF AURORA, COMMUNITY SERVICES – RECREATION Sport Plan UpdateNo. 5 JUNE 4, 2024 Page 38 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 HIGHLIGHTS • Recreation & Healthy Active Living Leadership Course • Women in Sport Weekend • Ontario Women’s Lacrosse Partnership • D.E.I. Workshops • Upcoming Sport Plan Initiatives Page 39 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Recreation & Healthy Active Living Leadership Course Page 40 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Recreation & Healthy Active Living Leadership Course 15 16 83 124 192 Page 41 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Recreation & Healthy Active Living Leadership Course Page 42 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Women in Sport Weekend Page 43 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Women in Sport Weekend Page 44 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Ontario Women’s Lacrosse Partnership Page 45 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 D.E.I. Workshops Page 46 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 D.E.I. Workshops Page 47 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 D.E.I. Workshops Page 48 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 D.E.I. Workshops Page 49 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Upcoming Sport Plan Initiatives Page 50 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Upcoming Sport Plan Initiatives Page 51 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Upcoming Sport Plan Initiatives Page 52 of 301
TOWN OF AURORA, CMS - RECREATION Sport Plan Update No. 5 Upcoming Sport Plan Initiatives Page 53 of 301
Thank You Questions? Page 54 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS 2 4 -0 21
Subject: Aurora Historical Society – Hillary House Considerations
Prepared by: Robin McDougall
Department: Community Services
Date: June 4, 2024
Recommendation
1. That Report No. CMS24-021 be received; and
2. That the Town consult with the Aurora Historical Society and its members to receive
their input on the future of Hillary House; and
3. That the Town and the Aurora Historical Society together host public consultations on
the future of Hillary House; and
4. That staff report back to Council following these consultations with recommendations
on the Hillary House.
Executive Summary
The Aurora Historical Society (AHS) has reached out to the Town expressing an interest
in initiating discussions about the long-term sustainability of the Hillary House. This
report brings the request from AHS forward for Council consideration.
Letter from AHS was received requesting the Town to enter discussions
regarding Hillary House
Staff held an initial meeting with the AHS Co-Presidents to consider next steps
Page 55 of 301
June 4, 2024 2 of 4 Report No. CMS24-021
Background
Letter from AHS was received requesting the Town to enter discussions regarding Hillary
House
The Aurora Historical Society reached out to Town staff and expressed their interest in
entering discussions regarding the future sustainability of the Hillary House. The letter
was received by email on March 5, 2024. The letter included a motion that was passed
by their membership which stated:
“THAT the Membership of the Aurora Historical Society authorize the Board of
Directors to enter into discussions with the Town of Aurora to explore options
with respect to ensuring the long-term sustainability of Hillary House, and to
report back to the Membership."
The Hillary House is a designated National Historic Site and has been maintained and
preserved by a volunteer Board, its membership and community volunteers. Through
annual fundraising events, donations and grants, the AHS has been able to maintain the
facility and property over the years, but they are facing steeper challenges as the
building continues to age and their volunteer base is dwindling. By way of a recent
Building Condition Assessment, the repairs required on the building surpass the level of
financial support that the AHS can provide on their own. The AHS is looking to the Town
to work together on exploring options for the future sustainability of the building and
property.
Analysis
Staff held an initial meeting with the AHS Co-Presidents to consider next steps
As a result of receiving the letter, staff set up a meeting with the Co-Presidents to
consider how best to proceed with their request. It was during those discussions that
staff recommended that representatives from AHS present their request to Council for
consideration. Representatives from AHS will attend today’s meeting to share their
request and to answer any questions.
Assuming Council is interested in exploring options, the recommendations in this report
will help establish next steps.
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June 4, 2024 3 of 4 Report No. CMS24-021
Advisory Committee Review
Not applicable for this report, however, in future as part of the consultation, staff could
seek input from the Heritage Advisory Committee.
Legal Considerations
The property is subject to a Heritage Easement Agreement with the Ontario Heritage
Foundation which contains obligations on the owner of the property to maintain the
Hillary House and barn “…in as good and sound state of repair as a prudent owner
would normally do…” to avoid deterioration of the heritage elements of the building. The
owner is able to undertake repairs, however, any repairs, reconstruction or similar act
that materially affects the appearance or construction of the heritage elements would
require the approval of the Ontario Heritage Foundation.
Financial Implications
Depending upon the outcome of the sustainability plan and the Town’s participation in
that plan, it may result in both capital and operating financial implications of which the
Town has not considered as part of its existing multi-year budgets. These financial
implications will become clearer upon the conclusion of the Town’s consultations with
the Hillary House’s stakeholders. Staff’s upcoming report upon the conclusion of the
consultations will offer greater detail in this regard.
Communications Considerations
This report will be posted to the Town’s website. Mor information in the follow-up report
from staff will help determine the communications required.
Climate Change Considerations
The recommendations in this report do not impact greenhouse gas emissions or impact
climate change adaptation.
Link to Strategic Plan
Exploring the Hillary House Considerations supports the following Strategic Plan goals
and key objectives:
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June 4, 2024 4 of 4 Report No. CMS24-021
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Strengthening the fabric of our community
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
The Aurora Historical Society reached out to the Town seeking interest in exploring
options together on the future sustainability of the Hillary House. Staff are seeking
Council’s approval to proceed with those discussions.
Attachments
1. Aurora Historical Society – Letter February 28, 2024
Previous Reports
None
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 58 of 301
15372 Yonge Street, Aurora ON L4G 1N8
905-727-8991 community@aurorahs.com www.aurorahs.com
BY EMAIL
Doug Nadorozny Robin McDougall
Chief Administrative Officer Director, Community Services
Town of Aurora Town of Aurora
100 John West Way 100 John West Way
Aurora, ON Aurora, ON
dnadorozny@aurora.ca rmcdougall@aurora.ca
Dear Doug and Robin,
On Wednesday, February 28, 2024, at a Special Member meeting, the Members of the
Aurora Historical Society, Moved, Seconded, Discussed, and Unanimously approved
the following Motion:
"THAT the Membership of the Aurora Historical Society authorize the Board of Directors
to enter into discussions with the Town of Aurora to explore options with respect to
ensuring the long-term sustainability of Hillary House, and to report back to the
Membership."
Alan Lambert and I would like to set up a meeting with you, at your earliest convenience
to discuss what the next steps might be.
Once again, thank you for all your assistance in the matter. It is very much appreciated.
Sincerely,
Geoffrey Dawe Alan Lambert
Co-Presidents, Aurora Historical Society
Attachment 1
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. FIN 2 4 -025
Subject: 2023 Year End Investment Report and Annual Policy Review
Prepared by: Laura Sheardown, Financial Management Advisor
Department: Finance
Date: June 4, 2024
Recommendation
1. That Report No. FIN24-025 be received; and
2. That Council re-affirms their approval of the Investment Policy Statement.
Executive Summary
The purpose of this report is to provide Council with a summary of Aurora’s investments
and investment activity for the fiscal year ending December 31, 2023, and to review any
changes to the existing Investment Policy Statement that are recommended by staff.
The total investment portfolio had a book value of $155.6 million as of December
31, 2023
The average yields achieved on Aurora’s investment portfolio were higher than
comparable investment vehicles
The transition to Prudent Investor was completed in September 2023
As required under the Prudent Investor regulations, Council shall review the
Investment Policy Statement and any changes recommended by staff annually
Background
In March 2023, Council approved an updated Investment Policy Statement for the Town.
This updated policy includes a requirement that staff provide Council with an annual
update on:
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June 4, 2024 2 of 6 Report No. FIN24-025
the Town’s investment portfolio’s performance over the past year
the performance of the Town’s Prudent Investor long-term (Monies Not
Required Immediately) investments
the Town’s transition of its portfolio to a prudent investor regime
any changes to the existing Investment Policy Statement as recommended by
staff
Analysis
The total investment portfolio had a book value of $155.6 million as of December 31,
2023
As of December 31, 2023, the book value of the Town’s total investment portfolio was
$155.6 million with 28.6 percent of the portfolio being invested in short term (< 2 years)
and the remainder in longer term investments. The total portfolio decreased by 9.4
percent in 2023 over 2022 as a result of capital project spending.
Table 1
Composition of Aurora’s Portfolio Holdings at the End of 2023
Investment Type % of Portfolio Value ($M) Short or Long Term
HISA 8.55% $13.3 Short
GICs 25.64% $39.9 Short & Long
Bonds 1.52% $2.4 Short & Long
Coupons 7.48% $11.6 Long
Step Up Deposit Notes 14.27% $22.2 Long
Protected Deposit Notes 11.89% $18.5 Short & Long
ONE Fund (Gov’t Bonds) 2.43% $3.8 Long
Prudent Investor 28.22% $43.9 Long
Total 100.00% $155.6
Please see Attachment #2 for investment type definitions.
The average yields achieved on Aurora’s investment portfolio were higher than
comparable investment vehicles
In 2023, investment earnings on the Town’s managed funds totaled $7.48 million,
including daily bank interest. This amount does not include any unrecognized
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June 4, 2024 3 of 6 Report No. FIN24-025
investment gains or losses arising from Principal Protected Notes, the ONE Fund, or
Prudent Investor (ONE Joint Investment Board) holdings. The $7.48 million in
recognized investment earnings were allocated proportionately to the operating budget
($1.6M) and reserve funds ($5.88M) as per the town’s interest allocation methodology.
The Town bettered its 2023 average yield rate compared to 2022 as presented under
Table 2.
Table 2
Town of Aurora’s Average Yield Rates
2023 2022
Year-End
Balance
Average
Yield Rate
Year-End
Balance
Average
Yield Rate
Total Short-Term $ 44.4m 4.77% $ 43.5m 2.65%
Total Long-Term 111.2m 2.88% 126.7m 3.14%
Total Portfolio $155.6m 3.44% $ 170.2m 2.97%
In comparison to other investment return indices, Aurora’s investments for 2023
generated a slightly higher short- and long-term rate than the comparable Government
of Canada numbers.
Table 3
Comparison of Rates to Market for 2023
Aurora Government of
Canada Indices Difference
Short-Term 4.77% 4.27 % 0.50%
Long-Term 2.88% 2.13% 0.75%
The transition to Prudent Investor was completed in September 2023
On September 27, 2023, the transition to the Prudent Investor regime was completed
with the transfer of its funds to the ONE Joint Investment Board (JIB). As of December
31, 2023, the Town achieved a realized return of 2.6 percent and an unrealized return of
4.1 percent on its Prudent Investor investments. The details of these holdings and
returns can be found in Attachment #3. As per its investment policy, the Town will
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June 4, 2024 4 of 6 Report No. FIN24-025
regularly assess its short- and long-term cash flow needs and adjust its Prudent
Investor and other holdings as required.
As required under the Prudent Investor regulations, Council shall review the Investment
Policy Statement and any changes recommended by staff annually
As required under the Prudent Investor regulations (O. Reg. 43/18, s. 10), Council shall
review the Investment Policy Statement and any changes recommended by staff
annually. This is a documented requirement under the Prudent Investor legislation and
ONE JIB requires an annual confirmation from our Council supporting this review.
Staff have reviewed the current policy, approved March 2023, and do not feel that any
changes are required at this time. Staff will continue to monitor changes in legislation
and requested by the ONE JIB and bring them forward for review as part of the annual
report.
Advisory Committee Review
Not applicable.
Legal Considerations
This report is to comply with the reporting requirements of Aurora’s Investment Policy
Statement and O. Reg. 43/18, s. 10.
Financial Implications
Investment income provides much needed supplementary revenue support to both the
operating and capital budgets. The Town’s potential investment income is determined
by the average yield rate it is able to achieve, as well as the overall size of its investment
portfolio.
Yield rate potential is heavily influenced by the types of investments that the Town is
able to access. Also, the larger the proportion of its portfolio that is invested over a
longer time horizon, the greater its overall return possibility.
For short term investments, Aurora competitively solicits input from multiple investment
brokers to ensure its access to the highest returns available over its required time
horizon for each investment purchase decision.
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June 4, 2024 5 of 6 Report No. FIN24-025
The Town’s access to investments under the Prudent Investor standard through its
membership in the ONE JIB, grants its access to much wider array of investment
opportunities for its longer-term cash holdings. Operating in compliance with the
province’s prudent investor legislation, the ONE JIB helps to ensure the Town is
maximizing its long-term investment average yield performance.
Communications Considerations
The Town of Aurora will use ‘inform’ as the level of engagement for this report. In order
to inform, this report will be posted to the town’s website.
Climate Change Considerations
The information contained within this report does not impact greenhouse gas
emissions or impact climate change adaption.
Link to Strategic Plan
Investments of cash and reserve funds contributes to achieving the Strategic Plan
guiding principle of ‘Leadership in Corporate Management’ and improves transparency
and accountability to the community.
Alternative(s) to the Recommendation
1. Council may choose to reject the Investment Policy Statement and instruct staff to
review the policy with the Finance Advisory Committee.
Conclusions
The Town will continue to follow the stated investment objectives contained within its
Council approved Investment Policy. Staff continue to maximize short term returns on
short term investments through its open and competitive process with several
investment brokerage firms. Further, it will continue to assess the Town’s short- and
long-term cash flow needs to ensure the maximization of its longer-term investments
while ensuring sufficient cash liquidity.
Attachments
Attachment #1 – Summary of Investments as of December 31, 2023
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June 4, 2024 6 of 6 Report No. FIN24-025
Attachment #2 – Investment Type Definitions
Attachment #3 – ONE Investment Quarterly Investment Report as of December 31, 2023
Attachment #4 – Town of Aurora Investment Policy Statement
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
Page 65 of 301
Investment Date Security Issuer Investment Type Minimum Yield to
Maturity Maturity Date Book Value % of Total
various ONE Fund HISA
varies tbd 13,301,588 8.55%
Apr 17, 2021 DUCA GIC
1.50 Apr 17, 2024 3,000,000 1.93%
Apr 17, 2023 DUCA GIC
5.40 Apr 17, 2024 2,026,142 1.30%
Jun 21, 2023 DUCA GIC
5.30 Jun 21, 2024 2,026,827 1.30%
Jul 25, 2014 Bank of Montreal GIC
3.50 Jul 24, 2024 1,300,000 0.84%
Aug 15, 2014 Bank of Montreal GIC
3.50 Aug 15, 2024 500,000 0.32%
Oct 25, 2023 Blueshore Credit Union GIC
6.65 Oct 25, 2024 4,827,598 3.10%
Oct 27, 2022 Alterna Credit Union GIC
5.40 Oct 27, 2024 4,598,912 2.96%
Mar 2, 2015 Bank of Nova Scotia Bonds 8.90 Mar 2, 2025 596,000 0.38%
Mar 3, 2023 DUCA GIC 5.65 Mar 3, 2025 2,028,000 1.30%
Mar 17, 2023 DUCA GIC 5.50 Mar 17, 2025 4,000,000 2.57%
Mar 27, 2023 DUCA GIC 5.50 Mar 27, 2025 2,072,373 1.33%
Apr 19, 2023 DUCA GIC 5.50 Apr 19, 2025 2,092,462 1.34%
Nov 15, 2023 DUCA GIC 6.00 Nov 17, 2025 2,069,238 1.33%
Apr 8, 2016 National Bank GIC
2.80 Apr 8, 2026 1,000,000 0.64%
Aug 4, 2021 DUCA GIC
2.00 Aug 4, 2026 2,000,000 1.29%
Feb 3, 2020 Bank of Nova Scotia Protected Deposit Note
3.30 Feb 3, 2027 1,500,000 0.96%
Apr 29, 2019 National Bank GIC
3.02 Feb 8, 2027 2,345,285 1.51%
Apr 3, 2017 TSX & S&P Low Volatility Index Protected Deposit Note
1.00 Apr 3, 2027 1,750,000 1.12%
Aug 24, 2017 National Bank GIC
2.89 Aug 24, 2027 1,000,000 0.64%
Mar 13, 2018 Bank of Nova Scotia Step-up Deposit Note
3.22 Mar 13, 2028 1,000,000 0.64%
May 12, 2023 Bank of Montreal Protected Deposit Note
tbd Nov 16, 2028 747,000 0.48%
Mar 16, 2022 Bank of Nova Scotia Protected Deposit Note
tbd Mar 16, 2029 2,500,000 1.61%
May 14, 2021 Bank of Montreal Step-up Deposit Note
1.75 May 14, 2029 2,200,000 1.41%
Aug 13, 2021 Bank of Nova Scotia Protected Deposit Note
2.10 Aug 13, 2029 3,000,000 1.93%
Sep 23, 2022 Bank of Nova Scotia Protected Deposit Note
4.29 Sep 23, 2029 4,000,000 2.57%
Sep 22, 2022 Canadian Imperial Bank of Commerce Protected Deposit Note tbd Sep 24, 2029 2,000,000 1.29%
May 9, 2019 Toronto, Municipality of Metropolitan Bonds
2.65 Nov 9, 2029 233,574 0.15%
Mar 21, 2023 Bank of Montreal Protected Deposit Note
tbd Mar 22, 2030 2,000,000 1.29%
Jun 19, 2023 Bank of Montreal Deposit Note
tbd Jun 24, 2030 750,000 0.48%
Jul 2, 2020 Bank of Montreal Coupon
2.00 Jul 2, 2030 1,134,000 0.73%
Dec 21, 2020 Bank of Montreal Step-up Deposit Note
1.66 Dec 21, 2030 5,000,000 3.21%
Mar 11, 2021 Canadian Imperial Bank of Commerce Coupon
2.00 Mar 11, 2031 4,000,000 2.57%
Mar 12, 2021 Bank of Montreal Step-up Deposit Note
2.15 Mar 12, 2031 4,000,000 2.57%
May 31, 2021 Bank of Nova Scotia Protected Deposit Note
2.00 May 5, 2031 1,000,000 0.64%
Jul 9, 2021 Canadian Imperial Bank of Commerce Coupon
2.00 Jul 9, 2031 1,500,000 0.96%
Aug 13, 2021 Bank of Montreal Step-up Deposit Note
2.00 Aug 13, 2031 3,000,000 1.93%
Aug 24, 2021 Bank of Montreal Step-up Deposit Note
2.00 Aug 24, 2031 500,000 0.32%
Mar 4, 2022 DUCA GIC
4.30 Mar 4, 2032 3,000,000 1.93%
Mar 14, 2022 Bank of Montreal Step-up Deposit Note
3.62 Mar 15, 2032 2,500,000 1.61%
Mar 16, 2022 Bank of Montreal Step-up Deposit Note
3.25 Mar 16, 2032 4,000,000 2.57%
Aug 17, 2021 Bank of Montreal Coupon
2.71 Aug 17, 2036 5,000,000 3.21%
Sep 24, 2019 Toronto, Municipality of Metropolitan Bonds
2.64 Sep 24, 2039 794,400 0.51%
various ONE Fund Gov't Bond Portfolio
tbd two day liquidity 3,775,912 2.43%
various ONE JIB Prudent Investor
tbd two day liquidity 43,906,650 28.22%
155,575,962.59 100%
Summary of Investments
As of December 31, 2023
The Town of Aurora Attachment 1
Page 66 of 301
Investment Type Definitions
Cash
Some of the investment brokers will hold our funds as ‘cash’ in our investment account. Similar
to a high interest savings account, they provide a promised rate of return and the funds can be
accessed within one business day.
HISAs
High Interest Savings Accounts offer a much higher interest rate than regular savings accounts
in order to attract cash deposits.
GICs
Guaranteed Investment Contract (GIC) are usually issued by insurance companies and sold
through the banks to provide a guaranteed return for a set period of time.
Bond
A bond is a debt investment for a set period of time at a set or variable interest rate. This
investment is where the funds being raised are not being for a specific purpose but general use
of the debt issuer.
Coupons
A coupon bond is a debt investment for a set period of time and a set interest rate. The term
‘coupon’ refers to actual detachable coupons affixed to the bond certificates. Today the
majority of the investment related records are kept electronically, but the term ‘coupon’ has
continued to describe the bonds yield at par.
Debenture
A debenture is very similar to a bond with a set timeframe and a set or variable interest rate,
but they are for a very specific purpose, such as the construction of a recreation complex.
There are other debentures that are convertible to common shares, but we are not able to buy
those.
Attachment 2
Page 67 of 301
Step Up Deposit Note
A step‐up note is a savings certificate that is generally issued by a bank for a specified
timeframe. The note will pay an initial interest rate for the first period and then a higher
predetermined interest rate for the following periods.
Fixed Floater
A fixed floater is a debt investment for a set interest rate but with two potential maturity dates.
It is at the discretion of the issuer if they will call the investment on the early date or let it
continue, usually determined by the interest rate in comparison to the rest of the market.
Protected Deposit Note
A protected deposit note, also known as a principal‐protected note, allows the Town to protect
our principal amount, guaranteeing a minimum rate of return and allowing for the potential to
further benefit from income above and beyond the guaranteed return.
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QUARTERLYINVESTMENTREPORTAurora Prudent Investor Portfolio100 John West Way, Box 1000Aurora, ONL4G 6J1ONE Investment155 University Ave, Suite 800Toronto, OntarioM5H 3B7Relationship ManagerMarie Wong Takishita, Client Service Representative416-971-9856one@oneinvestment.caWainwright-Van Kessel, Rachel(905) 727-1375 x4772rvankessel@aurora.caFor The Period Ended December 31, 2023Director, Finance/Treasurer%XXEGLQIRXPage 69 of 301
Aurora Prudent Investor PortfolioExecutive Summary for the Quarter Ended December 31, 2023Year to date 3 YearsSince InceptionQuarter 5 Years1 Year 2 YearsInception Date6.1% - - - - - 6.6% 09/27/2023Consolidated Portfolio ReturnsStartingIncomePortfolioChange inContribution WithdrawalsEndingTime-Weighted Rate of Return in CAD for Consolidated HoldingsOverall Asset AllocationBalance Market Value BalanceConsolidated Portfolio Activity for Quarter5,413,140.25CAN Bond Fund -- 136,539.69 5,549,679.94-5,818,172.19CAN Equity Fund -- 276,796.58 6,320,550.15225,581.383,219,146.36Corp Bond Fund -- 147,279.94 3,423,006.7056,580.4015,011,710.77GLB Bond Fund -6,410.50 296,490.77 15,887,460.30572,848.2613,533,543.23GLB Equity Fund -- 697,895.26 14,476,668.38245,229.8942,995,712.80Total 0.006,410.50 1,555,002.24 45,657,365.471,100,239.932All returns presented in this report are net of applicable fees. Only Returns covering periods greater than 1 year have been annualized in this reporting package.Page 70 of 301
Aurora Prudent Investor PortfolioPerformance History AtDecember 31, 2023Year to5 YearsQuarter 1 Year 2 YearsSincePerformance by FundDate 3 Years InceptionInceptionDate4 Years% Annualized Returns8.6ONE Canadian Equity Fund---- -- 9.6 09/27/20236.9ONE Global Equity Fund---- -- 7.6 09/27/20236.3ONE Canadian Corporate Bond Fund---- -- 6.7 09/27/20232.5ONE Canadian Government Bond Fund---- -- 2.6 09/27/20235.7ONE Global Bond Fund---- -- 6.1 09/27/2023Year to5 YearsQuarter 1 Year 2 YearsSincePerformance by OutcomeDate 3 Years InceptionInceptionDate4 Years% Annualized Returns6.6JIB1AURCONT---- -- 7.2 09/27/20235.0JIB2AURTD35---- -- 5.3 09/27/20236.4JIB3AURTD510---- -- 6.9 09/27/20236.9JIB4AURTD10P---- -- 7.5 09/27/20233Page 71 of 301
Manager Commentary - Canadian EquityFor the Quarter Ended December 31, 2023QUARTERLY REVIEWEquity markets finished the year with strong performance as investor sentiment improved in the final few months of 2023. This led to strong returns for the Canadian Equity Fund, which was up 8.6% in the fourth quarter. This late-year surge in equity markets was in response to signals indicating that central banks are done raising interest rates and, more importantly, that global central banks are poised to start making meaningful cuts in interest rates in 2024. This comes after multiple economic indicators confirmed that inflation rates have fallen sharply from their peak in 2022. As central banks have been successful in containing inflation, there is less reason to maintain tight monetary policy. This was positive news for equity investors.Returns for the 2023 Calendar year were also strong, with the Canadian stock market producing returns of over 11% last year. The Canadian Equity Fund had much stronger performance, achieving calendar year returns of 17.5%. Both stock selection and the fund’s allocation across the different sectors of the market contributed to the strong performance.The weakest segments of the Canadian equity market during the quarter were the Energy and the Materials sectors. The fund is designed to have light exposure to these sectors, which helps to dampen the volatility of returns, but in the quarter, this also helped the fund outperform its benchmark. A heavy allocation to the Information Technology sector also helped performance, as this was the best performing sector of the market, with sector returns of 24% in the quarter. The performance of Shopify Inc, which was up 39% in the quarter, contributed to the strong sector performance. As the manager does not hold Shopify Inc, the fund did not fully participate in the sector's strength. The performance of the fund benefited from holdings in Gildan Activewear and Restaurant Brands, which collectively represent about 10% of the fund and both had returns of over 15% in the quarter.4Page 72 of 301
Manager Commentary - Global EquityFor the Quarter Ended December 31, 2023QUARTERLY REVIEWGlobal equity markets had strong performance in the fourth quarter, which added to the solid returns generated earlier in 2023. The ONE Global Equity Fund had returns of 6.9% in the fourth quarter, bringing full-year 2023 returns to 17.5%. These results are very encouraging, as they were achieved in the wake of rapid interest rate increases, ongoing concern about elevated inflation levels, and market worries about a looming global recession. This serves as a reminder that financial markets are forward looking, and the prospects for inflation to abate and interest rates to fall helped support investor optimism that led to these strong equity market returns. It is also now a consensus view that the US economy will achieve a ‘soft landing’, avoiding a recession, which also boosted investor sentiment.US equity markets saw some of the strongest returns last year, producing returns in excess of 26%, with strength focused primarily on the seven biggest technology-focused companies, which have become known as the ‘Magnificent 7’ stocks. These seven stocks had spectacular returns last year that accounted for the bulk of US equity market returns in 2023. The Global Equity Fund has exposure to some of these 7 stocks, including Microsoft, Amazon, and Alphabet Inc. (Google), but the Fund has no exposure to the best-performing stocks from this group, Nvidia and Tesla Inc., which had returns of 239% and 101%, respectively, last year.Asian equity markets were not as strong as other regions in 2023 amid sluggish growth from the Chinese economy. A slowdown in Chinese growth has direct implications for regional trading partners. Chinese equity markets were weaker last year, down more than 10%, with better performance experienced in other regional. Japanese equity markets performed well last year, up over 30%. The Global Equity Fund has small exposure to Japan but currently has no other Asian exposure.5Page 73 of 301
Manager Commentary - Fixed IncomeFor the Quarter Ended December 31, 2023QUARTERLY REVIEWThe global bond markets had strong performance as bond yields dropped sharply in the quarter. The ONE Canadian Government Bond Fund had returns of 2.5% in the quarter, the ONE Canadian Corporate Bond Fund had returns of 6.3%, and the ONE Global Bond Fund had returns of 5.7%. The strong fourth quarter results helped full year returns in 2023, with the portfolios generating returns of 3.1%, 6.2%, and 6.5%, respectively, for the calendar year.For most of the year, bond markets were focused on the prospect of further interest rate increases by the global central banks, which put downward pressure on bond prices. In November and December, the outlook became more positive, as it became more evident central banks might be done raising interest rates. More importantly, investors anticipated the US Federal Reserve Bank would make meaningful cuts in interest rates in 2024. This was reflected in bond prices, and yields dropped by about 1% in the quarter, with longer-term bonds tending to benefit more from the anticipated falling interest rates. The ONE Canadian Corporate Bond Fund and the ONE Global Bond Fund are both sensitive to changes in interest rates due to the relatively long maturity profiles of the bonds held (both funds have an average maturity of about 6.4 years). The falling interest rates led to strong returns for these funds. Changes in the investment orientation of the ONE Canadian Government Fund decreased its sensitivity interest rates leading to more modest gains for this fund in the quarter.The sharp increase in interest rates in 2022 and 2023 was intended to slow economic growth to contain inflationary pressures. As inflation pressures continue to subside, interest rate cuts are likely. While the markets are anticipating lower interest rates on the horizon, the timing and magnitude of rate cuts by global central banks remain highly dependent on the economic outlook.6Page 74 of 301
QuantitySecurityPrice % WeightUnit Cost Book ValueAurora Prudent Investor PortfolioAs of December 31, 2023Market ValueConsolidated Portfolio Holdings in CADCAN Equity Fund 1,277.92 1,348.08 13.84%4,688.529 6,320,550.155,991,581.38GLB Equity Fund 1,161.51 1,227.43 31.71%11,794.279 14,476,668.3813,699,229.89Corp Bond Fund 875.19 917.95 7.50%3,728.958 3,423,006.703,263,580.40CAN Bond Fund 936.24 960.94 12.16%5,775.228 5,549,679.945,407,000.00GLB Bond Fund 849.43 868.13 34.80%18,300.633 15,887,460.3015,545,258.76100.00%45,657,365.477Page 75 of 301
Aurora Prudent Investor PortfolioHoldings by AccountAt December 31, 2023Account Name: Aurora - Contingency OutcomeAccount Number: 570050682Holdings Quantity Unit Cost Book Value Price Market Value WeightMarket Value Gain (Loss)Income ReceivedFor the Quarter EndingDecember 31, 2023Corp Bond Fund 920.90 875.19 805,973.09 917.95 845,345.30 5.9% 36,372.13 13,973.09CAN Equity Fund 1,932.00 1,277.92 2,468,955.50 1,348.08 2,604,514.3018.4% 114,059.97 92,955.50CAN Bond Fund 845.93 936.23 792,000.00 960.94 812,899.44 5.7% 19,999.900.00GLB Bond Fund 4,517.58 849.43 3,837,409.80 868.13 3,921,880.99 27.7% 73,182.12 141,409.80GLB Equity Fund 4,860.07 1,161.51 5,645,052.07 1,227.43 5,965,412.3442.1% 287,582.70 101,052.07% Annualized ReturnsReturn Net of FeesQuarterYear to Date1 Year 2 Years 3 Years 4 Years 5 YearsSince InceptionInception Date6.6 - - - - - - 7.2 09/27/2023% Calendar Year ReturnsReturn Net of Fees2022 2021 2020 2019 2018------13,549,390.46 14,150,052.37 100.0% 531,196.82 349,390.46Aurora Prudent Investor PortfolioPerformance HistoryAt December 31, 202320238Page 76 of 301
Aurora Prudent Investor PortfolioHoldings by AccountAt December 31, 2023Account Name: Aurora - Target Date 3 to 5 Year OutcomeAccount Number: 570050690Holdings Quantity Unit Cost Book Value Price Market Value WeightMarket Value Gain (Loss)Income ReceivedFor the Quarter EndingDecember 31, 2023Corp Bond Fund 1,342.98 875.19 1,175,377.41 917.95 1,232,794.74 10.6%53,042.91 20,377.41CAN Equity Fund 268.33 1,277.92 342,910.47 1,348.08 361,737.87 3.1% 15,841.74 12,910.47CAN Bond Fund 3,583.48 936.24 3,355,000.00 960.94 3,443,531.26 29.7% 84,721.76 0.00GLB Bond Fund 6,595.99 849.43 5,602,878.85 868.13 5,726,224.29 49.3% 106,883.04 206,468.35GLB Equity Fund 675.01 1,161.51 784,035.00 1,227.43 828,528.47 7.1% 39,941.48 14,035.00% Annualized ReturnsReturn Net of FeesQuarterYear to Date1 Year 2 Years 3 Years 4 Years 5 YearsSince InceptionInception Date5.0 - - - - - - 5.3 09/27/2023% Calendar Year ReturnsReturn Net of Fees2022 2021 2020 2019 2018------11,260,201.73 11,592,816.63 100.0% 300,430.93 253,791.23Aurora Prudent Investor PortfolioPerformance HistoryAt December 31, 202320239Page 77 of 301
Aurora Prudent Investor PortfolioHoldings by AccountAt December 31, 2023Account Name: Aurora - Target Date 5 to 10 Year OutcomeAccount Number: 570050708Holdings Quantity Unit Cost Book Value Price Market Value WeightMarket Value Gain (Loss)Income ReceivedFor the Quarter EndingDecember 31, 2023Corp Bond Fund 1,308.10 875.19 1,144,848.13 917.95 1,200,773.80 7.4% 51,664.80 19,848.13CAN Equity Fund 1,829.55 1,277.92 2,338,026.05 1,348.08 2,466,395.9315.3% 108,010.86 88,026.05CAN Bond Fund 1,201.61 936.24 1,125,000.00 960.94 1,154,686.65 7.2% 28,408.95 0.00GLB Bond Fund 6,417.01 849.43 5,450,866.17 868.13 5,570,852.91 34.7% 103,951.53 200,866.17GLB Equity Fund 4,602.34 1,161.51 5,345,693.26 1,227.43 5,649,065.2235.2% 272,331.98 95,693.26% Annualized ReturnsReturn Net of FeesQuarterYear to Date1 Year 2 Years 3 Years 4 Years 5 YearsSince InceptionInception Date6.4 - - - - - - 6.9 09/27/2023% Calendar Year ReturnsReturn Net of Fees2022 2021 2020 2019 2018------15,404,433.61 16,041,774.51 100.0% 564,368.12 404,433.61Aurora Prudent Investor PortfolioPerformance HistoryAt December 31, 2023202310Page 78 of 301
Aurora Prudent Investor PortfolioHoldings by AccountAt December 31, 2023Account Name: Aurora - Target Date 10 Year Plus OutcomeAccount Number: 570050716Holdings Quantity Unit Cost Book Value Price Market Value WeightMarket Value Gain (Loss)Income ReceivedFor the Quarter EndingDecember 31, 2023Corp Bond Fund 156.97 875.19 137,381.77 917.95 144,092.86 3.7% 6,200.10 2,381.77CAN Equity Fund 658.63 1,277.92 841,689.36 1,348.08 887,902.05 22.9% 38,884.01 31,689.36CAN Bond Fund 144.19 936.23 135,000.00 960.94 138,562.59 3.5% 3,409.080.00GLB Bond Fund 770.04 849.43 654,103.94 868.13 668,502.11 17.2% 12,474.08 24,103.94GLB Equity Fund 1,656.84 1,161.51 1,924,449.56 1,227.43 2,033,662.3552.5% 98,039.10 34,449.56% Annualized ReturnsReturn Net of FeesQuarterYear to Date1 Year 2 Years 3 Years 4 Years 5 YearsSince InceptionInception Date6.9 - - - - - - 7.5 09/27/2023% Calendar Year ReturnsReturn Net of Fees2022 2021 2020 2019 2018------3,692,624.63 3,872,721.96 100.0% 159,006.37 92,624.63Aurora Prudent Investor PortfolioPerformance HistoryAt December 31, 2023202311Page 79 of 301
Aurora Prudent Investor PortfolioTransaction Summary for the Quarter Ended December 31, 2023TRANSACTION SUMMARYTRANSACTION TYPE SECURITYTRADE DATESETTLEMENT DATEQUANTITYTRADE AMOUNT (CAD)Account Name: Aurora - Contingency OutcomeAccount Number: 57005068215.22 13,973.0912/29/2023 12/29/2023Reinvested Distributions Corp Bond Fund162.88 141,409.8012/29/2023 12/29/2023Reinvested Distributions GLB Bond Fund68.95 92,955.5012/29/2023 12/29/2023Reinvested Distributions CAN Equity Fund82.32 101,052.0712/29/2023 12/29/2023Reinvested Distributions GLB Equity Fund12Page 80 of 301
Aurora Prudent Investor PortfolioTransaction Summary for the Quarter Ended December 31, 2023TRANSACTION SUMMARYTRANSACTION TYPE SECURITYTRADE DATESETTLEMENT DATEQUANTITYTRADE AMOUNT (CAD)Account Name: Aurora - Target Date 3 to 5 Year OutcomeAccount Number: 5700506907.56 6,410.5011/01/2023 11/01/2023Buy GLB Bond Fund22.19 20,377.4112/29/2023 12/29/2023Reinvested Distributions Corp Bond Fund237.82 206,468.3512/29/2023 12/29/2023Reinvested Distributions GLB Bond Fund9.57 12,910.4712/29/2023 12/29/2023Reinvested Distributions CAN Equity Fund11.43 14,035.0012/29/2023 12/29/2023Reinvested Distributions GLB Equity Fund13Page 81 of 301
Aurora Prudent Investor PortfolioTransaction Summary for the Quarter Ended December 31, 2023TRANSACTION SUMMARYTRANSACTION TYPE SECURITYTRADE DATESETTLEMENT DATEQUANTITYTRADE AMOUNT (CAD)Account Name: Aurora - Target Date 5 to 10 Year OutcomeAccount Number: 57005070821.62 19,848.1312/29/2023 12/29/2023Reinvested Distributions Corp Bond Fund231.37 200,866.1712/29/2023 12/29/2023Reinvested Distributions GLB Bond Fund65.29 88,026.0512/29/2023 12/29/2023Reinvested Distributions CAN Equity Fund77.96 95,693.2612/29/2023 12/29/2023Reinvested Distributions GLB Equity Fund14Page 82 of 301
Aurora Prudent Investor PortfolioTransaction Summary for the Quarter Ended December 31, 2023TRANSACTION SUMMARYTRANSACTION TYPE SECURITYTRADE DATESETTLEMENT DATEQUANTITYTRADE AMOUNT (CAD)Account Name: Aurora - Target Date 10 Year Plus OutcomeAccount Number: 5700507162.59 2,381.7712/29/2023 12/29/2023Reinvested Distributions Corp Bond Fund27.76 24,103.9412/29/2023 12/29/2023Reinvested Distributions GLB Bond Fund23.50 31,689.3612/29/2023 12/29/2023Reinvested Distributions CAN Equity Fund28.06 34,449.5612/29/2023 12/29/2023Reinvested Distributions GLB Equity Fund15Page 83 of 301
Aurora Prudent Investor PortfolioCOMPLIANCE CERTIFICATEDecember 31, 2023With respect to the quarter ended December 31, 2023 to the best of the knowledge and belief of ONE Investment, all assets of theParticipating Municipality under the management and control of ONE JIB pursuant to the ONE JIB Agreement have been invested and are heldIn accordance with the terms of section 8.02 of the ONEJIB Agreement dated as of July 2, 2020 (the “ONE JIB Agreement”) ONE Investmentconfirms as follows:in accordance with the terms of the ONE JIB Agreement, and in a manner consistent with the IPS and the Investment Plan of the ParticipatingMunicipality.Keith Taylor, Chief Investment Officer, ONE InvestmentOn the behalf of the ONE Joint Investment Board16Page 84 of 301
YEAR-ENDTRANSACTIONREPORTAurora Prudent Investor Portfolio100 John West Way, Box 1000Aurora, ONL4G 6J1ONE Investment155 University Ave, Suite 800Toronto, OntarioM5H 3B7Relationship ManagerMarie Wong Takishita, Client Service Representative416-971-9856one@oneinvestment.caWainwright-Van Kessel, Rachel(905) 727-1375 x4772rvankessel@aurora.caFor The Period Ended December 31, 2023Director, Finance/TreasurerPage 85 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023(Consolidated Holdings)WithdrawalsOpeningSecurity ContributionClosingBook Value Summary by SecurityBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedCAN Bond Fund 5,407,000.005,407,000.00CAN Equity Fund 5,766,000.005,991,581.38225,581.38Corp Bond Fund 3,207,000.003,263,580.4056,580.40GLB Bond Fund 14,972,410.5015,545,258.76572,848.26GLB Equity Fund 13,454,000.0013,699,229.89245,229.890.000.00Total 42,806,410.5043,906,650.430.001,100,239.93 0.00 0.00OpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedSecurity Contribution WithdrawalsClosingMarket Value Summary by SecurityBalanceBalance142,679.94CAN Bond Fund 5,407,000.005,549,679.94328,968.77225,581.38CAN Equity Fund 5,766,000.006,320,550.15159,426.3056,580.40Corp Bond Fund 3,207,000.003,423,006.70342,201.54572,848.26GLB Bond Fund 14,972,410.5015,887,460.30777,438.49245,229.89GLB Equity Fund 13,454,000.0014,476,668.381,750,715.041,100,239.93 0.000.00Total 0.0042,806,410.5045,657,365.4718Page 86 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By AccountBook Value Summary by AccountOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 13,200,000.0013,549,390.46349,390.46JIB2AURTD35 11,006,410.5011,260,201.73253,791.23JIB3AURTD510 15,000,000.0015,404,433.61404,433.61JIB4AURTD10P 3,600,000.003,692,624.6392,624.630.00Total 42,806,410.5043,906,650.430.001,100,239.93 0.00 0.000.00Market Value Summary by AccountOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance600,661.91349,390.46JIB1AURCONT 13,200,000.0014,150,052.37332,614.90253,791.23JIB2AURTD35 11,006,410.5011,592,816.63637,340.90404,433.61JIB3AURTD510 15,000,000.0016,041,774.51180,097.3392,624.63JIB4AURTD10P 3,600,000.003,872,721.961,750,715.041,100,239.93 0.000.00Total 0.0042,806,410.5045,657,365.4719Page 87 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By Account for CAN Bond FundBook Value Summary by Account for CAN Bond FundOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 792,000.00792,000.00JIB2AURTD35 3,355,000.003,355,000.00JIB3AURTD510 1,125,000.001,125,000.00JIB4AURTD10P 135,000.00135,000.000.00Total 5,407,000.005,407,000.000.000.00 0.00 0.000.00Market Value Summary by Account for CAN Bond FundOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance20,899.44JIB1AURCONT 792,000.00812,899.4488,531.26JIB2AURTD35 3,355,000.003,443,531.2629,686.65JIB3AURTD510 1,125,000.001,154,686.653,562.59JIB4AURTD10P 135,000.00138,562.59142,679.940.00 0.000.00Total 0.005,407,000.005,549,679.9420Page 88 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By Account for CAN Equity FundBook Value Summary by Account for CAN Equity FundOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 2,376,000.002,468,955.5092,955.50JIB2AURTD35 330,000.00342,910.4712,910.47JIB3AURTD510 2,250,000.002,338,026.0588,026.05JIB4AURTD10P 810,000.00841,689.3631,689.360.00Total 5,766,000.005,991,581.380.00225,581.38 0.00 0.000.00Market Value Summary by Account for CAN Equity FundOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance135,558.8092,955.50JIB1AURCONT 2,376,000.002,604,514.3018,827.4012,910.47JIB2AURTD35 330,000.00361,737.87128,369.8888,026.05JIB3AURTD510 2,250,000.002,466,395.9346,212.6931,689.36JIB4AURTD10P 810,000.00887,902.05328,968.77225,581.38 0.000.00Total 0.005,766,000.006,320,550.1521Page 89 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By Account for Corp Bond FundBook Value Summary by Account for Corp Bond FundOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 792,000.00805,973.0913,973.09JIB2AURTD35 1,155,000.001,175,377.4120,377.41JIB3AURTD510 1,125,000.001,144,848.1319,848.13JIB4AURTD10P 135,000.00137,381.772,381.770.00Total 3,207,000.003,263,580.400.0056,580.40 0.00 0.000.00Market Value Summary by Account for Corp Bond FundOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance39,372.2113,973.09JIB1AURCONT 792,000.00845,345.3057,417.3320,377.41JIB2AURTD35 1,155,000.001,232,794.7455,925.6719,848.13JIB3AURTD510 1,125,000.001,200,773.806,711.092,381.77JIB4AURTD10P 135,000.00144,092.86159,426.3056,580.40 0.000.00Total 0.003,207,000.003,423,006.7022Page 90 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By Account for GLB Bond FundBook Value Summary by Account for GLB Bond FundOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 3,696,000.003,837,409.80141,409.80JIB2AURTD35 5,396,410.505,602,878.85206,468.35JIB3AURTD510 5,250,000.005,450,866.17200,866.17JIB4AURTD10P 630,000.00654,103.9424,103.940.00Total 14,972,410.5015,545,258.760.00572,848.26 0.00 0.000.00Market Value Summary by Account for GLB Bond FundOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance84,471.19141,409.80JIB1AURCONT 3,696,000.003,921,880.99123,345.44206,468.35JIB2AURTD35 5,396,410.505,726,224.29119,986.74200,866.17JIB3AURTD510 5,250,000.005,570,852.9114,398.1724,103.94JIB4AURTD10P 630,000.00668,502.11342,201.54572,848.26 0.000.00Total 0.0014,972,410.5015,887,460.3023Page 91 of 301
Aurora Prudent Investor PortfolioFor the Period December 31, 2023Summary By Account for GLB Equity FundBook Value Summary by Account for GLB Equity FundOpeningAccount ContributionClosingBalanceBalanceIncomeCost BasisAdjustmentReinvestedCapital GainsReinvestedGains/(Loss)RealizedWithdrawalsJIB1AURCONT 5,544,000.005,645,052.07101,052.07JIB2AURTD35 770,000.00784,035.0014,035.00JIB3AURTD510 5,250,000.005,345,693.2695,693.26JIB4AURTD10P 1,890,000.001,924,449.5634,449.560.00Total 13,454,000.0013,699,229.890.00245,229.89 0.00 0.000.00Market Value Summary by Account for GLB Equity FundOpeningIncomeChange inMarket ValueReinvestedCapital GainsReinvestedAccount Contribution WithdrawalsClosingBalanceBalance320,360.27101,052.07JIB1AURCONT 5,544,000.005,965,412.3444,493.4714,035.00JIB2AURTD35 770,000.00828,528.47303,371.9695,693.26JIB3AURTD510 5,250,000.005,649,065.22109,212.7934,449.56JIB4AURTD10P 1,890,000.002,033,662.35777,438.49245,229.89 0.000.00Total 0.0013,454,000.0014,476,668.3824Page 92 of 301
APPENDIXPage 93 of 301
0/&+*#ϋ0VUDPNF'SBNFXPSLϋ5BSHFU"MMPDBUJPOsAllocationKƵƚĐŽŵĞHISACanadianEquityFundGlobalEquityFundCanadianGovernmentBondFundCanadianCorporateBondFundGlobalBondFundEquityFixedIncomeCashTotalCash100.0%0.0%0.0%0.0%0.0%0.0%100.0%100%StableReturn10.0%9.0%21.0%9.0%9.0%42.0%30.0%60.0%10.0%100%Contingency0.0%18.0%42.0%6.0%6.0%28.0%60.0%40.0%100%AssetManagement0.0%27.0%63.0%1.5%1.5%7.0%90.0%10.0%100%TargetDate3Ͳ520.0%3.0%7.0%10.5%10.5%49.0%10.0%70.0%20.0%100%TargetDate5Ͳ100.0%15.0%35.0%7.5%7.5%35.0%50.0%50.0%100%TargetDate10+0.0%22.5%52.5%3.75%3.75%17.5%75.0%25.0%100%Page 94 of 301
ONEJIBͲOutcomeFrameworkͲDefinedAllocationOutcomeCategoryOutcomeStrategyObjectiveRiskTolerance,LiquidityInvestmentHorizonEquityFixedIncomeCashCashCashPreservationofCapitalLowrisk;highliquidity<3years100%StableReturnStableReturnIncomegeneration:TogeneratereturnstofundrecurringneedsModerateriskwithemphasisongrowthandstablereturns,regularliquidity>5years(Perpetual)30%60%10%ContingencyContingencyContributionsforunexpectedandinfrequenteventsHigherrisk,emphasisonlongerͲtermcapitalgrowthwithsomeliquidity>5years(Perpetual)60%40%AssetmgtreservesContributionstogeneratereturnstofundassetmanagementreservesHigherrisk,emphasisonlongerͲtermcapitalgrowth;lowliquidity>10years(Perpetual)90%10%TargetDateTargetDate3Ͳ5yrs.PreservationofcapitalLowrisk;highliquidity3Ͳ5years10%70%20%TargetDate5Ͳ10yrs.Contributionstowardcapitalprojects,mitigateinflationimpactsandmeettargetfundingrequirementsModeraterisk,liquid5Ͳ10years50%50%TargetDate10+yrs.Contributionstowardcapitalprojects,mitigateinflationimpactsandmeettargetfundingrequirementsHigherrisk,emphasisonlongterminflationͲadjustedgrowth>10years75%25%Page 95 of 301
Glossary and Definitions for Quarterly Reports Account ONE Investment clients have one or more custodial accounts. All Prudent Investor Funds will be administered with ONE Investment’s custodian, CIBC Mellon. Unlike Legal List accounts, MNRI invested in the ONE Investment Prudent Investor Funds will be under the control of the ONE Joint Investment Board. In most cases, the Prudent Investor clients will have multiple accounts with the custodian, with the account structure based on the investment outcomes assigned to each client. This will allow reporting to the municipal client based on the investment outcome framework. Annual and Annualized Returns: please see Returns below. Asset Allocation Asset allocation is the single biggest driver of fund returns and should be set taking into account municipal risk tolerance. Also known as asset mix, it is the combination of asset classes in a fund and is normally shown as the percentage weights in each. Example asset classes are money market, Canadian bonds, global bonds, Canadian stocks and global stocks. Each of the ONE JIB Outcomes has an associated asset allocation that is designed to be appropriate for the intended investment Outcome. Asset Mix: See Asset allocation. Benchmark The Benchmark is the standard against which investors compare their portfolio returns to understand its performance. Benchmark can be set either at the asset class level or for the overall portfolio. At the asset class level, benchmarks are usually chosen to represent the entire market; active managers seek to outperform their benchmarks by at least the amount of fees they charge. For example, a typical benchmark for Canadian stocks is the S&P/TSX Composite Index which is calculated by Standard and Poor’s (S&P) and for Canadian money market, the typical benchmark is the FTSE 182-Day Treasury Bill Index from the Financial Times Stock Exchange Group (FTSE). For a portfolio that aims to have risk halfway between these two asset classes, the total portfolio benchmark might be 50% S&P/TSX Composite Index and 50% FTSE 182-Day Treasury Bill Index. Benchmark returns are always time weighted. (See Returns below for more detail on time weighted returns) Page 96 of 301
Blended Benchmark A blended benchmark is a benchmark that is constructed from two or more underlying benchmarks. The weights of each underlying benchmark used in a blended benchmark remain constant over time. Canadian Corporate Bond Fund The ONE Investment Canadian Corporate Bond Fund holds short and mid-term Canadian bonds managed by MFS. Based on the benchmark duration at ĞĐĞŵďĞƌϯϭ, 202ϯ, the permitted duration range is ϯ͘ϲϳto ϲ͘ϲϳ years. MFS aims to outperform the benchmark, which is: o48% FTSE Canada Universe All Government Bond Index +o40% FTSE Canada Short-Term Corporate A Index +o10% FTSE Canada Universe Corporate AAA/AA Index +o2% FTSE Canada 91-Day Treasury Bill Index.Canadian Equity Fund The ONE Canadian Equity Fund holds Canadian stocks managed by Guardian Capital. Guardian aims for below-market risk, achieved with a ONE-imposed constraint on the weight of Material and Energy sectors because of the expected above-market volatility of these sectors. Canadian Government Bond Fund This ONE Government Canadian Bond Fund holds short-term Canadian bonds managed by MFS. ĂƐĞĚŽŶƚŚĞďĞŶĐŚŵĂƌŬĚƵƌĂƚŝŽŶĂƚĞĐĞŵďĞƌϯϭ͕ϮϬϮϯ͕ƚŚĞƉĞƌŵŝƚƚĞĚĚƵƌĂƚŝŽŶƌĂŶŐĞĨŽƌƚŚĞ&ƵŶĚŝƐϭ͘ϭϮƚŽϮ͘ϭϮLJĞĂƌƐ͘ MFS aims to outperform the benchmark, which is: PϲϬ% FTSE Canada Short-Term Government Bond Index +PϰϬ% FTSE Canada 91-Day Treasury Bill Index.Book Value Book value is the Unit Cost of each holding multiplied by the number of units. It represents the amount originally paid to invest in the holding and takes into account all contributions and withdrawals. Page 97 of 301
CAD This is a short form for “Canadian dollars”. Although the outcomes have exposure to foreign securities, all returns in the report reflect Canadian dollar-based returns. Foreign holdings will be impacted by movements in foreign currencies which may impact investment returns. This impact can be reduced by currency hedging strategies. The global equity exposure does not hedge currency exposure, but the global bond exposure may use hedging. The degree to which global bond exposure is hedged back to the Canadian dollar may vary and will reflect the currency hedging strategy of the external manager. Consolidated Holdings Consolidated holdings are the aggregate value of all investments with ONE Investment. Consolidated holdings detailed in this report only reflect MNRI balances invested in ONE Investment’s Prudent Investor Funds and HISA balances under the control of the ONE JIB. In certain cases, clients may hold ONE Investment Legal List portfolios or HISA which will not be reflected in consolidated holdings in this report. Additionally, ‘in-kind’ securities pledged to the ONE JIB will not be reflected in this report. Discounts Certain fee discounts apply for investors in the ONE Investment Prudent Investor offering. These discounts include a 4bps discount that applies to AUM of Founding Members, and ‘tier discounts’ that apply for any investors with balances in excess of certain thresholds. These discounts would not apply to HISA balances but would apply to balances in Legal List portfolios (if applicable). Discounts will be rebated to the municipalities on a quarterly basis. These discounts are not taken into consideration in the performance details in this investment report. Distribution: a cash payment of interest or dividends made by ONE Investment from a fund. Duration This statistic applies to bonds and is similar in concept to term to maturity. The difference is that duration also takes into account the size and timing of interest payments. A bond with higher coupon payments will have a shorter duration than one with the same term to maturity and lower coupon payments: the reason is that the higher-coupon bond receives more of its return earlier. The higher the duration of a bond, the higher its sensitivity to interest rate movements. Page 98 of 301
Fees Fees include all expenses involved in managing the fund: external investment manager fees, custody costs, ONE Investment’s costs and administrative costs. Global Bond Fund The ONE Global Bond Fund is an unconstrained global bond mandate managed by Manulife Asset Management. The unconstrained nature of the mandate means that the fund will contain a mix of global government, corporate and securitized debt, including emerging markets and high-yield securities. The mandate is not constrained by sector or currency. Manulife aims to outperform the benchmark, which is Bloomberg Barclays Multiverse Index Unhedged. Global Equity Fund The ONE Global Equity Fund holds Global stocks managed by Mawer Investment Management. Mawer aims to outperform the benchmark, which is MSCI All Country World Index (ACWI). This mandate invests in both emerging and developed markets. Manager will allocate capital to the best global opportunities, which may include both large and small capitalization companies. This mandate is intended to be a broadly diversified portfolio of wealth-creating companies bought at discounts to their intrinsic values that typically employ a long-term holding period. High Interest Savings Account (HISA) This bank account is provided by CIBC. Its very short-term nature precludes it from being considered an investment. Interest income from HISA will be reflected only in the executive summary page as will a list of HISA transitions. As the HISA product is a demand deposit, its value of his does not fluctuate daily. In this way it differs from the ONE Investment fund whose price change in response to changes in the value of underlying investments. Returns for individual accounts holding HISA will not be presented in the report beyond what is disclosed in the executive summary. HISA balances held in the Prudent Investor Offering reflect MNRI and will be under the control of the ONE JIB. Holdings: the ONE Investment funds or HISA Balances held in client accounts. Inception Date The inception is the first date that an investment was made. For each account, this will be the first time funds were transferred in; for funds offered by ONE Investment, it is the date the funds started. For ONE JIB Founders, the Inception date is July 2, 2020. Page 99 of 301
Income Income is a cash flow generated by an investment and normally includes interest on bonds and dividends on stocks. It is differentiated from capital gains, which also contribute to returns, but which are not considered income. Investment Manager Investment managers are external firms hired by ONE Investment to create funds to our specifications. These are MFS Investment Management Canada for Canadian fixed income, Manulife Asset Management for global fixed income, Guardian Capital Group Ltd for Canadian equity, and Mawer Investment Management Ltd for global equity. Market Value The value of an investment at current market prices, calculated by multiplying the Price (defined below) by the number of units held. ONE Joint Investment Board (ONE JIB) The joint board established by founding municipalities as a municipal services board under section 202 of the Act as required under Part II of the Regulation, and is the duly appointed Joint Investment Board for the municipality, as constituted from time to time and acting pursuant to the Terms of Reference set out in the ONE JIB Agreement. Page 100 of 301
Outcome Outcome means, in the context of the Investment Plan, the same thing as ‘solution’. Investment Outcomes are a set of investment allocations with varying risk/return characteristics. The Outcomes assigned to each municipal investor are intended to reflect the needs and circumstances of the municipality. ONE JIB has five pre-defined basic outcomes: Cash: The Cash Outcome is designed for investments with a time horizon of less than 3 years. Preservation of capital and liquidity are the highest priorities. Investments allocated to this outcome are expected to be transferred back to the care and control of the municipal treasurer when the funds are reclassified as MRI. Contingency: The Contingency outcome is designed for investing contingency reserves. The funds in this outcome may be drawn upon to meet unexpected needs and infrequent events. The investment horizon for this outcome is typically greater than 5 years, with an emphasis placed on long-term growth and preservation of purchasing power is a key consideration. Asset Management Reserves: The Asset Management Reserve Outcome is specifically designed for very long investment horizons with a well-defined purpose. Allocations to this Outcome are intended to generate returns to help fund asset management objectives. The long-term nature of asset management reserves allows this Outcome to emphasize long-term growth. Stable Return: The Stable Return Outcome is designed to provide an annual income while preserving the value of the principal investment. The principal amount is often invested in perpetuity with no intent to withdraw for the foreseeable future. This outcome is frequently used by municipalities looking to replace the income stream of a utility that has been sold, with some or all proceeds of the sale acting as the principal. Page 101 of 301
Target Date: The Target Date Outcomes are designed for contributions toward planned capital projects. There are three target date designs for different time horizons: 3 to 5 years; 5 to 10 years; and greater than 10 years. For capital projects in the 3-to-5-year range, preservation of capital is prioritized. For projects in the 5-to-10-year range, emphasis is placed on inflation mitigation and meeting target funding requirements. For projects in the greater-than-10-year range, emphasis is placed on longer-term inflation adjusted growth. Price The price of ONE funds is the unit price at a point in time, also known as the net asset value, which is calculated daily by CIBC Mellon. This price takes into account the last traded prices of all securities held by the manager, the bid/ask spread where no recent trade is available and a daily accrual for all fees including investment management and administration. Prudent Investor Standard The standard requiring ONE JIB, when investing money under section 418.1 of the Act, to exercise the care, skill, diligence and judgement that a prudent investor would exercise in making such an investment but does not restrict the securities in which a municipality can invest. The Prudent Investor standard applies to the entire portfolio of Long-Term Funds under control of ONE JIB rather than to individual securities. Quality This statistic refers to the creditworthiness of bonds based on ratings provided by bond rating agencies such as S&P, DBRS, Fitch and Moody’s. The highest quality bonds are rated AAA and range down from there to AA, A and BBB, all of which are investment grade ratings. Ratings below BBB are considered high yield. The lower a credit rating, the higher a bond’s yield to maturity and commensurate risk of default on interest payments or principal. The credit rating on an entire fund is calculated as a weighted average. Realized and Unrealized Gains Capital gains reflect the movement in the Price of investments as they rise over time relative to their average Unit Cost. Negative gains are losses, meaning that the Price of the units in the account is lower than the average Price paid for them (Unit Cost). Because gains / losses are calculated based on net asset values, they are diminished by the amount of fees. (Please see Fees, Price and Unit Cost.) Page 102 of 301
x Unrealized gains exist “on paper” until the investment is sold in return for cash, at which point they become realized. x Realized gains are generated by withdrawals from accounts during the time period in question based on the unit Price compared to the Unit Cost. Returns Returns measure the percentage increment in value generated by investments over a period of time. Unless otherwise noted, time-weighted total returns are reported here, which include all forms of income and capital gains. There are different aspects to return calculations explained below. x Calendar Year Return: reflects the total return generated by investments in the specified year any between January 1 to December 31. x Annualized Returns: the total return generated by investments in each year for holding periods greater than one year. Annualized returns are the geometric average over a multi-year period, meaning they represent the compound return. For periods of one year or less, the actual return is shown without the effect of compounding. x Returns in this report are calculated net of fees based on the Prices of the ONE Investment funds. These are calculated daily by CIBC Mellon and take into account all fees and costs associated with managing the fund. x Return details in this report do not account for fee discounts that may apply for some Prudent Investor clients. x Time-weighted returns: returns in this report are time-weighted in order for them to be compared to the benchmarks. Time-weighted returns are calculated in a way that excludes the effect of the timing of contributions and withdrawals (cash flows) from the fund. (To capture the effect of cash flows and measure their impact on returns, investors would instead need use dollar-weighted return calculations.) Unit Cost Unit Cost is the weighted average Price paid for all the Fund units held in the account and reflects the impact of units bought and sold over time. Unrealized Gains: Please see Realized and Unrealized Gains Value Added: The return generated by an investment manager above (or below, if negative) the benchmark. Year to Date: The time period beginning January 1 and ending at the most recent quarter end. Page 103 of 301
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INVESTMENT POLICY STATEMENT
FOR
THE CORPORATION OF THE TOWN OF AURORA (the “Municipality”)
MARCH 7, 2023
Attachment 4
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TABLE OF CONTENTS
OVERVIEW ................................................................................................................................................. 1
1.GLOSSARY AND DEFINITIONS .................................................................................................... 2
2.PURPOSE AND LEGISLATIVE FRAMEWORK ........................................................................... 6
2.1 Purpose of Policy ....................................................................................................................... 6
2.2 Governing Legislation ................................................................................................................ 6
2.3 Prudent Investor Standard ........................................................................................................ 7
3.MONEY REQUIRED IMMEDIATELY AND MONEY NOT REQUIRED IMMEDIATELY ........ 7
3.1 Determination of MNRI and MRI .............................................................................................. 7
3.2 Overview of Portfolios ................................................................................................................ 8
4.ROLES AND RESPONSIBILITIES ................................................................................................. 8
4.1 Role of ONE JIB ......................................................................................................................... 8
4.2 Role of Municipal Staff ............................................................................................................... 9
5.INVESTMENT .................................................................................................................................... 9
5.1 MRI: Short-Term Funds............................................................................................................ 9
5.1.1 Short-Term Funds: Investment Objectives .................................................................. 10
5.1.2 Short-Term Funds: Eligible Investments ..................................................................... 11
5.2 MNRI: Long-Term Funds ........................................................................................................ 11
5.2.1 Long-Term Funds: Investment Objectives ................................................................... 11
5.2.2 Long-Term Funds: Eligible Investments ....................................................................... 12
5.2.3 Long-Term Funds: Sinking Funds ................................................................................. 12
5.2.4 Long-Term Funds: Local Distribution Corporation (LDC) Securities ........................ 13
5.2.5 Long-Term Funds: Other ................................................................................................. 13
5.3 Third Party Trust Funds and Designated Funds ................................................................. 13
5.4 Investment Management ......................................................................................................... 13
5.4.1 Investment Management of Short-Term Funds ........................................................... 13
5.4.2 Investment Management of Long-Term Funds ........................................................... 13
5.5 Transition to Prudent Investor Regime ................................................................................. 13
5.6 Investment Constraints ............................................................................................................ 14
5.6.1 Environmental, Social and Governance (ESG) Investing .......................................... 14
5.6.2 Securities Lending ............................................................................................................ 14
5.6.3 Derivatives ......................................................................................................................... 14
5.6.4 Use of Leverage ............................................................................................................... 15
5.6.5 Pooled Funds .................................................................................................................... 15
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5.6.6 Currency Hedging ............................................................................................................ 15
5.7 Performance Monitoring, Rebalancing and Management ................................................. 15
5.7.1 Short-Term Funds ............................................................................................................ 15
5.7.2 Long-Term Funds ............................................................................................................. 15
6. ADMINISTRATIVE POLICIES ....................................................................................................... 16
6.1 Flow of Funds and Annual Municipal Budget ...................................................................... 16
6.1.1 Transfer to ONE JIB as Part of Budget Process ......................................................... 16
6.1.2 Transfer to Municipality as Part of the Budget Process ............................................. 16
6.2 Flow of Funds Otherwise than through the Budget Process ............................................. 16
6.2.1 Surplus Funds ................................................................................................................... 16
6.2.2 Contingencies ................................................................................................................... 16
6.3 Valuation of Investments ......................................................................................................... 16
6.4 Voting Rights ............................................................................................................................. 17
6.5 Internal Controls ....................................................................................................................... 17
6.6 Custodians................................................................................................................................. 17
6.7 Reporting ................................................................................................................................... 17
6.7.1 Short-Term Funds ............................................................................................................ 17
6.7.2 Long-Term Funds ............................................................................................................. 18
7. APPROVAL, SUBSEQUENT MODIFICATIONS AND EFFECTIVE DATE............................ 18
7.1 Revocation / Amendment of Previous Investment Policy .................................................. 18
7.2 Modifications to the IPS ........................................................................................................... 18
7.3 Effective Date ............................................................................................................................ 19
Appendix I: ONE JIB Agreement .......................................................................................................... 20
Appendix II: ONE External Portfolio Manager Mandates .................................................................. 21
Schedule A Third Party Trust Funds and Designated Funds ........................................................... 22
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Town of Aurora
Investment Policy Statement
OVERVIEW
Municipalities that are subject to the Municipal Act, 2001 (the “Act”) have no general power
to invest money. Such powers must be found either in express provisions of the Act or by
necessary implication.
Historically, municipalities that are subject to the Act had very limited express investment
powers under section 418 of the Act. Section 418 continues to apply to all municipalities that
are subject to the Act unless they elect to pass a by-law pursuant to the new section 418.1.
Section 418 of the Act provides that “money that is not required immediately” (MNRI) can
only be invested in securities prescribed by the Province in O. Reg. 438/97 (the
“Regulation”). These prescribed securities are generally referred to as the “Legal List
Securities” and are included in Part I of the Regulation.
Effective January 1, 2019, the new section 418.1 of the Act came into force. Section 418.1
provides that MNRI can be invested under that section in any security, provided that in
making the investment the municipality exercises the care, skill, diligence and judgment that
a prudent investor would exercise in making the investment. If a municipality elects to pass
a by-law under section 418.1, the effect will be that its MNRI must be invested in
accordance with the prudent investor regime. The rules, conditions and procedures that
apply to investments under section 418.1 are set out in Part II of the Regulation.
Investing MNRI in Legal List Securities or in accordance with the prudent investor regime
are mutually exclusive alternatives. That is to say, section 418 does not apply to a
municipality that has adopted the prudent investor regime under section 418.1.
Every municipality, regardless of whether section 418 or 418.1 applies to it, has MNRI and
also money that is required immediately (MRI). Municipalities retain the management and
control of their MRI. The Act does not include any express provisions that deal with the
investment of MRI. However, it is consistent with prudent practice to invest such money
until it is actually spent, in order to preserve the capital value of that money. Accordingly, it
is necessarily implied that a municipality has the power to invest such money on a short
term basis. Because the Act is silent as to how municipalities are to deal with MRI and
because of the historical investment powers under the Act, a conservative approach is to
invest MRI in appropriate Legal List Securities.
Municipalities that elect to pass a by-law pursuant to the new section 418.1 include in their
investment policy:
(i) the basis upon which they distinguish between MNRI and MRI,
(ii) principles governing the investment of each category of money, and
(iii) This Investment Policy Statement (IPS) is intended to respond to the foregoing
requirements.
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Town of Aurora staff and Council understand that the funds being invested belong to the
residents of Aurora. This investment and procedures documentation will ensure that all
funds are invested with care, diligence and judgement of a prudent investor with a primary
objective of principal preservation while maximizing returns.
1. GLOSSARY AND DEFINITIONS
The following capitalized terms are defined terms which have the meanings set out below:
Act: means the Municipal Act, 2001, S.O. 2001, c. 25, as amended from time to time.
Agent: means any administrator, Custodian, payment servicer, portfolio manager,
investment counsel, consultant, banker, broker, dealer or other service provider engaged or
appointed by ONE JIB and authorized by ONE JIB to exercise any of the functions of ONE
JIB pursuant to a written agreement, in the manner and to the extent provided in the
Regulation and without limiting the generality of the foregoing, Agent includes ONE
Investment.
Asset Class: An asset class is a specific category of assets or investments, such as cash,
fixed income, equities, alternative investments, real estate etc.
Asset Mix (or Asset Allocation): means the proportion of each asset class in a portfolio.
Asset classes include bank deposits, money market securities, bonds and equities, among
other things.
Authorizing By-law: means a by-law of a Participating Municipality which authorizes: (i) the
approval of the Client Questionnaire and the adoption of the IPS; and (ii) the entering into of
the ONE JIB Agreement.
Benchmark: means an index that is representative of a specific securities market (e.g. the
S&P/TSX Composite Index, the FTSE/TMX 91 Day T-bill Index, etc.) against which
investment performance can be compared. Performance benchmarks refer to total return
indices in Canadian dollar terms.
CFA Institute: refers to the global, not-for-profit professional association that administers
the Chartered Financial Analyst (CFA) and the Certificate in Investment Performance
Measurement (CIPM) curricula and examination programs worldwide, publishes research,
conducts professional development programs, and sets voluntary, ethics-based professional
and performance reporting standards for the investment industry.
Credit Risk: means the possibility of a loss resulting from a borrower's failure to repay a
loan or meet contractual obligations. That is, the risk that a lender may not receive the owed
principal and interest.
Custodian: means a specialized financial institution that is responsible for safeguarding a
municipality's investments and is not engaged in "traditional" commercial or consumer/retail
banking. Global custodians hold investments for their clients in multiple jurisdictions around
the world, using their own local branches or other local custodian banks ("sub-custodians"
or "agent banks").
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Derivative: A derivative is a contract between two or more parties whose value is based on
an agreed-upon underlying financial asset (like a security) or set of assets (like an index).
Common underlying instruments include bonds, commodities, currencies, interest rates,
market indexes, and stocks.
Environmental, Social and Governance (ESG) Investing: means considering and
integrating ESG factors into the investment process, rather than eliminating investments
based on ESG factors alone. Integrating ESG information can lead to more
comprehensive analysis of a company.
External Portfolio Managers: means external third-party investment management firms
whose investment offerings are accessed by ONE JIB directly or through services provided
to a Pooled Fund. External Portfolio Managers are agents authorized by ONE JIB in
accordance with Part II of the Regulation.
Interest Rate Risk: refers to the possibility that the value of a bond or other fixed- income
investment will suffer as the result of a change in interest rates. Interest rate risk can be
managed to help improve investment outcomes.
Internal Controls: means a system of controls that may include authorities, policies,
procedures, separation and segregation of duties, compliance checks, performance
measurement and attribution, reporting protocols, measures for safekeeping of property and
data, and the audit process.
Investment Plan: means the investment plan applicable to the Long-Term Money
investments and adopted by ONE JIB under the Regulation, as it may be amended from
time to time.
Investment Policy Statement (IPS): means the investment policy applicable to the
Municipality’s investments adopted and maintained by the Council of the Municipality for
Long-Term Money under the Regulation, and for Short-Term Money, as the same may be
amended from time to time. The IPS may also apply to the money and investments held by
the Municipality for the benefit of persons other than the Municipality itself and may make
reference to source(s) of money in which the Municipality may have an indirect interest but
which the Municipality has no authority to invest.
JIB: is short for Joint Investment Board and means a joint municipal service board that is
established under section 202 of the Act by two or more municipalities for the purposes of
Part II of the Regulation.
Legal List Securities: means the securities and other investments and financial
instruments that are included from time to time in Part I of the Regulation.
Leverage: means an instrument strategy of borrowed money – specifically, the use of
various financial instruments or borrowed capital – to increase the potential return of an
investment. Typically leverage also tends to increase investment risks.
Local Distribution Corporation or LDC: means a corporation incorporated under section
142 of the Electricity Act, 1998.
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Long-Term Money: means the money that the municipality has defined as long-term and
characterized as money that is not required immediately by the Municipality as described in
section 5.2. Monies that are Long Term Money will be invested in accordance with the
Prudent Investor Standard.
MNRI: means money that is not required immediately
Modern Portfolio Theory: means a theory of portfolio management that looks towards the
portfolio as a whole, rather than towards the prudence of each investment in the portfolio.
This is found in the CFA Institute Standards of Practice Handbook.
MRI: means money required immediately.
Municipality: means The Corporation of the Town of Aurora.
ONE JIB: means ONE Joint Investment Board, established by certain founding
municipalities under section 202 of the Act as a JIB for purposes of Part II of the Regulation,
which is the duly appointed JIB for the Municipality, as constituted from time to time and
which acts in accordance with the Act, the Regulation, the ONE JIB Agreement, including
the Terms of Reference, this IPS and the Investment Plan.
ONE JIB Agreement: means the agreement effective as of DATE TBD, entered into in
accordance with the requirements of the Regulation, pursuant to which ONE JIB has control
and management of the Municipality’s Long-Term Money.
Outcome: in the context of the municipality’s IPS the word ‘outcome’ is used
interchangeably with ‘solutions’. Investment outcomes are a set of investment allocations
with varying risk/return characteristics. The outcomes assigned to each investor are
intended to reflect the needs and circumstances of the municipality. MNRI may be invested
into several outcomes based on the characteristics of the municipality’s accounts/reserves
and its saving and spending needs.
ONE JIB’s Outcome Framework: a set of Investment Outcomes designed by the ONE JIB
to categorize the potential goals of investing MNRI. Each Outcome has a unique Asset
Allocation with risk/return characteristics that are aligned with the intended use of the money
assigned to the outcome.
Operational: means the funds required to meet annual operating and capital plan needs.
Participating Municipality: means from time to time each of the municipalities for whom
ONE JIB acts as the JIB under the terms of the ONE JIB Agreement.
Pooled Fund: means a unit trust established under a trust instrument, generally not
available to the public, in which institutional, sophisticated or high net worth investors
contribute monies that are invested and managed by an External Portfolio Manager.
Monies are pooled or combined with monies of other investors.
Portfolio: means any collection of funds that are grouped together and required for specific
purposes.
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Proxy Voting: means a legal transfer to another party of a shareholder's right to vote
thereby allowing shareholders who cannot attend meetings to participate. External Portfolio
Managers usually vote proxies on behalf of their clients.
Prudent Effective Date: means DATE TBD, the date on which the prudent investor regime
applies to the Municipality.
Prudent Investor Standard: means the standard that applies when the Municipality
invests money that it does not require immediately under section 418.1 of the Act. It requires
the Municipality to exercise the care, skill, diligence and judgment that a prudent investor
would exercise in making such an investment and the standard does not restrict the
securities in which the Municipality can invest. The Prudent Investor Standard makes use of
Modern Portfolio Theory and applies the standard of prudence to the entire portfolio in
respect of the Municipality’s Long-Term Money rather than to individual securities. It
identifies the fiduciary's central consideration as the trade-off between risk and return as
found in the CFA Institute Standards of Practice Handbook.
Regulation: means Ontario Regulation 438/97.
Risk: means the uncertainty of future investment returns or chance of loss of capital.
Risk Tolerance: means the financial ability and willingness to absorb a loss in return for
greater potential for gains.
Securities Lending: means loaning a security to another market participant. The borrower
is required to deliver to the lender, as security for the loan, acceptable collateral with value
greater than the value of the securities loaned. The Securities Lending program is managed
by the Custodian or another appointed agent on behalf of investors. A Securities Lending
program is widely used by institutional investors to generate additional marginal returns on
the total portfolio.
Short-Term Money: means money that is required immediately by the Municipality as
described in section 5.1 and which remains under the control and management of the
Municipality. The money can be invested in appropriate Legal List Securities.
Sinking Fund: means a fund established to fulfil the requirements to make annual
contributions in respect of various debenture issues wherein money is to be regularly set
aside for the payment of the principal of the debentures at maturity.
Sinking Fund Required Contributions (Annual Sinking Fund Requirement): means the
amount of money to be set aside each year for deposit into a sinking fund or a retirement
fund, as applicable, for each sinking fund and term debenture issue in accordance with the
Municipality’s debenture by-laws when such debentures are issued.
Sinking Fund Required Earnings: means the investment earnings needed for the Sinking
Fund Contributions to continue to grow to a value sufficient to repay the principal at maturity
for each issue of sinking fund and term debentures.
Sinking Fund Excess Earnings: means the investment earnings in excess of the required
earnings.
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2. PURPOSE AND LEGISLATIVE FRAMEWORK
2.1 Purpose of Policy
This IPS governs the investment of the Municipality's MNRI and MRl. It is intended,
among other things, to direct the Treasurer in the investment of MRI and to direct
ONE Joint Investment Board (ONE JIB) in the investment of MNRI by implementing
the Authorizing By-law 6502-23 pursuant to which the Municipality authorized the
establishment of guidelines for the prudent management of the Municipality's MNRI
pursuant to section 418.1 of the Act.
ln addition to the Municipality's MRI and MNRI, the Municipality is from time to time
entrusted with the management of money and investments for a third-party
beneficiary ("third party trust funds").
There are also source(s) of money in which the Municipality may have an indirect
interest but which the Municipality currently has no authority to invest. Such
source(s) of money, referred to in this IPS as "designated funds", are listed in
Schedule A attached hereto. The designated funds are identified in this IPS for the
sole purpose of enabling the Municipality to better see, on an aggregated basis, the
various financial assets in which the Municipality has an interest. The Municipality is
not responsible for the investment activities or performance of designated funds.
The goals of this IPS are to:
● Define and assign responsibilities for investment of MRI and MNRI;
● Describe the Municipality’s responsibilities with respect to third party trust
funds and designated funds
● Ensure compliance with the applicable legislation;
● Direct ONE JIB as to the Municipality’s investment goals and risk tolerance;
● Provide guidance and limitations regarding the investments and their
underlying risks;
● Establish a basis of evaluating investment performance and the underlying
risks; and,
● Establish a reporting standard to Council.
This IPS applies to employees of the Municipality, to ONE JIB and to the employees
of ONE Investment. ONE JIB, the Treasurer, and any agent or advisor providing
services to ONE JIB in connection with the investment of the portfolio shall accept
and strictly adhere to this IPS.
2.2 Governing Legislation
Investments of MRI will, in accordance with this IPS, only be made in Legal List
Securities.
Investments of MNRI are governed by the Prudent Investor Standard in accordance
with Section 418.1 of the Act. This standard is similar to that which governs trustees
and pension fund administrators and creates a fiduciary responsibility. Prudent
investment in compliance with the Act and the Regulation enhances the potential for
the Municipality to earn improved risk-adjusted rates of return.
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Money and investments that the Municipality holds as third-party trust funds or has
an interest in as designated funds will be subject to applicable legislation and any
related agreements or instruments.
The Act provides that the Municipality, and therefore ONE JIB, must consider
the following criteria in planning investments of MNRI, in addition to other criteria
relevant to the circumstances:
● General economic conditions;
● The possible effect of inflation or deflation;
● The role that each investment plays within the Municipality’s total portfolio of
investments;
● The expected total return from income and the appreciation of capital; and
● Needs for liquidity, regularity of income and preservation or appreciation of
capital.
2.3 Prudent Investor Standard
For MNRI, the standard to be used by the Municipality and ONE JIB shall be the
Prudent Investor Standard as required by section 418.1 of the Act and Part II of the
Regulation in the context of managing the Municipality’s MNRI and investments
thereof. Investments shall be made with the care, skill, diligence, and judgment,
taking into account the prevailing circumstances, that persons of prudence,
discretion and integrity would exercise in the management of investments,
considering the necessity of preserving capital as well as the need for income and
appreciation of capital. The Act includes a duty to obtain the advice that a prudent
investor would obtain under comparable circumstances.
Officers, employees and investment agents acting in accordance with written
procedures and the IPS and exercising due diligence shall take all necessary
actions to optimize performance of investments on a portfolio basis, taking into
account the prescribed risk and other parameters set out in this IPS and market
factors. The Municipality’s staff acting in accordance with written procedures and
this IPS, shall be relieved of personal responsibility for an investment’s performance,
provided underperformance relative to expectations is reported to Council and the
liquidation or sale of investments is carried out in accordance with this IPS.
3. MONEY REQUIRED IMMEDIATELY AND MONEY NOT REQUIRED IMMEDIATELY
3.1 Determination of MNRI and MRI
Determination of the Municipality’s MNRI is the responsibility of Council. In making
the determination, Council may consider:
● the time horizon within which the monies are needed to meet financial
obligations
● the purpose for which the monies have been collected or set aside and are
to be used
● the source of the money
● any combination of the foregoing
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The Municipality’s MNRI will be comprised of money that is to be used to meet
financial obligations that become due more than 24 months from the date of receipt
of such money by the Municipality.
For certainty, all money and investments of the Municipality that have not been
identified as MNRI (other than third party trust funds and any designated funds
referenced in Section 2.1) shall be deemed for purposes of this IPS to be MRI.
Determination of the Municipality’s MNRI and MRI may be modified at any time and
from time to time by action of Council and with respect to specific money by the
Treasurer in accordance with the provisions of Section 6.2.
Any changes in this IPS regarding the Municipality’s MNRI and MRI must be
communicated immediately in writing to ONE JIB.
3.2 Overview of Portfolios
The Municipality’s portfolios represent funds required for specific purposes. A high
level description of each of these portfolios and their objectives is provided in
Section 5 below. This IPS applies to the following money of the Municipality, its
agencies, boards and commissions including:
● MRI which is invested in Legal List Securities; and/or
● MNRI which is invested under the Prudent Investor Standard.
4. ROLES AND RESPONSIBILITIES
4.1 Role of ONE JIB
ONE JIB has been appointed by the Municipality in accordance with the
requirements of the Act and the Regulation and on the terms and conditions set out
in the ONE JIB Agreement (Appendix I).
ONE JIB exercises control and management of the Municipality’s MNRI and the
investments made by it in accordance with the objectives and risk tolerance
established in this IPS.
Among the responsibilities of ONE JIB are the following:
● Reviewing this IPS;
● Adopting and maintaining an Investment Plan that complies with this IPS;
● Engaging External Portfolio Managers, Custodians, administrators and other
investment professionals (Agents);
● Allocating the money and investments under its control and management
among External Portfolio Managers and their funds in compliance with this
IPS;
● Monitoring the performance of the Agents; and,
● Reporting to the Municipality.
The foregoing is subject to the more detailed terms and conditions contained in the
ONE JIB Agreement.
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4.2 Role of Municipal Staff
This IPS is approved and adopted by Council with input from the Treasurer, and
from ONE JIB with respect to MNRI. MRI of the Municipality, and any third-party
trust funds referenced in Section 2.1, remain under the control and management of
the Treasurer.
Consistent with this IPS, the Treasurer is responsible for the implementation of the
investment program and the establishment of investment procedures which shall
include:
● Investment management of MRI and any third-party trust funds referenced in
Section 2.1 by, or under the direction of, the Treasurer;
● The deposit or withdrawal of MNRI, under the explicit delegation of authority
regarding MNRI, and the investment thereof, to ONE JIB, which is
responsible for the control and management of such funds and investments;
and,
● A system of controls exercised by the Treasurer to regulate the activities of
Deputy Treasurers and Financial Management Advisors.
No person including, without limitation, ONE JIB, may engage in an investment
transaction except as provided under the terms of this IPS.
In the management of MRI of the Municipality, and any third-party trust funds
referenced in Section 2.1, the Treasurer may engage one or more agents and
service providers. ONE Investment can assist with the investment of the
Municipality’s MRI, in Legal List Securities, and with the investment of third-party
trust funds, in accordance with the terms of the applicable trust, if permitted, at the
request of the Municipality.
4.3 Ethics and Conflicts of Interest
Individuals who are responsible for the Municipality’s Short-Term Portfolio shall
comply with the Municipality’s Conflict of Interest guidelines and any relevant
professional codes of conduct (e.g. the CPA Code of Professional Conduct).
ONE JIB, in its capacity as a joint municipal service board, in addition to being a
local board of each member Municipality is subject to a Code of Conduct as required
by the Municipal Act, 2001 (the “Act”). This Code of Conduct applies to the Chair
and the other Members of ONE JIB acting in their capacity as Members of ONE JIB.
5. INVESTMENT
5.1 MRI: Short-Term Money
The Municipality’s MRI is described in this IPS as Short-Term Money. Short-Term
Money consist of money that is needed to meet the short-term financial obligations
of the Municipality coming due within 24 months from the date of receipt of such
money and are controlled and managed by the Treasurer.
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5.1.1 Short-Term Money: Investment Objectives
The investment objectives, in the order of priority, for the Municipality for Short-Term
Money are:
● Compliance with Portfolio Restrictions: The legal authority to invest funds
comes from the Act. All investments acquired shall be in conformity with
portfolio restrictions and permissions set out in O. Reg. 438/97 – Eligible
Investments and Related Financial Agreements, as amended from time to
time. The Municipality shall not invest in a security that is expressed or
payable in any currency other than Canadian dollars.
● Preservation of Principal: Investments shall be undertaken in a manner
that seeks to ensure the preservation of principal in the overall portfolio.
Investments shall be made with judgement and care, not for speculation, but
for investment, considering the probable safety of the principal invested as
well as the probable income derived. Staff shall also endeavor to mitigate
credit and interest rate risk by: pre-qualifying the financial institutions,
brokers/dealers and advisors with which the Municipality does business;
diversifying the investment portfolio; structuring the investment portfolio so
that maturing securities meet ongoing cash flow requirements; and investing
operating funds primarily in shorter-term securities or approved liquid
investment pools.
● Maintenance of Liquidity: The investment portfolio shall remain sufficiently
liquid to meet all operating requirements that may be reasonably anticipated.
All non-equity investments shall be interest bearing in nature and equity
exposure will be limited to investments in the ONE Investment Program
equity funds. The Municipalities portfolio should be well staggered, using a
ladder approach which allows investments to mature at various times and
provides the Municipality the opportunity to build up the portfolio based on
market conditions/opportunities. A portion of the portfolio may be placed in
the ONE Investment Program, which offers compliance and liquidity.
● Maximization of the Rate of Return: The Investment Portfolio shall be
designed with the goal of maximizing the rate of return through budgetary
and economic cycles, considering the investment risk constraints and
liquidity needs. Staff will explore and utilize any eligible investment vehicles
in building the Municipality’s investment portfolio. The investment portfolio
will be managed with prudent investor principles, to maximize returns within
established risk parameters. To take advantage of short-term fluctuations in
interest rates, securities may be sold prior to maturity. Investments shall be
purchased once multiple bids are received and analysed. The highest
yielding bid, which meets the Municipality’s cash flow requirements, will be
accepted. If the highest yielding bid is not selected, an explanation
describing the rationale shall be provided. Staff involved will retain written
records of each transaction, including the name of the financial institutions,
rates quoted, description of the security, investment selected, and any
special considerations that had an impact on the decision. With the goal of
maximizing the rate of return on its investments, staff may utilize eligible
investment vehicles for which there is a sole available supplier, such as the
ONE Investment Program products. In instances such as this, multiple bids
will not be solicited.
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5.1.2 Short-Term Money: Eligible Investments
Short Term Money may be invested in high quality, short-term investments that are
also Legal List Securities available from banks, dealers and other financial
institutions. Investments issued or guaranteed by approved institutions will be
permitted by this Policy, as deemed eligible by Ontario Regulation 438/97 or as
authorized by subsequent provincial regulations.
5.2 MNRI: Long-Term Money
The Municipality’s MNRI is described in Section 3.2 as Long-Term Money. In
accordance with the ONE JIB Agreement and this IPS, ONE JIB has exclusive
control and management of the Long-Term Money and the investments made
therewith.
From time to time, the Municipality may require money immediately to meet financial
obligations and may require ONE JIB to liquidate one or more investments in order
to generate money to meet those obligations. ONE JIB will select the investment(s)
to be liquidated. The timing of such liquidation will be determined by ONE JIB in
consultation with the Treasurer.
5.2.1 Long-Term Money: Investment Objectives
In setting the objectives noted below, the Municipality has taken into account the
following considerations:
• Preservation of capital;
• Adequate liquidity that takes into account the needs of financial obligations
and reasonably anticipated budgetary requirements;
• Diversification by asset class, market, sector, issuer, credit quality and term
to maturity;
• Income and capital appreciation; and,
• Macro risks, such as inflation, economic growth and interest rates.
The municipality’s investment objectives for its Long-Term Money (MNRI) can be
achieved via allocations to the Outcomes defined within the ONE JIB’s Outcome
Framework. The table below provides a summary of this framework.
Outcome
Category
Outcome Strategy Objective Risk Tolerance,
Liquidity
Investment
Horizon
Cash Cash Preservation of
Capital
Low risk; high
liquidity
< 3 years
Stable Return Stable Return Income Generation;
To generate returns
to fund recurring
needs
Moderate risk with
emphasis on
growth and stable
returns, regular
liquidity
> 5 years
(Perpetual)
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Contingency Contingency Contributions for
unexpected and
infrequent events
Higher risk;
emphasis on
longer-term capital
growth with some
liquidity
> 5 years
(Perpetual)
Asset Mgt Reserves Contributions to
generate returns to
fund asset
management
reserves
Higher risk;
emphasis on
longer-term capital
growth low liquidity
> 10 years
(Perpetual)
Target Date Target Date 3-5 yrs Preservation of
capital
Low risk; high
liquidity
3 – 5 years
Target Date 5-10
yrs
Contributions
toward capital
projects, mitigate
inflation impacts
and meet target
funding
requirements
Moderate risk,
liquid
5 – 10 years
Target Date 10+ yrs Contributions
toward capital
projects, mitigate
inflation impacts
and meet target
funding
requirements
Higher risk,
emphasis on long-
term inflation-
adjusted growth
> 10 years
Investment of long-term money is to be managed by ONE JIB, in a way that
balances the investment objectives, with a level of risk that is appropriate for the
municipality. The MNRI invested with ONE JIB will be broadly diversified to help
reduce the volatility of returns. Returns have an impact on revenues, as well as a
longer-term impact on future years’ budgets and should, at a minimum, keep pace
with inflation. To the extent possible, the Long-Term Money’s investment horizons
are aligned with the Municipality’s obligations and cash flow requirements and may
consist of liquid and non-liquid securities based on future cash flow requirements.
5.2.2 Long-Term Money: Eligible Investments
Eligible investments for Long-Term Money include any Pooled Fund or other
collective investment vehicle or institutional investment management product
sponsored or managed by ONE Investment for the Prudent Investment Program
(Prudent Investment Offering), provided always that the products and the
selection of products comply in all material respects with the IPS
Additionally, nothing in this IPS prevents Long-Term Money from being held in cash,
short term money market instruments, or overnight deposits.
5.2.3 Long-Term Money: Sinking Funds
Not applicable.
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5.2.4 Long-Term Money: Local Distribution Corporation (LDC) Securities
Not applicable.
5.2.5 Long-Term Funds: Other
Not applicable.
5.3 Third Party Trust Funds and Designated Funds
Not applicable.
5.4 Investment Management
5.4.1 Investment Management of Short-Term Money
The investment of Short-Term Funds shall be controlled and managed by the
Treasurer and his/her designate as documented in By-law #6212-19, Schedule “C”.
5.4.2 Investment Management of Long-Term Money
The investment of Long-Term Money shall be controlled and managed by ONE JIB
in accordance with this IPS.
Competent External Portfolio Managers shall be appointed by ONE JIB and they
shall enter into an agreement with ONE Investment that complies with this IPS and
Part II of the Regulation and provide compliance and performance reports. In
accordance with the applicable regulatory requirements, ONE JIB shall make any
External Portfolio Manager changes deemed in the best interest of the Municipality.
For each External Portfolio Manager, ONE Investment shall agree on a set of
operational guidelines including constraints, discretion limits, diversification and
quality standards, and performance expectations, which are documented in each
External Portfolio Manager’s guidelines.
5.5 Transition to Prudent Investor Regime
Until the Prudent Effective Date, the Municipality will continue to control and manage
its MRI, MNRI and investments in Legal List Securities. Some Legal List investments
were made with MRI and some with MNRI.
Upon and after the Prudent Effective Date, the control and management of money
and investments that are determined to be not required immediately shall be given
to ONE JIB. Nothing in this IPS requires that such investments need be liquidated or
disposed of. It is not contrary to this IPS for investments that the Municipality does
not require immediately to be held, and to continue to be held by ONE JIB, in
instruments such as term deposits, guaranteed investment certificates or principal
protected notes issued by a financial institution. They can be held to maturity and
invested upon receipt of cash proceeds.
Management of third-party trust funds and any designated funds is not directly
affected by the Prudent Effective Date.
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5.6 Investment Constraints
5.6.1 Environmental, Social and Governance (ESG) Investing
The Municipality supports ESG investing for Short-Term and Long-Term Money. The
Town believes that well-managed companies are those that demonstrate high
ethical and environmental standards and respect for their employees, human rights,
and the communities in which they do business, and that these actions contribute to
long term financial performance.
For the investment of short-term funds will be done in compliance with the
investment objectives identified in section 5.1.1. Accommodating specific ESG
considerations may not be possible due to conflicts with the investment objectives.
The Town has chosen to monitor the developments of ESG factors and will
reconsider its approach to ESG investing for the Short-Term Portfolio as and when
appropriate to do so.
For the investment of Long-Term Money, ONE JIB is required to explore how
External Portfolio Managers are implementing responsible investing principles at the
time of hiring and during periodic reviews. It may report on results periodically, if
requested.
5.6.2 Securities Lending
For the investment of Short-Term Money securities lending is permitted through
ONE Investment Program investments only.
For the investment of Long-Term Funds, the Municipality may invest in pooled
funds, and other investment funds that are managed by an External Portfolio
Manager who may engage in Securities Lending if the policies of the External
Portfolio Manager permit such an action.
5.6.3 Derivatives
Derivatives may not be used for speculative purposes. They may be used for the
investment of Long-Term Money where they are fully covered by a backing asset,
e.g., as for currency or other hedging, to change portfolio duration or in covered call
strategies.
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5.6.4 Use of Leverage
Nothing in this IPS prevents the use of leverage, provided it is prudent to do so.
Leverage is inherent in the use of certain types of investment strategies and
instruments. Where leverage is employed, ONE JIB (for MNRI) and the Treasurer
(for MRI) shall have in place monitoring procedures to manage overall exposure to
any counterparty. Leverage is not a strategy currently employed by ONE JIB but
may be considered at a later date.
5.6.5 Pooled Funds
All investment strategies may be pursued directly through holdings of corporate and
government issuers and indirectly via pooled funds and investment funds or any
combination thereof. The investment strategies may also include allocations to cash
or short-term investment vehicles.
5.6.6 Currency Hedging
The Short-Term Portfolio will not utilize currency hedging.
The Municipality’s funding requirements are in Canadian dollars. However, some
exposure to foreign currencies in the Long-Term Portfolio may be advantageous to
provide diversification and potentially enhance returns. Therefore, it shall not be a
violation of this IPS for investments in global mandates to be unhedged, in whole or
in part, where the diversification benefits embedded in the currency exposure are
considered to be beneficial or desirable by ONE JIB.
5.7 Performance Monitoring, Rebalancing and Management
5.7.1 Short-Term Money
For the investment of Short-Term Money, Municipality staff will monitor the cash flow
needs of the Municipality on a periodic basis. Should the needs on the Municipality
no longer be met by the asset mix, staff will make changes, at the discretion of the
Treasurer, taking into consideration the Short-Term Investment objectives.
5.7.2 Long-Term Money
For the investment of Long-Term Money, ONE JIB shall establish parameters for
monitoring investments and rebalancing through policy or directly within the
investment plan.
Investments are expected to achieve returns at least equal to their benchmarks
measured over a rolling five-year period. At minimum, ONE JIB shall provide
reporting described in Section 6.6 that shows the Municipality’s holdings, declares
compliance with this IPS and shows External Portfolio Manager performance.
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6. ADMINISTRATIVE POLICIES
6.1 Flow of Money and Annual Municipal Budget
6.1.1 Transfer to ONE JIB as Part of Annual Review Process
On an annual basis, as part of the Municipality’s Annual Review process, the
Municipality shall identify the amount, if any, of Long-Term Money that it holds.
Any Long-Term Money not already under the control and management of ONE
JIB shall be transferred to ONE JIB as soon as practicable.
6.1.2 Transfer to Municipality as Part of the Annual Review Process
On an annual basis, ONE JIB shall be notified by the Treasurer as to the amount, if
any, required by the Municipality from the Long-Term Money then under the control
and management of ONE JIB for the Municipality’s operational purposes. Such
amount shall be deemed to be Short-Term Money and shall be returned to the
Municipality in a lump sum or by way of periodic payments, as directed by the
Treasurer.
6.2 Flow of Money Otherwise than through the Budget Process
6.2.1 Surplus Funds
The Short-Term Funds capture revenues received by the Municipality during each
year after the approval of the Municipality’s budget for the year. Any amounts
deemed to be MNRI by the Treasurer at any such time during the year shall be
transferred to ONE JIB to be under its management and control as Long-Term
Money. Amounts so transferred will be recorded annually in the Investment Plan and
allocated by ONE JIB in accordance with the Investment Plan.
6.2.2 Contingencies
The Treasurer is authorized, to direct ONE JIB to return any amounts determined by
the Treasurer to be required to meet expenditures for unexpected contingencies not
anticipated by the Municipality’s budget in force for that year, provided however that
the aggregate of the amounts to be returned to the Municipality under this Section
6.2.2 during the year shall not exceed 25% of the Long-Term Money under the
control and management of ONE JIB as at the date that the Municipality approved
its budget for the year (the Budgeted Long-Term Money). In determining the
Budgeted Long-Term Money for purposes of calculating the 25% limit, any Long-
Term Money to be transferred to the control and management of ONE JIB in
accordance with that year’s Annual Review pursuant to Section 6.1.1 shall be
included and any amount to be returned by ONE JIB to the Municipality pursuant to
Section 6.1.2 shall be excluded.
6.3 Valuation of Investments
Investments shall be valued according to the values provided by the Custodian(s).
For the investment of Long-Term Money, values of unitized vehicles shall be valued
according to the unit values published by the Custodian. Other investments shall be
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valued at their market value when that is available from regular public trading. If a
market valuation of an investment is not available, then a fair value shall be supplied
by the External Portfolio Manager to the Custodian no less frequently than quarterly.
6.4 Voting Rights
Where External Portfolio Managers have been appointed, such External Portfolio
Managers shall assume the responsibility of exercising voting rights and will report
their voting policies to ONE JIB annually. The Municipality may access these
policies at any time.
6.5 Internal Controls
The Treasurer shall establish an annual process of review of all investments made
under this IPS. This review will provide internal control by assuring compliance with
governing legislation and with policies and procedures established by the Treasurer.
To the extent ONE JIB’s input is needed, these requirements will be communicated
in advance to ONE JIB.
6.6 Custodians
All investments and assets of the investment portfolios shall be held by a Custodian
and any of the Custodian's sub-custodians or nominees. For Long-Term Money, the
Custodian shall be acceptable to ONE Investment.
For Short-Term Funds the following is a list of financial institutions authorized to
provide investment services to the Municipality. This list will be maintained and
updated as the business environment changes:
● TD Canada Trust
● CIBC Wood Gundy
● BMO Nesbitt Burns Inc.
● RBC Dominion Securities Inc.
● Raymond James Ltd.
● Canaccord Genuity
● ONE Investment
6.7 Reporting
6.7.1 Short-Term Money
For the investment of Short-Term Funds, the Treasurer shall provide an annual
investment report to Council. The Investment report shall contain:
● A statement about the performance of the investments during the period
covered by the report;
● A statement by the Treasurer as to whether or not, in their opinion, all
investments are consistent with the investments policies and goals of the
Municipality;
● Listing of all investments by maturity date;
● Percentage of total portfolio that each type of investment represents; and
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● Such other information that Council may request, or that the Treasurer may
consider pertinent.
6.7.2 Long-Term Money
The Regulation provides that ONE JIB shall submit an investment report to Council
in respect of the investment of Long-Term Money at least annually. This report shall
include the following.
● Investment performance during the period covered by the report;
● Asset mix of the total portfolio;
● A listing of individual investments held at the fund level at the end of the
reporting period showing, where appropriate book value, market value,
realized/unrealized gains/losses and actual income received;
● A list of all transactions including the security name, trade date, and the
purchase and/or sale price;
● A statement by the Treasurer as to whether all investments were made in
accordance with the IPS and as to whether all investments were made in
accordance with the Investment Plan; and
● Any other pertinent information in the opinion of the Treasurer.
All securities invested on behalf of the Municipality by ONE JIB or with the
assistance of ONE Investment shall be held for safekeeping in the name of the
Municipality by a Custodian.
7. APPROVAL, SUBSEQUENT MODIFICATIONS AND EFFECTIVE DATE
7.1 Revocation / Amendment of Previous Investment Policy
This policy replaces any existing investment policy of the Municipality, in its entirety,
and all previous investment policies are revoked and repealed.
7.2 Modifications to the IPS
At least annually Council shall review the IPS and update it, if required. In the
course of reviewing the IPS, Council may request comments from the Treasurer with
respect to the investment of Short-Term Money and from ONE JIB with respect to
the investment of Long-Term Money.
Following the Council’s review of the IPS, ONE JIB shall review the Investment Plan
and update it, if required.
At a minimum, the annual review will consider:
● the adequacy of funding for capital works;
● the Municipality’s ability to reduce other spending;
● flexibility of the timeframe to payout; and
● sensitivity to loss.
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7.3 Effective Date
This IPS is adopted by Council of the Municipality effective DATE TBD. The
Treasurer is directed to sign a copy of this IPS to evidence approval and to deliver a
copy of this IPS to ONE JIB.
Signed by:
Treasurer
Date
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Appendix I: ONE JIB Agreement
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Appendix II: ONE External Portfolio Manager Mandates
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Schedule A
Third Party Trust Funds and Designated Funds
Third Party Trust Funds
1. None
Designated Funds
2. None
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. OPS24 -0 14
Subject: Town Park Accessible Playground Update and Funding Increase
Prepared by: Matthew Volpintesta, Manager of Parks & Fleet
Department: Operational Services
Date: June 4, 2024
Recommendation
1. That Report No. OPS24-014 be received; and
2. That the total budget authority for Project No. AM0356 – Playground Replacement
(Fully Accessible) – Town Park be increased to $532,000 representing an increase of
$132,000 to be funded from the Parks AM Reserve be approved; and
3. That the total budget authority for Project No. AM0357 – Splash Pad Surface Upgrade
– Town Park be increased to $90,700 representing an increase of $15,700 to be
funded from the Parks AM Reserve be approved.
Executive Summary
Approved as part of the Town of Aurora’s 2024 Capital Plan and as recommended in the
Parks and Recreation Master Plan (PRMP), staff have finalized the design of the
accessible playground at Town Park and are preparing to award the tender for
manufacturing and delivery. Through public engagement activities collected online and
in person, some key considerations were identified. The final design incorporates
feedback received which would best enhance the playground space and incorporate
accessibility needs of child users and caregivers alike.
The 2024 Capital Budget Authority includes $400,000 for the replacement of the
playground and $75,000 to repair and enhance the accompanying splashpad.
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June 4, 2024 2 of 7 Report No. OPS24-014
Feedback on accessibility components, concepts and considerations were
collected through online and in-person engagement activities and incorporated
into the final design.
Staff are requesting an additional $147,700 in capital budget authority to
incorporate the necessary enhancements and include design considerations
brought forward to complete the project.
The Town has applied to Ontario’s “Inclusive Community Grant Program” seeking
$60,000 in funding, to lessen the financial impact of the additional design
considerations.
Background
The 2024 Capital Budget Authority includes $400,000 for the replacement of the
playground and $75,000 to repair and enhance the accompanying splashpad.
Identified in the 2024 Capital Budget, as part of recommendations from Town’s PRMP,
improvements to the playground and splashpad at Town Park are slated to be
completed later this year. The goal of this improvement project is to create a new and
fully accessible playground space, with features that provide opportunities for both
junior and senior children aged eighteen months to twelve years of age to play within an
intentionally designed space that incorporates both users and caregivers’ accessibility
needs. Guided by the PRMP, this upgraded playground will serve as one of four
accessible playgrounds, as recommended in each quadrant of the Town.
With the approval of the 2024 Capital Budget Authority, staff have worked to incorporate
industry best practices in the design of an accessible and more inclusive playground at
Town Park. The Capital budget includes $400,000 for the replacement of the playground
and $75,000 to repair and enhance the accompanying splashpad.
Feedback on accessibility components, concepts and considerations were collected
through online and in-person engagement activities and incorporated into the final
design.
To avoid making any assumptions and ensuring all design components were
considered, the Town conducted in-person engagement opportunities by hosting a
Public Information Session, and circulated an online questionnaire through Engage
Aurora, including a static display at the Stronach Aurora Recreation Centre (SARC).
Through this engagement process, staff also held in-person discussions with
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June 4, 2024 3 of 7 Report No. OPS24-014
passionate community members, some of whom spoke firsthand about personal
accessibility challenges. Staff also consulted several industry leading resources which
provided impactful feedback in considering the final project design. After collecting
feedback from the engagement opportunities described above, the following features
are planned to be included in the final design provided additional budget is approved by
Council.
Key components:
A junior and senior child combination play structure with included accessible
ramps for users and child supervisors.
A full swing set including junior and senior child options with accessible swing
seat.
Two double side-by-side slides for junior and senior children accompanied by a
child supervisor.
Interactive play board feature (touch and turn features).
Two spinning wheel features, one flush grade for wheelchairs and another with
accessible components.
Accessible roller slider.
Barrier free flush rubber surfacing with direct connection from asphalt pathway
to junior and senior combination play structure.
Analysis
Staff are requesting an additional $147,700 in capital budget authority to incorporate the
necessary enhancements and include design considerations brought forward to complete
the project.
The expected total cost for the playground replacement and associated enhancements
to the splash pad are expected to be $651,000, which includes a 10 per cent
contingency amount. The expected total cost for the playground replacement and
associated enhancements to the splash pad are expected to be $622,700, which
includes a 10 per cent contingency amount.
Based on valuable feedback received, in consult with industry standard design
guidelines, staff agreed that a more extensive ramping system should be incorporated
on at least one of the two structures being erected. This additional ramping allows for
wheelchair users or users with other mobility devices, including caregivers, to traverse
the entire span of the play structure, and ranges in recommended use of children
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June 4, 2024 4 of 7 Report No. OPS24-014
between eighteen months of age to twelve years of age. To seamlessly incorporate the
ramping system, it was essential to configure the park pathway connection in a manner
that removed any grade barriers. As such a raised cost was realized to configure the
ramping and ensure barrier free connectivity, as well as added design and
manufacturing costs.
Specific to the splashpad surface repair, during preliminary investigation of the existing
splashpad, staff noted that some of the ground sprayer features needed repair, along
with the main bucket feature. To address these issues, including upgrading and
replacing dated equipment, further surface work would be necessary and as such, it
was deemed appropriate to complete the replacements. These underground
infrastructure upgrade costs have been incorporated into the expected budget.
The Town has applied to Ontario’s “Inclusive Community Grant Program” seeking $60,000
in funding, to lessen the financial impact of the additional design considerations.
In an effort to offset the requested additional budget requirement, staff have applied for
a funding grant in support of this project’s accessible design work with the support of
Finance. The “Inclusive Community Grant Program” is offered by the Province of
Ontario, and if successful, may award up to $60,000 in additional funding which would
allow the Town to recoup a portion of the additional funding required for this project
completion. The province will notify successful grant applicants by end of June.
Advisory Committee Review
Accessibility Advisory Committee – May 8, 2024
The playground design update was well received by the committee who collectively
were pleased to see the additions of ramping, and double wide sliding. Additional
considerations were discussed and deliberated, including signage which offers
explanation of accessibility components.
Parks and Recreation Advisory Committee – May 16, 2024
The playground design update was well received, with questions around the surface
permeability, lighting, and general playground footprint. The group was satisfied with
the responses from staff and supportive of the project design.
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June 4, 2024 5 of 7 Report No. OPS24-014
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 is insufficient funds available.
Financial Implications
Total budget authority of $400,000 and $75,000 was approved as part of the 2024
capital budget for Project No. AM0356 – Playground Replacement (Fully Accessible) –
Town Park and Project No. AM0357 – Splash Pad Surface Upgrade – Town Park,
respectively. Upon completion of consultation and design, this project’s total estimated
cost for the upgraded playground equipment replacement is estimated to be $532,000
and $90,700 for the splash surface replacement and enhancement, respectively
including a 10 per cent contingency amount as outlined under Table 1.
Table 1
Total Estimated Cost
Item Estimated Cost
Previous Current Change
Playground Replacement 400,000 532,000 132,000
Splashpad Enhancements 75,000 90,700 15,700
Total 475,000 622,700 147,700
Staff recommend that the total budget authority for Project No. AM056 and No. AM057
be increased to $532,000 and $90,700, representing increases of $132,000 and $15,700,
respectively. Further, it is recommended that both these project’s capital budget
authority increases be funded from the Parks Asset Management reserve.
Should the Town be successful in its grant application, any acquired grant funds will
replace an equivalent value of the proposed Park Asset Management reserve funding.
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June 4, 2024 6 of 7 Report No. OPS24-014
Communications Considerations
Communications assisted with engaging members of the public during the public
consultation period via the Engage Aurora platform. Communications will continue to
inform members of the public regarding the final park details and as construction
progresses via the Engage Aurora site and owned communication channels.
Climate Change Considerations
As climate change continues to impact the daily lives of Aurorans, whether you work,
live, or play in our Town, outdoor recreation opportunities play a key role. As the Town
continues to invest in resilient solutions to address climate change, outdoor amenities,
parks, and playgrounds serve as space to enjoy nature in a manner that promotes eco-
conscious design and use.
Link to Strategic Plan
Town Park Accessible playground supports the Strategic Plan Goal of Supporting an
Exceptional Quality of Life for All, by encouraging an active and healthy lifestyle.
Develop a long-term needs assessment for recreation programs, services, and
operations to match the evolving needs of the growing and changing population.
Alternative(s) to the Recommendation
1. Enter alternative option.
2. Enter further alternative options as required.
Conclusions
If approved, staff will proceed with the project as described and execute the tender with
work to begin in fall 2024. It is the opinion of staff that the proposed improvements and
recommended upgrades are essential to creating and improving accessibility and
barrier free access to play spaces and parks in the Town of Aurora.
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June 4, 2024 7 of 7 Report No. OPS24-014
Attachments
Attachment 1 – 2024 Town Park Renovation-L4 Concept Illustration-Overhead
Attachment 2 – 2024 Town Park Renovation-L5 Concept Illustration-Sketch Elevation
Previous Reports
PR13-037, Queen’s Jubilee Park Accessible Playground Design, August 13, 2013
Pre-submission Review
Agenda Management Team review on May 16, 2024.
Approvals
Approved by Sara Tienkamp, Director, Operational Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 135 of 301
Attachment 1Page 136 of 301
Attachment 2Page 137 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 4 -0 64
Subject: 2024 Energy Conservation and Demand Management Plan (ECDMP)
Prepared by: Natalie Kehle, Energy and Climate Change Analyst
Department: Planning and Development Services
Date: June 4, 2024
Recommendation
1. That Report No. PDS24-064 be received; and
2. That Council endorse the 2024 Energy Conservation and Demand Management Plan
(ECDMP) and the recommendations contained in the 2024 ECDMP.
Executive Summary
The 2024 Energy Conservation and Demand Management Plan (ECDMP) strengthens
the Town of Aurora’s climate action commitment and positions the Town as a
community leader in addressing climate change.
This report presents the final draft of the 2024 ECDMP which is a five-year corporate
energy and greenhouse gas (GHG) emission plan for Town operations, required under
Ontario Regulation 23/25: Broader Public Sector: Energy Reporting and Conservation
and Demand Management Plans.
The 2024 ECDMP sets ambitious GHG reduction targets from Town operations
for the short, medium and long term; initiating a vision of net-zero by 2050
The updated plan takes a complete approach to corporate carbon management
by reporting on all major sources of GHG emissions
Town GHG emission reductions surpassed previous ECDMP goals, through the
successful implementation of measures and operational changes
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June 4, 2024 2 of 11 Report No. PDS24-064
The plan takes a strategic 25-year horizon planning approach with actions
designed to ensure it is implemented in a way that is impactful, cost effective,
and meets the needs of the Town
A high-level cost estimation to implement the plan was developed to help inform
future capital budget planning and decision-making processes
The draft 2024 ECDMP is provided in Attachment 1.
Background
In October 2019, Town Council joined more than 500 Canadian municipalities and
declared a Climate Emergency, solidifying commitments to addressing climate change.
Most of those municipalities have since reestablished a goal of reducing GHG
emissions to net-zero by 2050, aligned with the updated Paris Agreement.
The Town joined the Blue Dot movement in 2016. The Blue Dot movement is a
campaign based on the idea that everyone in Canada deserves the right to a healthy
environment, including clean air and water, and a voice in decisions that affect
individual health.
The Town joined the Partners for Climate Protection (PCP) program in 2018.
The program is a national network of over 400 municipalities with the shared goal
of taking action against climate change and reducing local GHG emissions. The
program supports municipalities in their climate actions by following a five-step
milestone process. The PCP milestones include:
1) Completing a GHG emission inventory
2) Setting a reduction target
3) Developing a local action plan
4) Implementing the plan
5) Monitoring progress and reporting results
The milestone process has two streams: Corporate-level (climate action for municipal
operations) and the Community-level (climate action for the community as a whole).
The current PCP Milestone status for the Town is:
Community-level: Milestone 1-3 completed, Milestone 4-5 are in-progress.
Corporate-level: Milestone 1-3 complete through the 2024 ECDMP.
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June 4, 2024 3 of 11 Report No. PDS24-064
Analysis
The 2024 ECDMP sets ambitious GHG reduction targets from Town operations for the
short, medium and long term; initiating a vision of net-zero by 2050
The original target outlined in the 2019 ECDMP aimed to reduce GHG emissions by 16
per cent by 2023, with no medium or long-term objectives.
The following targets are proposed compared to a 2018 baseline:
Short term target: 20 per cent GHG emissions reduction by 2030
Medium term target: 50 per cent GHG emissions reduction by 2035
Long term target: net-zero GHG emissions by 2050
The 2024 ECDMP takes a complete approach to corporate carbon management by
reporting on all major sources of GHG emissions
The ECDMP further advances the Town’s GHG emission inventory, following carbon
management best practices that follow gold standard protocols like the PCP protocol.
The 2024 ECDMP includes energy use and GHG emissions from the following sources:
Buildings (offices, recreation centres, library, etc.)
Fleet (vehicles and equipment)
Water and wastewater facilities (pumping stations)
New in 2024: Solid waste (from all Town-owned waste receptacles)
New in 2024: Public lighting (streetlight, parks, trails, Town-owned parking lots)
Town GHG emission reductions surpassed the previous ECDMP goals, through the
successful implementation of measures and operational changes
The overall goal in the 2019 ECDMP was to reduce electricity consumption by 10.5 per
cent, natural gas consumption by 9.7 per cent, and GHG emissions by 15.9 percent
from the 2018 baseline by the end of 2023. In that timeframe, the Town decreased
electricity consumption by 2 per cent and natural gas consumption by 27 per cent. This
resulted in an overall reduction in GHG emissions of 20 per cent, surpassing the goal of
16 percent.
Several factors impacted energy consumption during this time: COVID-19 facility
closures and re-opening, weather impacting heating and cooling demand, acquisition of
new Town facilities (Yonge Street properties and Sports Dome), major construction at
Page 140 of 301
June 4, 2024 4 of 11 Report No. PDS24-064
Town facilities (Aurora Cultural Centre and the Library) and impacts from energy
conservation measures.
A list of projects and initiatives that were completed is found in Attachment 2 - List of
completed projects (2019-2023).
The plan takes a strategic 25-year horizon planning approach with actions designed to
ensure it is implemented in a way that is impactful, cost effective, and meets the needs of
the Town
Working towards net-zero by 2050, the plan outlines a three staged approach, reflected
in the short, medium and long term planning outlook.
Short-term (2025-2030): The following list of energy conservation measures are
recommended in the short term, which focus on any remaining energy efficiency
projects and continuing fleet decarbonization, details found in the report:
Retrofit any remaining lights to LED
Retrofit any remaining water fixtures to low-flow
Optimize building controls once Building Automation Systems (BAS) upgrades
are completed (planned in 2024)
Investigate and install pool covers at recreation facilities
Replace boiler at the Library with a high efficiency alternative
Implement optimum HVAC scheduling at Senior Centre
Decarbonize light-duty By-Law vehicles
Continue to decarbonize the ice resurface vehicles at recreational facilities
Decarbonize Parks equipment (such as lawn mowers and tractors)
Investigate opportunities to convert sports field lighting fixtures to LED
Also, the following strategic measures are recommended:
Continue with the implementation of the Green Fleet Action Plan
Support employee training
Continue with building performance monitoring and extend to other areas
Investigate and develop a sustainable building standard
Investigate and develop a Carbon Offset Strategy and Policy
Perform feasibility studies on low-carbon building systems (such as heat pumps,
low-e ceilings, increasing roof insulation, etc.) and inform capital budget planning
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June 4, 2024 5 of 11 Report No. PDS24-064
Perform feasibility studies on low-carbon fleet technologies and assessing
infrastructure needs and upgrades
Initiate implementation of projects identified from the feasibility studies
Develop a waste audit and reduction plan for Town facilities and public areas
Perform regular ASHRAE Level 3 energy audits at Town facilities
Through the short-term implementation, the following impacts are estimated by 2029:
Electricity consumption reduced by 8 per cent
Natural gas consumption reduced by 11 per cent
Propane consumption reduced by 100 per cent
Ethanol 10 consumption reduced by 10 per cent
Biodiesel 5 consumption reduced by 8 per cent
Annual utility costs reduced by 8 per cent
Energy consumption is trending down under this plan, however, overall GHG emissions
are going to remain stagnant from 2022 to 2029 due to the projected increase in grid
carbon intensity in Ontario. This value, which is the amount of carbon emissions per
unit of electricity generated in Ontario, is expected to go up due to the increased use of
natural gas power plants needed in this time while nuclear power plants are going
offline for refurbishment. It is anticipated that a GHG reduction of 20 per cent from
2018 by 2029 can be achieved.
Medium-term (2030-2035) and long-term (2035-2050): the focus of the medium and
long-term plan is based on the outcomes of the feasibility studies during the 2025-2030
period. During the 2030-2050 timeframe, the following measures are anticipated:
Fuel switching equipment to low-carbon fuel or renewable energy systems
Electrification of remaining equipment and building systems
Expansion of on-site renewable energy systems to offset energy use
Consider purchasing carbon offsets to meet emissions targets
Performing regular energy and waste audits to inform capital planning
Through the implementation of the short, medium and long term measures, GHG
emissions are expected to decrease by 42 per cent compared to the 2018 baseline by
2035, and 62 per cent reduction by 2050. While the measures are significant, they do
not reach the net-zero emission reduction target by 2050 under this ECDMP iteration.
Remaining emission sources by 2050 come from heavy-duty fleet fuel, due to lack of
feasible low-carbon technologies, and from electricity use, due to the emissions found
in the grid.
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June 4, 2024 6 of 11 Report No. PDS24-064
Future changes in federal and provincial policies, electrical grid decarbonization and
technological advances could assist in closing the gap to meeting long-term targets.
A high-level cost estimation to implement the plan was developed to help inform future
capital budget planning and decision-making processes
The cost to implement the 2024 ECDMP is $3.96 million (Table 2) over the next five-
year period. Though a cost estimation for the medium and long-term horizon (2030-
2050) was performed under the 2024 ECDMP, the plan does not seek funding for
projects or initiatives beyond the five-year period. The outcomes of the feasibility
studies in the short-term will inform future budget planning for 2030 and beyond.
Table 2: Cost Summary for the 2024 ECDMP for the Short Term (2025-2030)
Measure
Description Short-Term
(0 to 5 years)
Grant
Funding
Opportunity
Studies
Net-Zero Pathway
Feasibility Study -
Facilities
Perform a low-carbon systems feasibility
study for Town facilities, such as low-e
ceiling, heat pump technology, renewable
energy systems etc.
$250,000 FCM: GHG
reduction
pathway
Fleet Electrification
Feasibility Study
Investigate the feasibility of fleet
electrification by assessing the needs of
Operations and the capacity of the building
infrastructure. Upgrade electrical service as
needed to install additional EV charging
stations and vehicle replacement costs.
$250,000
FCM:
Municipal
Fleet
Electrification
Waste audit and
waste reduction plan
Perform regular waste audits to identify
sources of waste and develop a Waste
Reduction Plan
$50,000 FCM: Waste
reduction and
diversion
Energy audits
Perform energy audits for Town facilities on
a regular cycle to inform capital planning
process (every 5 years). The last energy
audit was performed in 2018 and will be
updated through this study.
$254,500
FCM: GHG
reduction
pathway
TOTAL ECDMP
(studies)
$ 804,500
Capital Projects
Facilities - retrofits Measures include: lighting and climate
controls measures, pool covers, and boiler
replacement.
$289,019
Fleet
decarbonization
Replace remaining ice resurfacers with
electric options, electrification of light duty
vehicles and equipment.
$2,850,000 FCM:
Municipal
Fleet
Electrification
TOTAL ECDMP
(Capital projects)
$ 3,139,019
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June 4, 2024 7 of 11 Report No. PDS24-064
Measure
Description Short-Term
(0 to 5 years)
Grant
Funding
Opportunity
Total ECDMP
Recommendations
(Studies and Capital)
$ 3,943,519
Operating Budget
(annual)
Employee training
and capacity
building
To support staff training on new
technologies, operational measures and
other capacity building needs.
$15,000
Energy performance
monitoring
Monitor each asset’s energy consumption
to verify that assets are meeting the targets
from implementing ECMs.
$7,000
TOTAL ECDMP
(Operating Budget)
$22,000
Advisory Committee Review
A memorandum (Report No. PDS24-049) and Consultant presentation of the draft 2024
ECDMP was brought forth at the Environmental Advisory Committee (EAC) meeting on
April 15, 2024. The EAC is in support of the proposed plan and the recommended
phasing strategy. A memorandum (Report No. PDS24-052) and full draft 2024 ECDMP
was brought to the EAC on May 13, 2024 for any further comment and feedback.
Table 3 lists the EAC comments and considerations into the 2024 ECDMP.
Table 3: EAC Comment Summary
Comments Responses
Clarifications on the implementation of the Dog
Waste Diversion project at Town parks, including
volume of waste being collected, as well as the
need for public education on impacts of pet waste
bag littering.
The comment was passed to Operations for
consideration.
Grid electricity security concerns with the
electrification process.
The plan includes other on-site renewable sources
to reduce grid dependency.
The Town should assess other alternative energy
sources, such as waste-heat recovery.
The plan was revised to include other renewable
energy sources.
The need for a Town employee shift in habits to
conserve energy.
The plan includes staff training and the
development of a steering committee.
Staff to investigate occupancy comfort and
lighting control at the Town Hall, as well as
temperature levels in the Atrium area.
The Town Hall LED lighting retrofit is completed
on the first and second floors, including lighting
controls. They are set on an optimized occupancy
schedule. The third floor lighting retrofits are part
of the Town Hall refresh. Funding is available
under the approved 2024 Budget for the retrofit
but has been put on hold until the
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June 4, 2024 8 of 11 Report No. PDS24-064
Comments Responses
Accommodation Study is complete. The Building
Automation System is set on an optimized
schedule. Temperature zoning for each office
space is not feasible based on the building’s
current design. Town staff have investigated
solutions to minimize the heat transfer from the
Atrium windows, and no feasible solutions has
been found that maintains the integrity of the
infrastructure. The last energy audit was
performed in 2018 and implementation of the
recommendations is nearing completion. Under
the 2024 ECDMP, updated energy audits are
recommended which will identify any remaining
opportunities for energy conservation.
Existing Town targets are not aggressive enough,
and do not align with best practices of net-zero
emissions by 2050.
The plan was revised to set net-zero carbon
emissions by 2050.
Clarification on how newly acquired Town assets
(or major construction) impact the Town’s GHG
emissions. Consideration for a new building
standard such as Passive House, Net-Zero
Buildings, etc.
The plan was revised to include the feedback.
Impacts of new assets on the Town’s GHG
emissions was added to the plan. A
recommendation for a new Town building design
standard is included.
Town should access grants for project
implementation (such as FCM). The plan includes grant opportunities.
The Committee agreed and emphasized the
importance that purchasing carbon offsets should
be a last resort measure to reach carbon
reduction targets.
Added recommendation to develop a town carbon
offset purchasing policy to address and/or
minimize risks with the reliance on and/or
purchasing offset.
The percent GHG increases since 2018 seems
high for lighting and water/wastewater.
It was explained that the increase in use has to do
with expected population growth but that overall,
the increase in GHG emissions is actually very
small.
The plan should include benchmarking against
other jurisdictions.
The annual energy data submission under the O.
Reg. 23/25 includes benchmarking of facility
performance with all Ontario municipalities.
Measure and verification of retrofits is important. Measurement and verification will be included in
the scope of work for retrofit projects.
Support was provided for the short, medium and
long term targets as a tool to support the plan
implementation.
n/a
Concerns regarding the risk of climate action not
getting approval through the Town’s budget
approval process.
Climate action for the short term will be funded
through the Town’s budget approval process, with
the possibility of financial support from external
funding.
Transparency being important for tracking
progress in the implementing, especially to the
public.
The plan fulfills the requirements for the PCP
Milestone 1-3, and as part of the PCP
commitment, an annual progress report on the
status of the plan is required. Any progress
reports will be shared to Council and the public.
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June 4, 2024 9 of 11 Report No. PDS24-064
Legal Considerations
The 2024 ECDMP was prepared in compliance with Ontario Regulation 23/25: Broader
Public Sector Energy Reporting and Conservation Demand Management Plans (O.Reg.
25/23). O. Reg. 25/23 requires municipalities to report on municipality-owned buildings
energy consumption annually, to develop and implement a conservation demand
management plan, and to update their plans every five years. The Town completed its
first ECDMP in 2014 and updated it in 2019.
Financial Implications
If the proposed 2024 Energy Conservation and Demand Management Plan is endorsed
by Council, the proposed total of $3,943,519 in capital and $22,000 in operating costs
will be considered as part of the development of the 2025 budget. Of note, the Town’s
current 2024 10-year capital plan does already include a portion of these proposed
initiatives.
Funding sources for these proposed initiatives will be finalized as part of the budget
process and will likely result in being funded from tax levy or tax funded reserves. Staff
will strive to minimize the financial impact of this action plan by pursuing grant revenue
opportunities.
Communications Considerations
In accordance with the O. Reg 23/25, the 2024 ECDMP, once endorsed, will be available
for the public to view online on the Town’s Website and a physical copy will be made
available at the Town Hall. The Town will promote the new plan through its social media
platforms and a media release. An annual progress report of the ECDMP will be
provided to Council in a staff report and shared on the Town’s website for the public to
view.
Climate Change Considerations
The 2024 ECDMP creates a roadmap to achieving the Town’s corporate greenhouse
gas emission targets of net-zero emissions by 2050. Outcomes from the plan support
divisional efforts to reducing GHG emissions by providing municipal best practices,
energy conservation measures for each division, and support budget cycle activities for
the next five-years while informing the 10-year budget and beyond.
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June 4, 2024 10 of 11 Report No. PDS24-064
The 2024 ECDMP fulfills the Council commitments to the Partner for Climate Protection
(PCP) for its corporate emissions, as well as its requirements under the O. Reg. 23/25.
In the short-term, the 2024 ECDMP increases the Town’s climate resiliency, by reducing
energy demand from the electrical grid through reduced energy demand. The plan
increases dependency on electricity in the medium-term which could make the Town
more vulnerable to negative impacts of climate change (such as blackouts), but risks
are offset through the increased use of renewable energy systems, such as waste-
recovery heat systems, solar thermal systems or geothermal heating.
Link to Strategic Plan
This plan supports the Strategic Plan goal of supporting environmental stewardship and
sustainability through the promotion and advancement green initiatives and the
encouragement of stewardship of Aurora’s natural resources.
Alternative(s) to the Recommendation
None.
Conclusions
The 2024 ECDMP initiates a vision towards net-zero GHG emissions by 2050 for Town
corporate emissions. The plan reviews past success, best practices, updates the GHG
emission inventory, sets reduction targets and outlines a GHG reduction plan to 2050.
Achieving net-zero emission by 2050 requires concerted eff orts in change
management, ensuring seamless transitions towards greener practices. Deep
engagement of stakeholders, including working groups with regular touchpoints, will be
instrumental in fostering ownership and support.
Attachments
Attachment 1 – Draft 2024 Energy Conservation and Demand Management Plan
(ECDMP)
Attachment 2 - List of completed projects (2019-2023)
Attachment 3 – Presentation of the 2024 Energy Conservation and Demand
Management Plan (ECDMP)
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June 4, 2024 11 of 11 Report No. PDS24-064
Previous Reports
PDS23-115, Memorandum Energy Conservation and Demand Management Plan
Renewal, September 18, 2023; and,
PDS23-146, Memorandum Energy Conservation and Demand Management Plan
(ECDMP) Project Update, December 11, 2023.
PDS24-049, Memorandum 2024 Energy Conservation and Demand Management Plan
Draft Report Presentation, April 15, 2024.
PDS24-052, Memorandum 2024 Energy Conservation and Demand Management Plan
draft report, May 13, 2024.
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 148 of 301
ENERGY CONSERVATION AND DEMAND
MANAGEMENT PLAN
2024-2029 UPDATE
TOWN OF AURORA
May 1, 2024
Attachment 1
Page 149 of 301
Town of Aurora
Energy Conservation and Demand Management Plan
Table of Contents
Page
Land Acknowledgement 1
Executive Summary 2
1 Background 7
1.1 Climate Change Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
1.1.1 Climate Emergency ..................................7
1.1.2 Blue Dot .......................................7
1.2 Ontario Legislation: O.Reg. 25/23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
1.3 FCM’s Partners for Climate Protection Milestone Framework . . . . . . . . . . . . . . . . . . . . . .8
1.4 Town of Aurora’s Strategic Planning Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
2 Targets 11
3 Overall Corporate Emissions Analysis 12
3.1 GHG Emissions Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
3.1.1 GHG Emissions Breakdown ..............................12
3.1.2 GHG Emissions Discussion ..............................13
3.2 2019-2023 Performance Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
3.2.1 Historical Utility Use Discussion ............................14
4 Buildings 16
4.1 Asset Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
4.2 Historical Utility Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
4.3 Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
4.4 Energy Conservation Measures (ECMs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
4.4.1 Previous ECMs ....................................20
4.4.2 Recommended ECMs .................................22
4.4.3 Measure Descriptions .................................25
4.4.4 Additional Recommendations .............................26
4.5 Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
5 Fleet 28
5.1 Asset Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
5.2 Historical Utility Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
5.3 Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
5.4 Energy Conservation Measures (ECMs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
5.4.1 Previous ECMs ....................................31
5.4.2 Recommended ECMs .................................32
5.4.3 Measure Descriptions .................................33
5.4.4 Additional Recommendations .............................33
5.5 Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
6 Solid Waste Sector 35
6.1 Asset Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
6.2 Waste Generation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
6.3 Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
6.4 Energy Conservation Measures (ECMs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
6.4.1 Recommended ECMs .................................36
6.5 Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Page 150 of 301
Town of Aurora
Energy Conservation and Demand Management Plan
7 Water and Wastewater 37
7.1 Asset Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
7.2 Historical Utility Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
7.3 Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
7.4 Energy Conservation Measures (ECMs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
7.4.1 Previous ECMs ....................................37
7.4.2 Recommended ECMs .................................37
7.5 Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
8 Lighting 39
8.1 Asset Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
8.2 Historical Utility Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
8.3 Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
8.4 Energy Conservation Measures (ECMs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
8.4.1 Recommended ECMs .................................39
8.5 Targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
9 Summary of Recommendations and Implementation Plan 40
9.1 Project plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
9.1.1 Short Term Plan (2025-2030).............................40
9.1.2 Short Term Implementation Plan ............................42
9.1.3 Medium Term (2030-2035) and Long Term (2035-2050) Plans .............44
9.1.4 Communications Strategy ...............................46
10 Plan Results 49
10.1 Scenario Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
10.2 Plan Results Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
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Land Acknowledgement
The Town of Aurora acknowledges that the Anishinaabe lands on which we live and work are the traditional
and treaty territory of the Chippewas of Georgina Island, as well as many other Nations whose presence here
continues to this day. As the closest First Nation community to Aurora, we recognize the special relationship the
Chippewas have with the lands and waters of this territory. They are the water protectors and environmental
stewards of these lands, and as a municipality we join them in these responsibilities.
We further acknowledge that Aurora is part of the treaty lands of the Mississaugas and Chippewas, recognized
through Treaty #13 as well as the Williams Treaties of 1923. A shared understanding of the rich cultural heritage
that has existed for centuries, and how our collective past brought us to where we are today, will help us walk
together into a better future.
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Executive Summary
As greenhouse gas (GHG) emissions continue to rise and contribute to global warming, there has been a grow-
ing recognition of the urgent need to mitigate climate change and minimize its adverse impacts. In response
to this pressing challenge, various entities, including the Town of Aurora, have taken proactive steps to reduce
GHG emissions and mitigate the effects of global warming. In 2019, the Town declared a climate emergency,
demonstrating its commitment to addressing climate change.
The 2024 Energy Conservation and Demand Management Plan (ECDMP) update embodies the Town’s vision for
a sustainable future. It sets ambitious GHG reduction targets for Town operations beyond the five-year cycle,
initiating a vision of net-zero emissions by 2050. This plan provides considerations for short, medium, and long
term planning initiatives to achieve this goal. For the Town to achieve net-zero emissions, its GHG emissions
should be reduced as much as possible, and carbon offsets should be purchased to offset any remaining GHG
emissions. To continue the progress towards net-zero emissions by 2050, a medium term target is set under
this plan at 50% emission reductions from 2018 by 2035. The energy and GHG emissions plan is centred on
Town-owned assets, including emissions from buildings, fleet, corporate solid waste, public lighting and water/
wastewater facilities. The energy and emissions plan for the community is assessed under a separate plan, the
Town’s Community Energy Plan (CEP), which includes an emissions inventory and reduction plan for community
buildings, transportation and community waste.
The Town joined the Partners for Climate Protection (PCP) program in 2018, which consists of a five-step Mile-
stone Framework that guides action against climate change. The 2024 ECDMP fulfills the first three PCP Mile-
stonesforthefirsttimebyexpandingemissionsourcesbeingreportedontoincludelightingandwaste,inaddition
to buildings, fleet, and water/wastewater stations. Milestones 1 to 3 include Creating a Baseline Emissions In-
ventory and Forecast, Setting Emissions Reduction Targets, and Developing a Local Action Plan. The remaining
Milestones are Implementing the Action Plan and Progress Monitoring and Reporting, which will be fulfilled going
forward. By following this framework, municipalities can make informed decisions, engage the community, and
contribute significantly to national climate change mitigation efforts. The Town fulfilled PCP Milestones 1 to 3
for its Community emissions in 2022 with the completion of the CEP.
The ECDMP also meets the requirements under the Ontario Regulation 25/23, Broader Public Sector: Energy
Reporting and Conservation and Demand Management Plans (O. Reg. 25/23), requiring public agencies such as
municipalities to report their buildings’ energy consumption and GHG emissions annually. O. Reg. 25/23 also
requires these public agencies to develop ECDMPs and update them every five years.
Over the past five years, the Town has made remarkable progress in addressing climate change, driven by a
collective determination and innovation. From the Town’s previous 2019 ECDMP, which included the planning
window from 2019-2023, the Town decreased electricity consumption by 2% and natural gas consumption by
30%. This resulted in an overall reduction in GHG emissions of 20%, surpassing the goal of 16%. Since 2018, the
Town acquired new properties (Sports Dome and the Yonge Street properties) which have increased the Town’s
GHG emissions by 7%, and GHG emissions increased by another 1% from the opening of The Armoury. Any new
acquisitions or the construction of new assets increase GHG emissions and erode any Town efforts outlined in
this plan. The completed and in-progress projects from the 2019 ECDMP are listed in Table 1.
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Table 1: Summary of Measures Implemented During 2019 ECDMP
Status Measure
Complete Aurora Community Centre: Installed new condensers and hot water boilers
Aurora Community Centre: Low-flow lavatory and shower
Aurora Community Centre: Occupancy sensors
Aurora Community Centre: Upgraded ice plant motor controls, replaced shell and tube chillers
Aurora Cultural Centre: Demand control ventilation
Aurora Cultural Centre: Occupancy sensors
Aurora Cultural Centre: Programmable thermostat
Aurora Family Leisure Complex: Low-flow lavatory and shower
Aurora Public Library: Building system optimization - start/stop
Aurora Public Library: Demand control ventilation
Aurora Public Library: Interior lighting retrofit
Aurora Public Library: Occupancy sensors
Aurora Public Library: Replace rooftop HVAC
Fleet: Developed Green Fleet Action Plan
Fleet: Implemented anti-idling initiative
Fleet: Incorporated ethanol 10 in all gasoline-fueled vehicles
Fleet: Measured vehicle distance traveled and fuel consumed
Fleet: Purchased some electric and hybrid-electric assets
Fleet: Replaced low tier diesel equipment
Stronach Aurora Recreation Complex: Low-flow lavatories and showerheads
Stronach Aurora Recreation Complex: Replaced plumbing fixtures in arena change rooms
Stronach Aurora Recreation Complex: Replaced pool liner
Stronach Aurora Recreation Complex: Replaced screw compressor
Town-wide: Implemented a Town-wide energy management system (EMS)
Various: Lighting retrofits to LED
In progress Aurora Family Leisure Complex: Replace humidicon equipment
Fleet: Purchased electric ice resurfacer
Various: Lighting retrofits to LED
Table 2 summarizes the proposed actions to be undertaken until the next ECDMP update in 2029.
Table 2: Summary of Planned Actions to Undertake in the Short Term Planning Window (2024-2029)
Action Reduction in GHG
emissions (tCO2e/yr)
Investigate and implement demand control ventilation 6
Measures to be identified in feasibility studies 134
Remaining lights to LED -1
Remaining measures from 2019 ECDMP 70
Remaining occupancy sensors to optimize lighting and HVAC use 0.3
Remaining water fixtures to low-flow 1
High efficiency boiler replacement 4
Optimum HVAC scheduling 4
Decarbonize two light-duty vehicles 18
Ice resurfacer vehicle decarbonization 1
Decarbonize 10 pieces of equipment (such as lawn mowers and tractors)15
BAS upgrade 64
Pool covers at recreation facilities 25
Note that a negative ("-") reduction in GHG emissions indicates that the Town’s GHG emissions are anticipated to increase
for that measure, although overall energy use would decrease. "Indirect" measures are those which either are not
anticipated to result in a direct reduction in GHG emissions, or whose reduction in GHG emissions is difficult to quantify.
The Town is reaching a critical point in achieving a net-zero future. Through the implementation of the 2024
ECDMP, the Town is completing the remaining ”quick-win” energy measures that are considered market-ready,
higher payback projects as well as lower-cost operational changes and piloting smaller-scale projects. They are
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important measures to implement before making a more aggressive jump of switching to low-carbon technolo-
gies and renewable energy sources that often require major investment. Outlined in the 2024 ECDMP are crucial
feasibility studies required to be completed in the short term to successfully consider newer, more complex tech-
nologies in the medium and long term such as infrastructure upgrades and employee training for implementation.
Achievingthecarbonreductiongoalsrequiresconcertedeffortsinchangemanagement,ensuringseamlesstransi-
tions towards greener practices. Deep engagement of stakeholders, including working groups with regular touch-
points, will be instrumental in fostering ownership and support. Active tracking of progress is essential to monitor
the Town’s carbon reduction initiatives’ effectiveness and make timely adjustments as required.
Based on the measures identified in Table 2, the estimated cost to implement the draft 2024 ECDMP is approxi-
mately $3.97 million (Table 3). Table 3 outlines the estimated costs for the Town and potential sources of funding
associated with short term climate action. Each action item identifies a magnitude of scale cost for the full imple-
mentation of the measure. Detailed implementation costing will be defined through a business plan and program
designstages. ThecostsoutlinedbelowaresubjecttotheTown’sregularcapitalbudgetingprocess. ShouldCoun-
cil endorse the 2024 ECDMP, the full scope of planned capital works for the next five-years will be inserted in
the Town’s next ten-year capital investment plan. The final approval to proceed with each of these noted projects
will be subject to funding availability and project approval. Once the Town performs the recommended feasibility
studies, identified projects and detailed costing will be included in the 10 year capital planning budget.
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Table 3: Cost Summary for the proposed 2024 ECDMP projects
Measure Description Short-term
cost (0 to 5
years)
Available grant
funding
Studies
Energy Audits (every
5 years)
Perform energy audits for all facilities determine
opportunities for energy conservation measures.
Complete this every 5 years along with the Building
Condition Assessment activity.
$254,500
Net-Zero Pathway
Feasibility Study -
Facilities
Perform a facilities feasibility study for the
identification of measures to be addressed in a GHG
reduction pathway retrofit capital project. Studies will
consider the unique objectives and constraints of the
building owner and provide a detailed exploration of
multiple optimization scenarios to propose different
pathways for facilities to reduce their GHG emissions.
$250,000 FCM: GHG reduction
pathway retrofit
grants
Fleet Electrification
Feasibility Study
Investigate the feasibility of fleet electrification based
on fleet needs, multi-year investment planning, and
assessing infrastructure needs and upgrades.
$250,000 FCM: Municipal fleet
electrification
Waste audit and
waste reduction
strategy
Perform regular waste audits to track GHG emissions
from waste. In addition, develop a Waste Reduction
Plan to determine strategies to reduce waste-related
GHG emissions.
$50,000 FCM: Waste
reduction and
diversion grants
TOTAL Proposed
ECDMP (Studies)
$804,500
Capital Projects
Facilities - retrofits The focus of these measures is on lighting and controls
measures, such as demand control ventilation, climate
control upgrades, pool covers, and boiler replacement.
$289,019
Fleet decarbonization Replace the ice resurfacers with electric options (five
ice resurfacers to replace), electrification of two light
duty vehicles and 10 pieces of equipment (exact types
of vehicles and equipment to be chosen by fleet
manager based on which assets are feasible to
decarbonize).
$2,850,000 FCM: Municipal fleet
electrification
Employee training
and capacity building
Train staff on energy efficiency and operation of new
technology implemented during facility ECMs. Train
staff on operation of new vehicles purchased during
fleet decarbonization.
$15,000
Energy performance
monitoring
Monitor each asset’s energy consumption to verify
that assets are meeting the targets from implementing
ECMs.
$7,000
TOTAL Proposed
ECDMP (Capital
Projects)
$3,161,019
TOTAL Proposed
ECDMP (Studies and
Capital)
$3,965,519
Table 4 summarizes the baseline (2018) GHG emissions for each asset type, the current state of GHG emissions,
and the projected GHG emissions if all the proposed actions are undertaken according to the 2024 ECDMP.
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Table 4: Summary of Existing and Projected GHG Emissions From This Plan
GHG Emissions (tCO2e/yr) Percent Reduction from Baseline (%)
Asset type 2018 2022 2029 2035 2050 2022 2029 2035 2050
Buildings 2,857 2,072 2,068 1,293 946 27 28 55 67
Fleet 556 556 507 445 343 -0 9 20 38
Lighting 59 56 123 137 171 5 -110 -133 -192
Solid Waste 416 416 416 374 0 0 0 10 100
Water and Wastewater 1 1 2 2 3 11 -97 -118 -173
Total 3,889 3,100 3,116 2,251 1,463 20 20 42 62
Note that a negative ("-") percent reduction in GHG emissions indicates that the GHG emissions for that asset increased over
the indicated time frame. Lighting and Water/Wastewater are projected to have particularly high increases in GHG emissions
as they currently do not have planned ECMs with a quantifiable reduction in electricity consumption.
Important to note from Table 4 is that the carbon emission factor of the Ontario grid, also called the emission
intensity of the grid, is expected to increase between 2024-2029 and erode some of the Town’s emissions re-
duction progress. An increased intensity means that even though electricity use by the Town decreases during
that time, its GHG emissions nevertheless increase. This can be seen when looking at electricity consumed by
public lighting and the water/wastewater pump stations. The electricity consumed by these assets is projected
to remain constant over the next five years; however, the GHG emissions increase during this time. This also
results in relatively constant overall Town GHG emissions from 2022 to 2029, because although the electricity
and natural gas consumption is projected to decrease over this period through the plan’s implementation, the
increase in the electricity grid carbon intensity is projected to offset the progress.
The intent of the 5-year vision of this plan is to foster a more sustainable community by reducing electricity
consumption by 8%, natural gas consumption by 11%, propane consumption by 100%, ethanol 10 by 10%, and
biodiesel 5 by 8%. Despite the projected increase in grid carbon intensity, it is anticipated that a GHG reduction
of 20%from 2018 by 2029 can be achieved, as well as a decrease to the Town’s the annual utility costs of 8%.
Once the Town has established the necessary framework, based on the results of the feasibility studies and waste
reductionplan,andtakemoreaggressiveactionstoreducetheirGHGemissions,theGHGemissionsareprojected
to decrease by 42%by 2035 and 62%by 2050. This comes close to meeting the target of 50% reduction by
2035 and makes substantial progress towards achieving net-zero by 2050. To realize this vision and contribute
meaningfully to global climate mitigation, it is recommended that the Town leverage insights from energy and
waste audits and feasibility studies and start accessing available external grants for the implementation of the
plans, remain informed about cutting-edge technologies, implement the lowest-carbon alternatives wherever
feasible, and consider the purchase of carbon offsets once the Ontario carbon offset market matures. The current
plan would fall short of the net-zero target, but advances in technology are quickly evolving, bringing the Town
closer to a net-zero future.
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1 Background
1.1 Climate Change Overview
GHG emissions have resulted in an increase in temperature and in extreme weather events in southern Ontario.
This has caused heat waves, strong winds, and flooding in the Town of Aurora, and these effects are projected
to grow more common and more intense if climate change continues to progress. Under the Town’s risk and
vulnerability assessment performed in the Climate Change Adaptation Plan in 2022, the most likely trend to
occur is an increase in temperatures. This is expected to impact several climate and weather parameters between
2021 and 2050:
•Mean summer maximum temperatures are projected to increase by 9%.
•The number of heat waves are projected to increase from 1.2 to 3.6 per year.
•Cooling Degree Days (used for cooling system design and planning) are projected to almost double (increase
of 86%).
•Heating Degree Days (used for heating system design and planning) are projected to decrease as winter
temperatures are expected to increase, leading to a reduction in extreme cold risks, snow depth, and annual
freeze-thaw cycles.
•Precipitation, wind, and low air quality events associated with wildfires are also projected to increase in the
future.
These changes impact the Town’s GHG emissions, as a projected decrease in heating degree days reduces the
facilities’ heating load (and accordingly the GHG emissions associated with heating energy use) in winter months,
but a corresponding increase in cooling degree days would increase their cooling load.
Changes in winter conditions such as snow depth, and annual freeze-thaw cycles also impact Town fleet opera-
tions, with the number of snow and ice events requiring road and sidewalk clearing and re-icing.
1.1.1 Climate Emergency
In October 2019, Town Council joined 457 Canadian municipalities and declared a Climate Emergency and follow
the principles from the Global Covenant of Mayors for Climate and Energy (GCOM). Over 13,000 cities are part
of this movement as of 2024, and growing. Those cities have established a goal of accelerating ambitious, mea-
surable climate and energy initiatives that lead to an inclusive, low-emission and climate resilient future, helping
to meet and exceed the Paris Agreement objectives.
The Paris Agreement’s central aim is to strengthen the global response to the threat of climate change by keeping
a global temperature rise this century below 2 degrees Celsius above pre-industrial levels and to pursue efforts
to limit the temperature increase even further to 1.5 degrees Celsius.
1.1.2 Blue Dot
The Town joined the Blue Dot movement in 2016. The Blue Dot movement is a campaign based on the idea
that everyone in Canada deserves the right to a healthy environment, including clean air and water, and a say in
decisions that affect our health and well-being, including:
•The right to breathe clean air;
•The right to drink clean water;
•The right to consume safe food;
•The right to access nature;
•The right to know about pollutants and contaminants released into the local environment; and
•The right to participate in decision-making that will affect the environment.
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1.2 Ontario Legislation: O.Reg. 25/23
Ontario Regulation 25/23, Broader Public Sector: Energy Reporting and Conservation and Demand Management
Plans(whichhasreplacedOntarioRegulation507/18)undertheElectricityActrequirespublicagencies, including
municipalities, to report on their building energy consumption and greenhouse gas (GHG) emissions annually, and
todevelopandimplementanEnergyConservationandDemandManagementPlan(ECDMP),tobeupdatedevery
five years.
O.Reg. 25/23alsooutlinesspecificitemsthatmustbeincludedintheECDMP.Thisincludesasummaryofannual
GHG emissions, a description of previous activities and saving estimates for the municipality’s previous measures,
and the cost and saving estimates for the current and proposed activities and measures.
The Town completed its first ECDMP in 2014. An update was undertaken in 2019 and now its third revision is
being performed under the 2024 ECDMP update.
1.3 FCM’s Partners for Climate Protection Milestone Framework
The Federation of Canadian Municipalities (FCM) created the Partners for Climate Protection (PCP) to support
municipalities with acting against climate change by reducing their emissions. Council committed the Town to
joining PCP program in 2018. The programs fills a five step milestone framework for Community and Corporate
GHG emissions. The milestones include:
1.Completing a GHG emission inventory and forecast
2.Setting a GHG reduction target
3.Developing a local action plan
4.Implementing the plan, and
5.Monitoring progress and reporting results
The Town has completed Milestones 1, 2, and 3 for the community through the development of Aurora’s Com-
munity Energy Plan (CEP), endorsed by Council in January 2021. The Town is now working on Milestones 4 and
5, Implementing the Action Plan and ECDMP renewal, and Progress Monitoring and Reporting.
The 2024 ECDMP update fulfills, for the first time, the PCP Milestones 1-3 at the corporate level by including
additional assets and utilities in the ECDMP.
1.4 Town of Aurora’s Strategic Planning Review
1.2014 and 2019 Energy and Conservation Demand Management Plans (ECDMP)
As required by O. Reg. 25/23, the Town has prepared an ECDMPs in 2014 and updated this document in
2019. These documents provide an overview of the Town’s annual GHG emissions, examine the impact
of the previous measures undertaken to reduce GHG emissions, and outline proposed measures to reduce
GHG emissions in the next five year period.
The Town’s 2014 ECDMP focused on six of the Town’s facilities and aimed to reduce their GHG emissions
by 10-15% by taking actions such as upgrading lighting fixtures to LED and replacing equipment with more
efficient models.
The 2019 ECDMP broadened the scope to include more facilities, including water/wastewater facilities,
fleet, and renewable generation. The 2019 ECDM plan states that the overall goal is to reduce electricity
consumptionby10.5%(990,963kWh), naturalgasconsumptionby9.7%(119,584m3), andGHGemissions
by 15.9% (514 tCO2e) of the 2018 baseline by the end of 2023. This is expected to require an investment
of approximately $628,842. The 2019 ECDMP included an action plan emphasizing the need to implement
all in-progress and planned energy conservation measures identified, and to conduct new energy audits of
facilities to identify new potential measures for the 2024 ECDMP. Additional strategies are also listed that
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includeenergyefficientretrofits,developingagreenfleetplan,implementinglifecyclecostpurchasingprac-
tices, establishing energy efficiency equipment specifications, monitoring savings progress, and improving
communication and staff engagement.
2.2021 Green Fleet Action Plan (GFAP)
The Town’s GFAP is a plan which outlines the GHG emissions associated with the corporate fleet and
presents a series of actions to undertake which are intended to reduce GHG emissions. The 2019 ECDMP
set a goal for fleet to reduce their GHG emissions and to create the GFAP. The 2019 ECDMP did not cap-
ture all the 2018 fleet fuel data due to fuel dispensing equipment issues, which has been resolved under
the 2024 ECDMP. In the long term, the Fleet Division is aligning with York Region’s goal of electrifying the
corporate fleet to produce zero emissions by 2051.
The key objectives outlined in the GFAP are:
•Reducing demand and analyzing data to maximize performance and efficient resource use.
•Improving maintenance and management practices.
•Converting to alternative and renewable low carbon fuels.
•Continuing to provide efficient, cost-effective services with focus on Green Technologies.
These strategies were incorporated into the fleet recommendations in the 2024 ECDMP to recommend
strategies to reduce the Town’s fleet GHG emissions in short, medium, and long term planning.
3.2021 Community Energy Plan (CEP)
The Town’s 2021 CEP provides strategic direction to 2050 to improve energy efficiency, reduce energy
consumption and GHG emissions, and foster a culture of conservation. The CEP focuses on community
emissions, while the scope of the ECDMP covers the Town’s corporate emissions. The ultimate goal for the
Town of Aurora is reducing their greenhouse gas emissions by 80% from 2018 levels by 2050. The Com-
munity Energy Plan outlines a series of strategies that achieve a 22% reduction by 2030 from 2018 levels
and a 65% reduction by 2050. These put Aurora on a path towards an 80% emissions reduction by 2050.
Some of the completed and planned actions from the CEP (particularly actions taken to achieve objectives
related to the area of climate change and energy) are relevant to the Town’s annual GHG emissions, and
planned actions from the CEP were considered while preparing the short, medium, and long term plans to
reduce the Town’s emissions in the 2024 ECDMP.
4.Corporate Environmental Action Plan (CEAP) and progress reports
The Corporate Environmental Action Plan (CEAP) is a Town plan that captures all the Town’s operations’
environmental goals developed in 2018. The CEAP serves to protect and enhance the natural environ-
ment, promote environmental sustainability, integrity and conservation of resources and create a practice
of environmental stewardship within the community. The purpose of the CEAP is to:
•Protect and enhance the natural environment
•Be a catalyst for local initiatives that promote environmental sustainability, integrity and conservation
of our resources and ecosystem; and,
•To enhance environmental stewardship within the community
The 2024 ECDMP meets CEAP Objective C3: “Reduce the Town’s greenhouse gas emissions by Town staff
and at Town facilities." The CEAP is reported on annually for its progress.
5.Climate Change Adaptation Plan (CCAP)
In the Town of Aurora’s Climate Change Adaptation Plan (CCAP), the Town identified adaptation actions to
acclimatizetothesechangingconditions,suchasimprovingfloodresilience,performingproactivelandscape
maintenance to reduce debris hazards, and increasing the cooling capacity of public facilities. In addition to
this, the Town is developing strategies to reduce its corporate GHG emissions to decrease its contribution
towards climate change.
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6.Town of Aurora Strategic Plan: 2011-2031
The Town’s Strategic Plan to identifies and assesses growth and development opportunities that ensure the
future economic, social and environmental sustainability and health of Aurora. This Strategic Plan empha-
sizes the development of local assets which capitalize on the many strengths and opportunities in the area.
The ECDMP aligns with the Town’s strategic goal of “Supporting environmental stewardship and sustain-
ability”. This encourages the stewardship of Aurora’s natural resources, and promotes and advances green
initiatives.
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2 Targets
The original target outlined in the Town’s 2019 ECDMP aimed to reduce GHG emissions by 16% by 2023 from a
2018baseline, withnoestablishedmediumorlong-termobjectives. However, in2021, followingtheintroduction
of the Town’s Community Energy Plan, a comprehensive Town-wide target was established to achieve an 80%
reduction in GHG emissions by 2050, using 2018 as the baseline year.
Since2021,anincreasingnumberofentities,includingtheFederalGovernmentofCanada,theIntergovernmental
Panel on Climate Change (IPCC), the Regional Municipality of York, and numerous municipalities such as the
City of Ottawa and the City of Markham, have committed to achieving net-zero emissions. The 2024 ECDMP
aligns with these best practices. To accomplish this, the plan set the following GHG emission reduction targets,
compared to the 2018 Baseline:
•Short term (2024-2029): 20%
•Medium term (2030-2035): 50%
•Long term (2035-2050): net-zero emissions by the end of 2050
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3 Overall Corporate Emissions Analysis
3.1 GHG Emissions Analysis
The GHG emissions analysis is presented in the form of various plots, each representing the contributions to the
Town’scorporateGHGemissionsfortheyearof2022. CommentaryonthefindingsoftheGHGemissionsanalysis
is provided in Section 3.1.2, and the methodology is presented in Appendix B. Note that "Other" GHG emissions
are assets which collectively contribute less than 1% to corporate GHG emissions, including EV charging stations,
park lights, traffic lights, water/wastewater stations, ice resurfacers, and roads waste disposal.
3.1.1 GHG Emissions Breakdown
67%
18%
2%
13%
<0.1%
Asset Type
Buildings
Water and Wastewater
Fleet
Lighting
Solid Waste
Figure 1: GHG Emissions Baseline by Asset Type.
Recreation Facility
Administrative Office
Buildings Waste Disposal
Public Facility
Fleet: Heavy duty
Fleet: Light duty
Fleet: Medium duty
Parks Waste Disposal
Fleet: Equipment
Lights (Street)
Other
0 250 500 750 1,000 1,250 1,500 1,750
GHG emissions (tCO2e yr)
Utility
Biodiesel 5
Electricity
Ethanol 10
Natural gas
Propane
Waste GHG
Figure 2: GHG Emissions Baseline by Emission Source.
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3.1.2 GHG Emissions Discussion
The following discussion summarizes observations that were made in analyzing the data presented in Section
3.1. The discussion focuses on identifying the most significant contributors to GHG emissions to inform the
development of the GHG reduction roadmap scenarios.
•Asset Type
–Buildings have the greatest contribution to GHG emissions, followed by fleet and solid waste. Com-
paratively, the GHG emissions from lighting and water/wastewater stations is minor. Because of this,
the GHG roadmap should prioritize reducing building, fleet, and waste GHG emissions in the short and
medium term.
•Emission Sources
–Emission sources refer to the various groups within each asset type. The source is used to break down
the buildings sector based on the building’s purpose and is used to break down the fleet sector into
the vehicle sizes.
–Indoorrecreationfacilities(whichhavearenasandpools)havethegreatestcontributionstoGHGemis-
sions among the building types. Most of their GHG emissions are due to natural gas consumption from
ice resurfacing, water and space heating.
•Utilities
–NaturalgasusehasthegreatestcontributiontoGHGemissions. Naturalgasuseispredominatelyused
in buildings. The largest contribution coming from indoor recreation facilities. As such, significantly
reducing GHG emissions associated with natural gas use will involve retrofitting multiple buildings,
focusing on recreation facilities.
–Fleet GHG emissions come from a variety of utilities (i.e. fuels). Collectively, these utilities represent
the second-greatest contribution to total GHG emissions. As such, significantly reducing corporate
GHG emissions will require a reduction in fleet fuel use / fleet asset decarbonization.
3.2 2019-2023 Performance Review
In 2019, the ECDMP considered Town-owned facilities, water/wastewater facilities, and the corporate fleet. The
objectives of this plan were to reduce electricity consumption by 10.5%, natural gas by 9.7%, and GHG emissions
by 15.9% by 2023. The majority of the measures considered by this plan were the remaining control measures
identified by the 2017 energy audits, including LED retrofits, low-flow water fixtures, occupancy sensors, and
optimum start/stop ventilation.
Compared to a recalculated baseline, to account for the assets which are new to this plan, it was found that the
electricityconsumptiondecreasedby1.8%, whichdoesnotmeetthisgoal. However, thenaturalgasconsumption
decreased by 30.4% since the 2018 baseline, contributing to an overall decrease of 20.3% in corporate GHG
emissions from 2018 to 2022, which meets the overall target from the 2019 ECDMP. Not all items from the
2019 ECDMP have been actioned, as they faced challenges during this time: COVID-19 impacted Town priorities
and staff allocation for ECM implementation, and some measures are dependent on first upgrading or installing
a Building Automation System (BAS), such as building climate controls and optimization of the start and stop of
HVAC equipment.
The recalculated baseline accounts for new assets added since the 2019 ECDMP. Since 2019, the Town has ac-
quired new assets (Aurora Sports Dome and the buildings on Yonge street) and constructed Aurora Town Square,
and new GHG emission sources (lighting and solid waste emissions) have been added into the target to comply
with the PCP Protocol.
The recalculated baseline GHG emissions and the most recent utility use and GHG emissions data is presented in
Table 5. Note that the "current" utility use is taken as the utility use in 2022, as this is the most recent year with
complete utility use data available.
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Table 5: Utility Use Comparison From Baseline Year2018 (Recalculated) 2022 Reduction from baselineUtility UnitConsumption GHG emissionsConsumption GHG emissionsConsumption GHG emissions Percentage- -[unit listed] [tCO2e/yr][unit listed] [tCO2e/yr][unit listed] [tCO2e/yr] %Electricity [kWh/yr]11,571,403 34711,368,706 341202,697 6 2Natural gas [m3/yr]1,337,896 2,570930,583 1,788407,313 782 30Gasoline [L/yr]144,831 3340 0144,831 334 -Ethanol 10 [L/yr]0 0136,804 305-136,804 -305 -Diesel [L/yr]82,185 2200 082,185 220 -Biodiesel 5 [L/yr]0 096,252 250-96,252 -250 -Propane [L/yr]705 1655 150 0 7Waste GHG [tCO2e/yr]416 416416 4160 0 -Overall [tCO2e/yr]3,8893,100788 20Note that a negative reduction in consumption or GHG emissions indicates that the consumption or GHG emissions increased. Also note that "-"is used to indicate cases where the percent change is not applicable (used for the fleet fuels, which was changed from gasoline and diesel in 2018to ethanol 10 and biodiesel 5 in 2022)3.2.1 Historical Utility Use DiscussionThe following summarizes observations from the change in GHG emissions. Note that utility use data from 2023 is not included in the analysis becausenot all data from 2023 was available at the time that this report was written.•GHG emissions decreased in 2022 compared to 2018.•There is a slight decrease (1.8%) in the electricity consumption when comparing 2018 and 2022 utility use, and a much larger decrease (30.4%)in the natural gas consumption, with a corresponding decrease in GHG emissions.•Since 2018, the Town has acquired new properties (Sports Dome and the Yonge Street properties), that have increased the Town’s GHG emissionsby7%andtheanother1%fromtheopeningofTheArmoury. AnynewacquisitionsortheconstructionofnewassetswillincreaseGHGemissionsfrom the Town directly and erode any Town efforts of reductions.•In 2022, it appears that certain buildings consumed less natural gas and more electricity, which could contribute to the decreased emissions dueto natural gas usage.•The reduced natural gas consumption in 2022 appears to be a result of reduced space heating. In 2018, approximately 1,300 tCO2e are emitteddue to space heating, whereas in 2022, only 1,000 tCO2e are emitted for space heating. This is believed to be primarily the impact of energyconservation measures implemented from the 2019 ECDMP.•This report is the first report in which the indirect emissions from the Town’s solid waste are being estimated and integrated into the plan.Quantifyingindirectemissionspresentsasignificantchallengeformunicipalities, makingtheirinclusioninthisplananoteworthyaccomplishment.
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This milestone improves the comprehensive nature of this report, and lays the groundwork for identifying strategies to mitigate these emissionsin both current and future planning initiatives.
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4 Buildings
4.1 Asset Information
The buildings considered under this ECDMP are summarized in Table 6. Central York Fire facilities have been
accounted for as a third-party entity and are being excluded from this report at this time, although this can be
re-assessed for future reports. Electric Vehicle charging stations are included but considered as a separate end
use.
Table 6: Facilities Asset Summary
Type Building name Address Construction Gross floor area (ft2)
Administrative Office 15165 A Yonge 15165 A Yonge 2000 10,520
15171 Yonge 15171 Yonge 1991 750
Aurora Town Hall 100 John West Way 1991 49,280
Joint Operations Centre 229 Industrial Parkway N 2016 63,152
EV Charging Stations Electric Vehicle Charging Stations Varied 2022 -
Public Facility Aurora Cultural Centre 22 Church Street 1885, 2024 17,500
Aurora Public Library 15145 Yonge Street 2000 44,375
Aurora Seniors Centre 90 John West Way 2005 13,934
McMahon Clubhouse 76 Maple Street 1930, 1970 1,400
The Armoury 89 Mosley Street 1874, 2018 8,400
Victoria Hall 27 Mosley Street 1883 900
Recreation Facility Aurora Community Centre 1 Community Centre Lane 1966, 1996 81,100
Aurora Family Leisure Complex 135 Industrial Parkway North 1985 61,000
Aurora Sports Dome 115 Industrial Parkway North 2005, 2018 89,485
Stronach Aurora Recreation Complex 1400 Wellington Street East 2007 104,000
Solar PV Solar Photovoltaic Energy Joint Operations Centre, Aurora
Public Library, Aurora Town Hall
Various -
Note that SARC also has a solar array, but this does not belong to the Town, and it is omitted from this study.
4.2 Historical Utility Use
The Buildings historical utility use is presented in Figure 3.
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Figure 3: Buildings Historical Energy Use.
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Electricity:
•Electricity use increased from 2015 to 2016 but has largely stayed consistent since then.
•There is a decrease in electricity consumption in 2020, which is likely a factor of reduced energy use due to
the COVID-19 pandemic. This was increased in 2021, and electricity use returned to pre-COVID-19 levels
in 2022.
•The number of cooling degree days, a measure of cooling demand for facilities, was 8% less in 2022 com-
pared to 2018.
Natural gas:
•Natural gas usage drops significantly in 2020, which is the result of reduced operation due to COVID-19.
•Natural gas usage does not return to pre-pandemic levels, which is thought to be the result of implementing
measures to reduce GHG emissions and operational changes.
•In 2022, heating degree days, which measure heating demand for facilities, decreased by 2% compared to
2018. Although the heating demand was reduced in 2022, this alone cannot not explain the reduction in
natural gas use observed in 2022.
Solar PV (Photovoltaics):
•The energy generated through each solar PV system has stayed relatively constant. In 2021 to 2022, the
AuroraPublicLibraryunderwentrenovationsandthesystemwasdisconnected. Inaddition, in2022, thePV
systems at the Aurora Town Hall had issues with the energy generating tracking meter, but did not impact
the energy generation at that site. This decreases the apparent solar energy generated in 2022, although
the actual energy generation was likely similar to what it had been in 2021. The library had a similar issue
in 2019, only impacting metering and not any generation.
Energy use intensity:
•Table 7 summarizes each building’s energy use intensity.
•The Stronarch Aurora Recreation Complex (SARC) consumed the most energy in 2018, and has the second-
highest energy use intensity. This is because of the energy consumed to heat the SARC and to operate the
ice rinks and pools inside.
•15171 Yonge have relatively low energy usage, but because it has such a low floor area, it exhibits the
highest energy use intensity.
•Three of four indoor recreation facilities have the highest energy consumption in 2022. As mentioned
above, this is because of the energy consumed while heating the facilities and operating the ice rinks and
pools.
Table 7: Building Energy Use Intensity in 2018 and 2022
Asset Building type Gross floor
area
Total energy
use (2018)
Energy use
intensity
(2018)
Total energy
use (2022)
Energy use
intensity
(2022)
- - [ft2] [kWh] [kWh/ft2] [kWh] [kWh/ft2]
15171 Yonge Administrative Office 750 58,000 78 62,000 83
Stronach Aurora Recreation Complex Recreation Facility 104,000 8,411,000 81 7,777,000 75
Aurora Family Leisure Complex Recreation Facility 61,000 4,263,000 70 2,508,000 41
Joint Operations Centre Administrative Office 63,152 2,065,000 33 2,054,000 33
Aurora Public Library Public Facility 44,375 1,436,000 32 1,378,000 31
Aurora Cultural Centre Public Facility 17,500 413,000 24 541,000 31
Aurora Seniors Centre Public Facility 13,934 424,000 30 390,000 28
Aurora Community Centre Recreation Facility 81,100 4,201,000 52 2,246,000 28
Victoria Hall Public Facility 900 72,000 80 22,000 24
Aurora Town Hall Administrative Office 49,280 1,292,000 26 858,000 17
Aurora Sports Dome Recreation Facility 89,485 861,000 10 1,227,000 14
The Armoury Public Facility 8,400 109,000 13 106,000 13
15165 A Yonge Administrative Office 10,520 82,000 8 115,000 11
McMahon Clubhouse Public Facility 1,400 2,000 1 4,000 3
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4.3 Best Practices
A study of best practices employed by other municipalities was referenced in the development of this ECDMP.
Some of the best practices which the plan considered, excluding those which have already been implemented by
the Town, are listed below:
•Controlsupgrades:ControlsupgradessuchasHVACimprovements(demandcontrolventilation,occupancy
sensors, HVAC scheduling, etc.) are often simple measures to implement to reduce energy with a low cost
per GHG reduction.
•Fuel switching:Many municipalities are switching away from natural gas-fueled heating and implementing
more and more electric equipment to reduce GHG emissions. Heat pumps are a popular technology to
accomplish this, as in addition to reducing GHG emissions by replacing gas-fired equipment, air-source heat
pumps usually have an average COP (Coefficient of Performance, a measure of efficiency) of at least 2.5
(corresponding to 250% efficiency), reducing the amount of energy consumed to maintain the temperature
in a space.
•Recreational facilities:Recreational facilities often make up a large portion of a municipality’s GHG emis-
sions; to address this, many municipalities have measures to reduce the energy consumed by processes
within these facilities. For instance, adding pool covers, arena e-ceilings, and implementing cold water
flooding within ice rinks are often considered as measures to reduce GHG emissions from recreational facil-
ities. Municipalities are increasingly seeking a whole-building retrofit approach as a way to achieve quicker
emission reduction goals, instead of on an individual equipment asset renewal timeframe. Recreational cen-
tres, the highest intensity emitting municipal buildings, are being retrofitted to meet net-zero performance
goals at the facility level.
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4.4 Energy Conservation Measures (ECMs)4.4.1 Previous ECMsThe following building ECMs were completed under the previous ECDMP between 2019 and 2023, and their status and estimated energy savings arepresented in 8.Table 8: Estimated Annual Energy Savings for Measures Implemented From 2014 to 2023Status Building Measure Completion Year Electricity Savings Natural Gas Savings----[kWh][m3]CompleteAurora Community Centre (ACC)Interior LED retrofit2017172576-15949Aurora Community Centre (ACC)Arena LED retrofit201765990Aurora Community Centre (ACC)Upgraded ice plant motor controls,replaced shell and tube chillers2017--Aurora Community Centre (ACC)Installed new condensers and hot waterboilers2017--Aurora Community Centre (ACC)Occupancy sensors202210945-309Aurora Community Centre (ACC)Low-flow lavatory and shower2022019487Aurora Cultural CentreOccupancy sensors20231453620685Aurora Cultural CentreProgrammable thermostat2023267712969Aurora Cultural CentreDemand control ventilation202314782244Aurora Cultural CentreExterior lights to LED202323690Aurora Cultural CentreInterior LED retrofit202310035229Aurora Family Leisure Complex (AFLC)LED parking lot lights2014--Aurora Family Leisure Complex (AFLC)Arena LED retrofit2019450000Aurora Family Leisure Complex (AFLC)Interior LED retrofit201957624-3606Aurora Family Leisure Complex (AFLC)Pool LED retrofit201928048-2211Aurora Family Leisure Complex (AFLC)Low-flow lavatory and shower202209867Aurora Public LibraryInterior lighting retrofit2018182784-2352Aurora Public LibraryReplace rooftop HVAC2022--Aurora Public LibraryDemand control ventilation2023-70382541Aurora Public LibraryOccupancy sensors202312447-281Aurora Public LibraryBuilding system optimization - start/stop202335883894Aurora Public LibraryLED exterior lighting retrofit20241945200Aurora Seniors CentreInterior CFL and T8 to LED retrofit202143041-2628Aurora Town HallCFL pot light to LED (floors 1-2)202311729-2719Aurora Town HallT8 Light to LED (floors 1-2)202388917-2719Aurora Town Hall (north parking lot)LED parking lot lights2014--Stronach Aurora Recreation Complex (SARC)LED parking lot lights2014--Stronach Aurora Recreation Complex (SARC)Interior LED retrofit20171399950Stronach Aurora Recreation Complex (SARC)Arena LED retrofit20172935990Stronach Aurora Recreation Complex (SARC)Pool MH to LED20172404160Stronach Aurora Recreation Complex (SARC)LED retrofit: exterior2017--Stronach Aurora Recreation Complex (SARC)Replaced pool liner2017--Stronach Aurora Recreation Complex (SARC)Low-flow lavatories and showerheads2018091459Stronach Aurora Recreation Complex (SARC)Replaced plumbing fixtures in arenachange rooms2020045730Energy Conservation and Demand Management Plan Town of Aurora 20Page 171 of 301
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Table 8: Estimated Annual Energy Savings for Measures Implemented From 2014 to 2023(continued)Status Building Measure Completion Year Electricity Savings Natural Gas SavingsStronach Aurora Recreation Complex (SARC)Replaced screw compressor2023--Town-wideImplemented a Town-wide energymanagement system (EMS)---In progressAurora Family Leisure Complex (AFLC)Replace humidicon equipment2024--Aurora Seniors CentreExterior LED retrofit (parking lot)202457900Aurora Town HallLED exterior lighting retrofit (southparking lot)2024179570Aurora Town HallCFL pot light to LED (as part of the 3rdfloor refresh)202411729-2719Aurora Town HallT8 Light to LED (as part of the 3rd floorrefresh)202488917-2719PlannedAurora Cultural CentreOccupancy sensorsTBD1453620685Aurora Cultural CentreProgrammable thermostatTBD267712969Aurora Family Leisure Complex (AFLC)Exterior LED retrofitTBD214400Canceled - impractical /infeasible / insignificantsavingsAurora Community Centre (ACC)Replace fan coil unitsCanceled--Aurora Town HallLow-flow lavatory and showerCanceled168500Stronach Aurora Recreation Complex (SARC)DaylightingCanceled--On hold pendingfeasibility studyAurora Family Leisure Complex (AFLC)Arena Low-E ceilingsTBD1250000Stronach Aurora Recreation Complex (SARC)Arena Low-E ceilingsTBD1230000Planned - pendingBuilding AutomationSystem upgradesAurora Community Centre (ACC)Building system optimization - start/stop2024-1016610585Aurora Family Leisure Complex (AFLC)Upgrade of climate control2024--Aurora Family Leisure Complex (AFLC)Demand control ventilation202468628383Aurora Family Leisure Complex (AFLC)Building system optimization - start/stop202496551645Aurora Town HallDemand control ventilation2024291085820Aurora Town HallBuilding system optimization - start/stop202493762207Stronach Aurora Recreation Complex (SARC)Building system optimization - start/stop20247889911Planned at end of life(lifecycle replacement)Aurora Community Centre (ACC)Replace compressorsTBD--Aurora Community Centre (ACC)Replace two heating boilersTBD--Aurora Seniors CentreLow-flow lavatoriesTBD01710Aurora Town HallReplace forced air and gas furnacesTBD--Victoria HallInterior LED retrofitTBD1313-104Victoria HallLow-flow lavatory fixturesTBD9160Victoria HallOccupancy sensorsTBD2240Victoria HallProgrammable thermostatTBD76420Energy Conservation and Demand Management Plan Town of Aurora 21Page 172 of 301
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Additional actions undertaken from the 2019 ECDMP are listed below:•Conducted a life-cycle audit of Town-owned infrastructure and equipment, and assessed opportunities for energy efficiency upgrades: BCAswere completed in 2022, providing a high-level energy assessment, though limited energy conservation measures were provided.•Implemented a minimum green building standard of LEED Silver for all new town facilities: the Aurora Town Square is meeting a LEED Goldstandard (without certification).•Quarterly staff meeting to discuss building energy performances, best practices, operational changes, innovative technologies, and incentives.•Explored alternative funding options through Energy Services Company (ESCO) to identify and fund energy efficiency projects.•Participated in the Enbridge Run it Right incentive program which provided free training to staff on operating changes to reduce natural gas useand incentives for ECMs which were installed in 2021-2022. It is estimated that natural gas use was reduced by 8% at participating facilities.•Developed the Green Procurement Policy.•Implemented a Town-wide energy management system (EMS) that tracks energy use, trends, GHG emissions, and building performance. Theimplementation of life cycle cost purchasing practices was not completed but the development of the Green Procurement Policy was initiated.Staff are looking to develop supporting documents for this process.Basedonthemeasureswhichhavebeenimplemented, orareintheprocessofbeingimplemented, thenaturalgasusagehasbeenconsiderablyreducedsince 2018, in part due to the ECMs put in place in that time and the operational changes that occurred through staff education and building operations.In particular, the upgrades at the Aurora Public Library, Aurora Community Centre, and Aurora Family Leisure Complex have decreased the natural gasconsumption.4.4.2 Recommended ECMsRecommended measures are summarized in Table 9.Table 9: Recommended Measures and Estimated Impacts (For the Short, Medium, and Long Term)Facility Measure ProjectcostIncrementalcostGHGreductionUtility costreductionCost per GHGreductionSource--[$][$][tCO2e/yr][$/yr][$/tCO2e]-Aurora Community CentreArena low-e ceiling, if feasible73,65473,65416,89649,845Energy AuditAurora Community CentreBAS upgrade0082,1150RecommendedAurora Community CentreDemand control ventilation8,4898,48912426,500Energy AuditAurora Community CentreDHW to heat pump1,000,000988,00032-2,03131,629RecommendedAurora Community CentreElectrification of dehumidification400,000380,00026-13,10915,119RecommendedAurora Community CentreElectrification of ice resurfacing boiler250,000250,00026-13,1099,450RecommendedAurora Community CentreHVAC to heat pump3,000,0002,880,00077-4,94538,971RecommendedAurora Community CentreIncrease roof insulation thickness4,575,0004,107,5005904938,334BCAAurora Community CentreMeasures to be identified in feasibility studies0063,3950RecommendedAurora Community CentreRenewable energy generation1,687,5001,687,5001359,787131,718RecommendedAurora Cultural CentreHVAC to heat pump2,000,0002,000,00057-3,63635,337RecommendedAurora Cultural CentreMeasures to be identified in feasibility studies0031,6390RecommendedAurora Cultural CentreRenewable energy generation1,012,5001,012,500835,872131,718RecommendedEnergy Conservation and Demand Management Plan Town of Aurora 22Page 173 of 301
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Table 9: Recommended Measures and Estimated Impacts (For the Short, Medium, and Long Term)(continued)Facility Measure ProjectcostIncrementalcostGHGreductionUtility costreductionCost per GHGreductionSourceAurora Family Leisure ComplexBAS upgrade0088,3770RecommendedAurora Family Leisure ComplexDHW to heat pump800,000800,00014-90356,905RecommendedAurora Family Leisure ComplexElectrification of ice resurfacing boiler250,000250,0004-2,12858,212RecommendedAurora Family Leisure ComplexHVAC to heat pump6,500,0005,580,00063-4,034103,513RecommendedAurora Family Leisure ComplexIncrease roof insulation thickness4,950,0003,725,50047371,244,601BCAAurora Family Leisure ComplexMeasures to be identified in feasibility studies001010,8520RecommendedAurora Family Leisure ComplexPool cover4,6194,619922,565502Energy AuditAurora Family Leisure ComplexPool heat to heat pump3,250,0003,210,00012-783266,744RecommendedAurora Family Leisure ComplexRenewable energy generation1,012,5001,012,500835,872131,718RecommendedAurora Public LibraryBAS upgrade0033,2650RecommendedAurora Public LibraryHigh efficiency boiler replacement159,124159,124469342,555Energy AuditAurora Public LibraryHVAC to heat pump2,000,0002,000,00027-1,75073,406RecommendedAurora Public LibraryMeasures to be identified in feasibility studies0035,7310RecommendedAurora Seniors CentreDemand control ventilation6,8666,86641,4731,565Energy AuditAurora Seniors CentreDHW to heat pump10,0005,0003-1643,922RecommendedAurora Seniors CentreHVAC to heat pump800,000666,50029-1,88427,282RecommendedAurora Seniors CentreMeasures to be identified in feasibility studies0021,3290RecommendedAurora Seniors CentreOptimum HVAC scheduling6,4926,49241,9541,748Energy AuditAurora Seniors CentreRemaining exterior lights to LED2,4972,497060219,370BCA, Energy AuditAurora Seniors CentreRemaining low-flow water fixtures125125037618Energy AuditAurora Seniors CentreRenewable energy generation337,500337,500311,957131,718RecommendedAurora Seniors CentreVVT or VAV system13,60713,6071-949,281Energy AuditAurora Sports DomeHVAC electrification2,000,0002,000,000167-82,98411,942RecommendedAurora Sports DomeMeasures to be identified in feasibility studies00102,8870RecommendedAurora Town HallBAS upgrade0074,7230RecommendedAurora Town HallHVAC to heat pump1,500,000150,00040-2,54437,875RecommendedAurora Town HallIncrease roof insulation thickness2,025,0001,325,0003465807,302BCAAurora Town HallMeasures to be identified in feasibility studies0045,2620RecommendedAurora Town HallOccupancy sensor in meeting rooms18,72618,726022068,398Energy AuditAurora Town HallRemaining exterior lights to LED24,34324,34312,46246,151BCA, Energy AuditAurora Town HallRemaining interior lights to LED53,05653,056-211,273-26,028BCA, Energy AuditAurora Town HallRemaining low-flow water fixtures31231201,864781Energy AuditJoint Operations CentreDHW to heat pump15,0003,00020-1,309736RecommendedJoint Operations CentreHVAC to heat pump3,000,0002,400,000234-15,05412,802RecommendedJoint Operations CentreIncrease roof insulation thickness3,375,0002,180,000152,751227,384BCAJoint Operations CentreMeasures to be identified in feasibility studies00238,6360RecommendedMcMahon ClubhouseRemaining lights to LED624624-040-86,743BCAStronach Aurora Recreation ComplexBAS upgrade003828,3440RecommendedStronach Aurora Recreation ComplexDHW to heat pump6,000,0005,880,000450-28,92113,327RecommendedStronach Aurora Recreation ComplexElectrification of dehumidification400,000400,0008-3,78652,350RecommendedStronach Aurora Recreation ComplexHVAC to heat pump8,000,0007,800,000379-7,84921,127RecommendedEnergy Conservation and Demand Management Plan Town of Aurora 23Page 174 of 301
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Table 9: Recommended Measures and Estimated Impacts (For the Short, Medium, and Long Term)(continued)Facility Measure ProjectcostIncrementalcostGHGreductionUtility costreductionCost per GHGreductionSourceStronach Aurora Recreation ComplexIncrease roof insulation thickness7,950,0006,384,000132,447602,202BCAStronach Aurora Recreation ComplexMeasures to be identified in feasibility studies007432,6760RecommendedStronach Aurora Recreation ComplexPool cover3,2463,2461610,431206Energy AuditThe ArmouryDHW to heat pump8,00001-935,519RecommendedThe ArmouryHVAC to heat pump500,000500,00017-1,07129,997RecommendedThe ArmouryIncrease roof insulation thickness622,500622,5001196589,650BCAVictoria HallHVAC to heat pump45,00045,0003-20014,422RecommendedVictoria HallIncrease roof insulation thickness150,000124,000037759,008BCAVictoria HallRemaining low-flow water fixtures49949906933,533Energy AuditTotal69,801,77961,082,2792,001138,693The "Source" column indicates where the ECM data was obtained. "Energy Audit" entries come from the 2017 Energy Audit, "BCA" refers to the 2022 BCAs, and "Recommended" measuresare the additional ECMs recommended for consideration. The cost estimates include all anticipated fees of implementing the project, including the design, equipment, installation, andelectrical upgrades (where applicable). These costs include a design contingency of 25% and a construction contingency of 10% to account for uncertainty in the cost. Incremental costsare based on costs from the 10 year asset management plan and 2022 BCA, where available.
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4.4.3 Measure Descriptions
Arena low-e ceiling
A low-e ceiling can be installed in arenas to block radiant energy from the ceiling structure. This reduces the
amount of heat introduced to the arena, lowering the cooling load required to maintain the ice and reducing the
energy consumption of the ice plant.
BAS upgrade
Upgrade the building automation system (BAS) to allow for more sophisticated control of the building’s HVAC
system. Note that in this report, no cost is associated with BAS upgrade measures, as the cost has already been
accounted for in the Town’s planning.
Boiler replacement
Replace boilers with high efficiency models (95% efficiency).
Daylighting
Add daylighting sensors to spaces with natural light. These sensors can detect how much light is in the space to
dim or turn off the lights in the space when they are not needed and save electricity by reducing how often the
lights are on.
Demand control ventilation
In demand control ventilation, CO2 sensors can be added to spaces or return ducts to measure the CO2 in a space
and determine whether additional outside air is required. This reduces the amount of outside air brought into the
building, as unoccupied rooms will not need as much ventilation to maintain comfortable CO2 levels, and reduces
the amount of energy which must be used to heat or cool the outside air being introduced to the facility.
Electrification measures
Replace gas-fired equipment with electric equipment. Electricity from the Ontario grid has a lower GHG impact
than natural gas and is often more efficient than gas-fired equipment.
Heat pumps
Replace heating system (DHW, boiler, HVAC, etc.) with heat pumps. In these measures, air-source heat pumps
are considered, but each building can be surveyed to check whether a geothermal heat pump would be a suitable
alternative. As with the general electrification measures, if the original equipment is gas-fired, the switch to
electric equipment can reduce GHG emissions. Additionally, heat pumps are a high efficiency alternative to most
existing heating systems, as air-source heat pumps typically have an average coefficient of performance (COP) of
around 2.5 (corresponding to 250% efficiency), and geothermal heat pumps often have an average COP above
3.5.
Increase roof insulation thickness
Increase the insulation thickness in the roof to reduce heat lost to the outside air and decrease the heating load
on the facility.
Occupancy sensors
Occupancy sensors can be added to rooms and connected to the HVAC and lighting system to improve HVAC
efficiency and reduce the lighting when the room is unoccupied, saving energy in temperature control and in
lighting.
Optimum HVAC scheduling
An optimum start/stop program can be integrated with the BAS and use sensors in the building, as well as the
occupancy schedule from the BAS, to optimize the HVAC schedule within the building. This program will re-
calculate the optimal time to start heating the building to maintain the space set point at the beginning of the
day, and the optimal time to switch to a relaxed temperature setpoint at the end of the day, to reduce the amount
of energy expended to maintain space conditions in an unoccupied building.
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Pool cover
Add a pool cover to the main and therapy pools for use when the pool is unoccupied to reduce heat lost through
evaporation. This will reduce the heating load of the pool, as well as the dehumidification load of the pool area,
reducing the energy required to operate the pool. Both a standard pool cover and a liquid pool cover can be
considered as options in this measure.
Remaining lights to LED
Determine which lights in the facility have not yet been converted to LED, and replace them with LEDs.
Remaining low-flow water fixtures
Determine which water fixtures have not been converted to low-flow, and change to low-flow fixtures.
Renewable energy
Generate renewable energy to reduce GHG emissions by reducing electricity consumption. In this report, the
estimatedenergygenerationpotentialofsolarPVatrelevantlocationsisusedtoestimatetheprojectedreduction
in GHG emissions, although alternate renewable energy sources (e.g. solar thermal energy, wind energy, etc.) can
also be considered.
Variable Volume and Temperature (VVT) or Variable Air Volume (VAV) systems
Retrofit constant air volume systems with variable volume and temperature (VVT) or variable air volume (VAV)
systems. Variable volume systems can modulate the amount of air sent to different zones in the building, de-
creasing the amount of air which needs to be heated or cooled to reduce the energy used by the building.
4.4.4 Additional Recommendations
Inadditiontothemeasureslisted, itisrecommendedthattheTowninvestigatethefollowingactions, listedbelow.
TheseactionsareeithernotanticipatedtoresultindirectGHGemissionsreductions(althoughmanyareexpected
to result in an indirect reduction in GHG emissions), or the reduction in GHG emissions is difficult to quantify.
•American Society of Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE) Level 3 Energy Au-
dits:These Energy Audits should be performed alongside the Building Condition Assessments, every five
years.
•Net-zero pathway feasibility study:Assess the feasibility to support medium-term and long-term projects
that reduce energy and GHGs, extend asset life, and reduce cost of ownership for local recreational and
cultural facilities. Determine the best approach to achieving near net zero buildings with a study grant.
FCM grants should be pursued for the feasibility study portion and any capital projects identified. It is
particularly recommended that this is done for recreational facilities.
–ExplorevariousholisticGHGmitigationstrategies/scenarioswithagreaterlevelofdetail. FCMframe-
work includes multiple stakeholder engagement workshops throughout; this allows stakeholders to
provide feedback upfront and have it be considered when making final recommendations.
–The FCM funds such feasibility studies under the Community Building Retrofit (CBR) program, and is
designed for municipal buildings such as these ones.
–The designs from these studies can be used to provide more accurate estimations of cost and GHG
emissions reductions from implementing measures, as well as recommend new measures based on
facility operation.
•Asset renewal consideration for roofs:Control retrofits are the most economical at the time of asset re-
newal. Roof upgrades are particularly cost prohibitive due to their high costs. The following measures
should be considered at the time of replacement, assessed for feasibility, cost, and incorporated into the
design:
–Increasing roof insulation thickness.
–Installation of a photovoltaic system, system upgrade, or expansion.
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–Envelope repair and enhancement.
–White and green roof features.
•Design
–Basedontheoutcomesofthefeasibilitystudies,engagedesignconsultantstoprovideadetaileddesign
for each measure.
•Staff training and capacity building:Provide energy management training to support staff in their efforts
to reduce energy waste and maximize efficiency through building system control strategies and other op-
erational measures, and training required to operate and maintain any new technologies identified in the
feasibility study.
•Building Automation System (BAS) installation and upgrades:the Town’s 10 year capital budget is priori-
tizing BAS installation and upgrade at the following facilities: ACC, AFLC, SARC, Town Hall and the Library.
A building automation system (BAS) is a software program that uses data to automatically adjust building
performance. Installing a BAS gives enhanced control over various building systems, including heating, ven-
tilation and air conditioning (HVAC) systems, electrical grids, security systems and much more. They can
vary in complexity, depending on the structure and purpose of the building. Smart HVAC controls help limit
energy use in unoccupied building areas, detect and diagnose faults, and reduce HVAC usage overall, par-
ticularly during times of peak energy demand. After BAS upgrades, planned building control optimization
measures from the 2019 ECDMP can be implemented.
•Prepare for upcoming ECMs:Steps should also be taken to plan the implementation of the measures set
to be implemented shortly after this time frame (e.g. 2030-2034). For instance, the Town should reach
out to the staff at Town Hall to discuss the construction required to increase the roof insulation thickness,
currently planned for 2031.
4.5 Targets
In the short term, the Town’s corporate electricity consumption is projected to be reduced by 8%, which is pri-
marily a result of the measures recommended for the Town’s facilities. This corresponds to a decrease of 14%
since the 2018 baseline. In the medium term, the electricity consumption will be 1% higher than the baseline, due
to the increased implementation of electrification measures in facilities and in fleet. In the long term, electricity
use will be 6% higher than in the baseline year, although the corresponding reductions in the utilities with higher
emissions factors will reduce the overall GHG emissions.
For natural gas consumption, in the short term, natural gas use should be reduced by 11%, corresponding to a
decrease of 40% since the baseline year. In the medium term, the natural gas consumption should be 77% lower
than the baseline, and in the long term, it should be 99% lower than the baseline year.
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5 Fleet
5.1 Asset Information
The corporate fleet vehicles considered under this ECDMP are summarized in Table 10. A more detailed break-
down is presented in Appendix A. Note that vehicles from the Central York Fire Services are owned by the Town
of Newmarket, and thus are not included in this study.
Table 10: Fleet Vehicle Distribution
Department Equipment Light duty Medium duty Heavy duty
Fleet: Arboretum 2 1 0 0
Fleet: By-Law 0 6 0 0
Fleet: Facilities 10 4 2 0
Fleet: Parks 30 1 12 7
Fleet: Roads 13 7 5 17
Fleet: Water/Wastewater 4 4 3 0
Equipment refers to pieces of equipment such as lawnmowers and tractors.
Light duty vehicles are vehicles with a carrying capacity of 1/2 ton or less.
Medium duty vehicles have a carrying capacity between 1/2 ton and 1 ton.
Heavy duty vehicles have a carrying capacity of 1 ton or more.
5.2 Historical Utility Use
The Fleet historical utility use is presented in Figure 4.
Gasoline, ethanol 10, diesel, and biodiesel 5:
•It is assumed that the fleet consumes gasoline and diesel up until 2020, when the Cleaner Transportation
Fuels regulation required a transition to ethanol 10 and biodiesel 5, respectively.
•Gasoline and ethanol 10 consumption remains fairly constant from 2019 to 2022.
•Biodiesel 5 consumption appears to have been gradually increasing from 2020-2022.
•Light duty vehicles are responsible for the largest portion of ethanol 10 consumption, and heavy duty ve-
hicles are responsible for the majority of biodiesel 5 use.
•Note that the "Other" vehicles category refers to fuel consumed from jerry cans, as it is unknown which
category of vehicle was served by these cans.
Propane:
•Propane is used for the arena ice resurfacers.
•The overall annual propane use appears to have gradually decreased over the past 5 year period.
•There is a considerable drop in the propane consumption in 2020 and 2021, due to arena closures during
COVID-19.
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Figure 4: Fleet Historical Energy Use.
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5.3 Best Practices
The most common strategies to reduce GHG emissions from the corporate fleet are listed below:
•Fleet electrification (replacing vehicles with electric alternatives where possible) is the most common strat-
egy pursued, as this can significantly reduce the GHG emissions associated with fleet vehicle use.
•In addition to fleet electrification, alternative energy sources (e.g. hydrogen fuel cells and compressed nat-
ural gas) are also being considered to reduce fleet GHG emissions.
•Otherwise, various strategies are being implemented to optimize the fleet, for instance:
–Regular maintenance to improve fuel efficiency
–Anti-idling policy
–GPS and route optimization
–Vehicle sizing to assign vehicles based on need instead of preference, to reduce unnecessary fuel con-
sumption
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5.4 Energy Conservation Measures (ECMs)5.4.1 Previous ECMsThe 2019 ECDMP set a target of reducing fleet GHG emissions by 50% by 2023; however, reliable fuel data was not available at that time. As detailedin the Green Fleet Action Plan (developed as one of the actions recommended by the 2019 ECDMP), the 2019 ECDMP did not capture all fleet fueldata, and the GFAP set a more achievable plan of reducing fleet emissions by 50% by 2028. Actions undertaken from the 2019 ECDMP are listedbelow:•Implemented an anti-idling initiative.•Measured distance traveled and fuel consumed of fleet vehicles at regular intervals to track progress.•Considered opportunities to upgrade town-owned fleet vehicles to reduce costs and energy consumption.•Developed a Green Fleet Action Plan.Additional measures completed in this time include:•Purchased three hybrid SUVs.•Re-fittedtruckswithLEDlightsandauxiliarybatteriesthatreducedtheneedtoidleavehicleforlongperiodstooperatelightsandothernecessarytools and equipment.•Replaced lower tier diesel equipment.•Adopted a biodiesel 5 blend in diesel fuel.•The Joint Operations Centre (JOC) has also been upgraded with diesel exhaust fluid dispensing equipment to support the new emission controltechnology in diesels.•Resizing the Fleet which included disposal of antiquated equipment. (ongoing)•Implemented driver education program, including anti-idling.•Incorporated absorbent glass mat (AGM) batteries that do not emit dangerous gasses.•Increased the use of hot water pressure washing to reduce the dependency on solvent-based parts washers.•Incorporated ethanol fuel with a 10 percent ethanol blend in all its gasoline-fueled vehicles.•Incorporated green practices, such as using synthetic oils and extending the time between oil changes.•Purchased fuel efficient, right-sized vehicles as a standard practice, if commercially available and meet operational needs.•Replaced the oldest vehicles with cleaner, modern technology by continuing to accelerate the replacement of overdue vehicles through efficientlife cycling procedures.•Installation of electric plugs for truck block heaters where feasible, and developed a policy to ensure they are used by staff to reduce unnecessaryvehicle idling.•Automatic lubrication systems have been installed on all apparatus to extend the life of expensive parts, create less waste, and actually use lessgrease.Energy Conservation and Demand Management Plan Town of Aurora 31Page 182 of 301
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5.4.2 Recommended ECMsRecommended measures are summarized in Table 11.Table 11: Recommended Measures and Estimated Impacts (For the Short, Medium, and Long Term)Fleet Department Measure ProjectcostIncrementalcostGHGreductionUtility costreductionCost per GHGreductionSource--[$][$][tCO2e/yr][$/yr][$/tCO2e]-Fleet: Arboretum - EquipmentEquipment decarbonization240,000240,000085766,324RecommendedFleet: Arboretum - Light dutyLight vehicle decarbonization200,000200,0000991,203,814RecommendedFleet: By-Law - Light dutyDecarbonize two vehicles400,000400,0001810,87421,962RecommendedFleet: By-Law - Light dutyLight vehicle decarbonization800,000655,3005532,95314,495RecommendedFleet: Facilities - Ice ResurfacersIce resurfacer vehicle decarbonization1,250,000222,50012821,305,073RecommendedFleet: Facilities - Light dutyLight vehicle decarbonization800,000800,000105,98579,811RecommendedFleet: Parks - EquipmentDecarbonize 10 pieces of equipment1,200,000383,400154,10379,592RecommendedFleet: Parks - EquipmentEquipment decarbonization2,280,000308,4004412,17951,592RecommendedFleet: Parks - Light dutyLight vehicle decarbonization200,000200,000158,88813,436RecommendedFleet: Roads - EquipmentEquipment decarbonization1,560,0001,560,0003913,97639,813RecommendedFleet: Roads - Light dutyLight vehicle decarbonization1,400,0001,400,0003721,81738,313RecommendedFleet: Water/Wastewater - EquipmentEquipment decarbonization480,000480,00001601,788,845RecommendedFleet: Water/Wastewater - Light dutyLight vehicle decarbonization200,00058,0001911,63310,265RecommendedTotal11,010,0006,907,600254123,033Energy Conservation and Demand Management Plan Town of Aurora 32Page 183 of 301
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5.4.3 Measure Descriptions
5.4.4 Additional Recommendations
Inadditiontothemeasureslisted, itisrecommendedthattheTowninvestigatethefollowingactions, listedbelow.
TheseactionsareeithernotanticipatedtoresultindirectGHGemissionsreductions(althoughmanyareexpected
to result in an indirect reduction in GHG emissions), or the reduction in GHG emissions is difficult to quantify.
•Renewablefuelcontent:Incorporatefuelwithhigherblendsofrenewablecontent(e.g. biodiesel-20)during
the summer months when this is feasible.
•Continue to implement actions from the Green Fleet Action Plan:Continue to implement items listed in
the GFAP (reduce kilometres travelled by vehicle, perform preventative maintenance on vehicles to improve
engine efficiency, etc.).
•Fleet electrification feasibility study:Investigate the feasibility of fleet electrification by assessing the cor-
porate electrical capacity. Upgrade electrical services as needed to install additional EV charging stations.
–Assess the feasibility of the transition to zero-emission vehicles (ZEVs, including battery-electric, plug-
in hybrid electric and hydrogen fuel cell vehicles) to significantly reduce GHG emissions associated
with fleet in line with the Town’s 2035 and 2050 targets emission targets. The study will assess the
potential economic, social and other environmental impacts of the transition to ZEVs.
–Assess and upgrade electrical infrastructure to support the addition of electric vehicles as part of fleet
decarbonization. Plan the actions required to upgrade the Town’s electric infrastructure to support
decarbonization.
–Assess the available low carbon options for each vehicle being replaced. For equipment and light duty
vehicles, there are typically many electric options available for purchase. Electric and hybrid vehicles
caneffectivelyreduceGHGemissions,althoughinsomecasestheremaybeissueswiththebatterylife,
and this would require building the Town’s infrastructure to support charging these vehicles. Another
option is hydrogen fuel cell technology; this can also reduce GHG emissions, although care should be
takentoensurethatusinggreyhydrogen(hydrogenproducedfromnaturalgaswithnocarboncapture)
as a fuel is avoided where possible.
•Additional fuel consumption:Construction Administrators in Engineering and Capital Delivery use their
own vehicles to travel between sites, which is not accounted for in this report. It is recommended that this
be added to the scope of future reports to provide a more complete understanding of GHG emissions due
to corporate activities.
5.5 Targets
Based on selective fleet decarbonization and ethanol 10 and biodiesel 5 consumption will decrease by 10% and
8% in the short term, respectively, compared to the 2018 baseline. Propane use should be nearly eliminated in
the short term due to the ice resurfacer vehicle electrification measures currently being implemented.
In the medium term, fleet equipment should be replaced with low-carbon (e.g. electric) alternatives where possi-
ble, based on the results of the fleet electrification feasibility study. Ethanol 10 consumption should be decreased
by 14%, and biodiesel 5 should be decreased by 31% by 2035. In the long term, the use of these utilities should
be decreased as much as possible with existing fleet decarbonization technology. With existing technology, light
duty vehicles should be replaced with low carbon alternatives, which is projected to result in an overall decrease
in utility use of 52% for ethanol 10, and 31% for biodiesel 5. In the long term, when replacing medium and heavy
duty vehicles, low carbon alternatives should also be chosen if available.
By 2050, GHG emission reductions from the fleet measures are estimated to be decreased 40% from the 2018
baseline. In 2050, the ethanol 10 and biodiesel 5 emissions are anticipated to account for roughly 22% of overall
GHGemissions. Currently,thereislimitedtechnologytoelectrifymediumorheavydutyfleetvehicles,limitingthe
extent to which these emissions can be reduced. To mitigate this, the Town should seek opportunities to reduce
the usage of medium and heavy duty vehicles where possible, and should stay aware of current technology to
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replace these vehicles with low-carbon options when possible based on the outcomes of the fleet electrification
feasibility study.
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6 Solid Waste Sector
6.1 Asset Information
The corporate solid waste sector tracks methane emissions that enter the air directly as waste decomposes at
landfills as well as nitrous oxide and non-biogenic carbon dioxide emissions associated with the combustion of
solid waste at incineration facilities.
York Region manages and processes the solid waste from the Town. York Region uses two landfill sites with
methane gas collection systems and three energy from waste systems.
The Town estimates GHG emissions from its corporate waste based on the amount of solid waste collected from
waste bins during the inventory year. This includes waste collected at corporate-owned buildings, as well as
parks and public receptacles, and excludes waste collected at residences or local businesses. The composition
and quantities of corporate Town waste going to each site is currently unknown and requires a detailed waste
audit for more information.
For Town buildings, as well as parks and public receptacles, the annual volume of waste is estimated based on
the number and capacity of waste receptacles, approximate fraction that it is filled at pickup, and frequency of
pickup times. The expected GHG emissions for this volume of waste are approximated using the calculation
methodology specified by the PCP protocol, outlined in Appendix B.
Waste diverted through composting and recycling initiatives are treated as zero emissions based on the PCP
Protocol. Currently, corporate solid waste from Town facilities, parks and public receptacles are not diverted
(composting nor recycling) due to the high contamination rate in the waste stream.
In 2022, a Dog Waste Diversion Program was implemented as a pilot project to divert dog waste to a facility
where it can be repurposed to fuel, and the Town intends to gradually add more receptacles to the program.
This initiative supports the reduction of contamination into the park waste receptacles, while also reducing GHG
emissions by repurposing dog waste.
6.2 Waste Generation
Table 12: Estimated Solid Waste GHG Emissions Summary (2022)
Waste receptacle type GHG emissions Percentage of waste GHG emissions
- [tCO2e/yr] [%]
Buildings Waste Disposal 294 71
Parks Waste Disposal 114 28
Roads Waste Disposal 7 2
Waste data prior to 2022 is not available; the annual trends are unknown. Based on the estimated waste gener-
ation through consultants with Town staff, the majority of the contribution to corporate solid waste comes from
waste disposed of in corporate-owned buildings.
6.3 Best Practices
Many municipalities have incorporated various strategies for waste reduction into their plans. Some of the best
practices for waste reduction are listed below, and are incorporated into the recommendations from this plan:
•Perform regular waste audits.
•Develop a Waste Reduction Plan.
•Reduce the use of single-use items.
•Divert corporate solid waste with composting and recycling programs.
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•Educate staff to decrease contamination and increase waste diversion to recycling and organics bins.
•Promote a circular economy.
•Commit to net-zero waste by 2050.
6.4 Energy Conservation Measures (ECMs)
6.4.1 Recommended ECMs
There are no quantifiable measures for the waste sector, as it is unsure how much the recommended actions will
mitigate waste emissions. The GHG reduction plan results assume a 10% reduction in waste emissions in the
medium term, and net-zero waste in the long term.
•Incorporate mandatory green bin and recycling collection at all Town facilities when tendering out the next
waste collection contract in 2028.
•Continue expansion and support for the dog waste program at Town parks which reduces contamination of
the waste stream at park receptacles, while also reducing GHG emissions by repurposing the dog waste.
•Perform regular waste audits to get a more detailed breakdown of how much waste is generated from
corporate activities and where to focus efforts on reducing waste. These audits can also be used to identify
new opportunities to reduce waste.
•Develop and implement a Waste Reduction Plan to raise awareness through community education and
reduce emissions from corporate waste. The plan might entail the following:
–Increase focus on reuse activities, possibly through an additional Waste Reuse Plan.
–Implement community and staff education to increase the amount of waste diverted through recycling
and organics programs, and decrease recycling and organics contamination.
–Work with York Region to improve waste separation processes to improve recovery and reduce the
amount of reusable materials which are landfilled or incinerated.
–Reduce the utilization of single-use items.
–Where possible, purchase goods which can be upcycled or recycled instead of landfilled.
–Monitor the industry to remain aware of best practices.
–Investigate opportunities to promote a circular economy to reduce waste.
–Explore additional strategies to reduce contamination in recycling and organics bins.
•To reach net-zero GHG emissions, we recommend that the Town strive to achieve net-zero waste by 2050,
in alignment with York Region’s plan.
6.5 Targets
There are no reduction targets set for the short term, as efforts are focused on gathering reliable waste composi-
tion and generation data through a waste audit and the development of a reduction plan. Based on those results,
the medium term target is to reduce emissions from corporate waste by 10% by 2035 compared to 2018, and to
achieve net-zero waste by 2050.
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7 Water and Wastewater
7.1 Asset Information
ThewaterandwastewatersectortracksenergyconsumptionandthecorrespondingGHGemissionsgeneratedby
Town-owned municipal water and wastewater infrastructure: lift and pumping stations. Emissions in this sector
can be produced directly from the combustion of fuels (e.g. natural gas used in boilers and furnaces) or indirectly
from the use of grid electricity or district energy. All infrastructure owned and operated by York Region are
excluded from this inventory, as per the PCP Protocol. Currently, fuel consumed by backup generators at these
stations is not considered in this report; it is recommended that this fuel consumption is tracked and accounted
for in future inventories.
Water and wastewater stations considered under this ECDMP are summarized in Table 13.
Table 13: Water and Wastewater Pumping Station Locations
Station name Address
Ballymore Lift Station 560 St Johns Sideroad East
Brentwood Lift Station 3 Woodland Hills Boulevard
Elderberry Trail Lift Station 12 Equestrian Drive
Mattamy Phase 4 Lift Station 25 Forest Grove Court
Mattamy Phase 5 Lift Station 39 Bridgepoint Court
Shimvest Phase 1 and 2 Lift Station 90 Scrivener Drive
State Farm Lift Station 24 State Farm Way
Temperance Street Lift Station 15140 Yonge Street
Vandorf Lift Station 385 Vandorf Sideroad
Vandorf Water Booster Station 85 Vandorf Sideroad
7.2 Historical Utility Use
There is very little water/wastewater station data available prior to 2022; this data constitutes a small portion of
the overall electricity consumption and it is assumed that the electricity consumed by water/wastewater stations
has remained relatively constant.
7.3 Best Practices
Generally, GHG contributions from pumping stations are minor; consequently, few municipalities have under-
taken measures for water and wastewater stations. The most common measures considered for pumping stations
are measures to add variable frequency drives (VFDs) to the pumps to reduce pump energy use, or upgrade the
lighting and HVAC within the corresponding buildings.
7.4 Energy Conservation Measures (ECMs)
7.4.1 Previous ECMs
The2019ECDMPstatedthatelectricityconsumptionforwater/wastewaterfacilitiesshouldcontinuetobemon-
itored and tracked as new facilities were brought online; no additional actions have been taken.
7.4.2 Recommended ECMs
Itisrecommendedthatthewaterandwastewaterstationsbeinvestigatedforopportunitiestoreducetheirenergy
use(e.g. installingVFDsonthepumps). Inaddition, itisrecommendedthattheTowninvestigatemethaneleakage
at pumping stations. This effort should aim to quantify any identified leakage, which can be reported in future
iterations of this plan.
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7.5 Targets
Due to the critical nature of the pumping stations and minor emissions impact, no significant reduction in GHG
emissions is expected for the water/wastewater stations under the 2024 ECDMP. For these facilities, the elec-
tricity consumption should be monitored annually to ensure that it does not increase beyond what is expected
from population growth, and opportunities for cost-saving energy measures should be investigated.
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8 Lighting
8.1 Asset Information
The streetlights and traffic signals sector tracks GHG emissions generated by the use of energy for streetlights,
traffic signals and other types of outdoor public lighting, such as park and recreational area lighting. Emissions in
this sector are typically produced indirectly from the use of grid electricity.
Public lighting assets represent the electricity use from streetlights, park lights, and traffic lights used by the Town
of Aurora. There are 4,800 street lights within the jurisdiction, all of which were retrofitted to LED in 2018.
ParkinglotsatTownfacilities: Alltown-ownedparkinglotsatmajorfacilitieswereretrofittoLEDlightingbetween
2014 and 2018. In addition, the Aurora Seniors Centre has a planned rehabilitation project for 2024, and parking
lot lighting will be assessed at that time for LED upgrades.
8.2 Historical Utility Use
Energyusefromoutdoorpubliclightingwasnotpreviouslytrackeduntil2022; thisdataconstitutesasmallportion
of the overall electricity consumption and it is assumed that the electricity consumed by streetlights, traffic lights,
and park lights has remained relatively constant.
8.3 Best Practices
The most common ECM pursued by municipalities to reduce the electricity consumed by public lighting is to
switch out the bulbs to LED. Also note that some municipalities have begun to implement solar street lights,
where feasible.
As a best practice, energy and emissions data should be sufficiently disaggregated so as to enable comparisons
of defined streetlight grids or different lighting types (e.g. park lights, traffic signals, etc.). Reporting energy and
emissions data according to defined streetlight grids enables more detailed comparisons based on the average
performance of fixtures in a select group of lights (e.g. tonnes CO2e/fixture), and can reveal opportunities to
invest in energy efficiency initiatives.
8.4 Energy Conservation Measures (ECMs)
8.4.1 Recommended ECMs
Most of the Town of Aurora’s street lights have already been converted to LED, but it is recommended that all
remaining street lights, park lights, stadium lights, and traffic lights are retrofitted to LED lights when possible.
8.5 Targets
No significant reduction in GHG emissions is expected for street lighting. The remaining outdoor public lights,
suchaslightsinsportsfields,shouldberetrofittedtoLED.RetrofittingtheselightstoLEDcouldresultinsignificant
energy savings from public lighting, and reduce the cost of electricity to operate these lights. The electricity
consumption should be monitored to ensure that it does not increase beyond what is expected from population
growth.
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9 Summary of Recommendations and Implementa-
tion Plan
9.1 Project plans
To achieve the Town’s goals, a GHG Reduction Plan is developed, and compared to the Business As Usual plan,
which is the projected scenario for if no recommended measures are implemented. Where possible, the year of
implementation for a measure in the plan was selected based on the end of useful life for the equipment being
replaced, obtained from the ten-year asset management plan as well as the most recent BCAs. A communications
strategywithmoredetailonaSteeringCommitteemadeupofTownstafftoensurethesuccessfulimplementation
of this ECDMP is presented in Section 9.1.4.
9.1.1 Short Term Plan (2025-2030)
Table 14 outlines the estimated costs for the Town and potential sources of funding associated with short term
climate action. Each action item identifies a magnitude of scale cost for the full implementation of the measure.
Detailed implementation costing will be defined through a business plan and program design stages. The costs
outlined below are subject to the Town’s regular capital budgeting process. Should Council endorse the 2024
ECDMP, the full scope of planned capital works for the next five years will be inserted in the Town’s next ten-
year capital investment plan. The final approval to proceed with each of these noted projects will be subject to
funding availability and project approval.
Summary of recommendations:
•Complete remaining measures from 2019 ECDMP.
•ASHRAE Level 3 Energy Audits for all facilities being considered for ECM implementation; these audits
should be performed alongside BCAs (every five years).
•GHGReductionPathwayFeasibilityStudyforfacilities, includinganassessmentofelectricinfrastructure, to
be used to determine opportunities for net-zero retrofits. The "Study: GHG reduction pathway feasibility"
funding opportunity can help cover the costs of these audits.
•Continue to take the actions listed in the Green Fleet Action Plan.
•Perform a fleet electrification feasibility study.
•As vehicles in the corporate fleet reach their end of useful life, replace them with electric alternatives.
Consider the "Capital project: Reduce fossil fuel use in fleets" funding opportunity for financial support.
•Perform regular corporate solid waste audits.
•Develop and implement a Waste Reduction Plan. The "Study: Waste reduction and diversion" and "Capital
project: Waste reduction and diversion" funding opportunities could help in the development and imple-
mentation of this plan.
•Conduct energy efficiency training for staff as required. Training on energy and energy efficiency should be
added as part of the Town’s onboarding process, and additional training and refreshers can be performed
as-needed.
•Implementation and monitoring
–Implement measures according to the designs agreed upon by design consultants and stakeholders.
–Currently, the Town has an energy performance system for its facilities, updated and monitored quar-
terly and reported on annually. All assets under this ECDMP should be included into this energy mon-
itoring and performance system, including fleet, water/wastewater facilities, propane use, waste and
public lighting (when feasible). Each asset’s energy consumption should be monitored with time and
compared against historical data to verify that the assets are meeting the targets from the ECMs which
have been implemented.
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–Once the BAS have been upgraded, building conditions and system function should be monitored
through the BAS. Through this, it can be verified that building conditions are being maintained as they
should, and that no energy is wasted through system inefficiencies (e.g. different HVAC zones fighting
each other, no energy is being consumed to heat the building if it is hot outside, etc.).
–Start tracking fuel consumed by personal vehicles owned by members of the Construction Adminis-
trators in Engineering and Capital Delivery department.
–Track fuel consumed by backup generators at water/wastewater facilities.
•Continue the implementation of the Green Procurement Policy.
•Develop a Sustainable Building Standard to ensure that new facilities are built while considering best prac-
tices regarding energy efficiency and reducing GHG emissions.
•Develop a Carbon Offset Policy/Procedure to prepare for the purchase of carbon offsets in the medium and
long term.
•Investigate opportunities to reduce energy consumption from the lighting and water/wastewater sectors
(i.e. opportunities to convert remaining public lighting to LED).
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Table 14: Short Term ECMs to Implement (2024-2029)Facility Measure description Project cost IncrementalcostGHGreductionElectricityreductionNatural gasreductionUtility costreductionSimplepayback--[$][$][tCO2e/yr][kWh/yr][m3/yr][$/yr][yrs]All facilitiesRemaining measures from 2019 ECDMP0070525,30228,30483,620-All facilitiesRemaining lights to LED80,52180,521-1108,851-2,42314,3765.6All facilitiesRemaining water fixtures to low-flow936936113,8091051,9710.5All facilitiesInvestigate and implement demand controlventilation15,35515,35564,9102,8871,7159.0All facilitiesRemaining occupancy sensors18,72618,7260.31,256123220>20Aurora Community CentreBAS upgrade0084,3464,2302,115-Aurora Family Leisure ComplexBAS upgrade00851,0613,4518,377-Aurora Family Leisure ComplexPool cover4,6194,6199155,1502,36922,5650.2Aurora Public LibraryBAS upgrade00319,5161,4973,265-Aurora Public LibraryHigh efficiency boiler replacement159,124159,124401,946693>20Aurora Seniors CentreOptimum HVAC scheduling6,4926,49249,4121,7861,9543.3Aurora Town HallBAS upgrade00725,4323,2644,723-Fleet: By-Law - Light dutyDecarbonize two vehicles400,000400,00018-19,458010,874>20Fleet: Facilities - Ice ResurfacersIce resurfacer vehicle decarbonization1,250,000222,5001-1,1510282>20Fleet: Parks - EquipmentDecarbonize 10 pieces of equipment1,200,000383,40015-19,29604,103>20Stronach Aurora Recreation ComplexBAS upgrade0038158,76117,18128,344-Stronach Aurora Recreation ComplexPool cover3,2463,2461655,8627,33010,4310.3All facilitiesMeasures to be identified in feasibilitystudies00134353,59864,32372,406-Total3,139,0181,294,9181611,349,258131,267272,032Notethatthefocusoftheshorttermplanistoimplement"quickwins", andtosetuptheinfrastructurerequiredtoimplementmoreaggressivemeasuresin the medium and in the long term. In addition, for fleet, the Town needs to improve their electrical infrastructure (i.e. install EV chargers at morelocations and perform upgrades to the electrical infrastructure as needed) before they can electrify the fleet. Because of this, there is not projected tobe a large decrease in GHG emissions in the short term.9.1.2 Short Term Implementation PlanThe short term implementation plan is outlined in Table 15.Table 15: Five-Year Implementation Plan SummaryAction Description Lead divi-sion/departmentProject cost Cost unit FundingopportunitiesKPIsFacilities - retrofits and buildingoptimizationThe focus of these measures is on lighting and controls measures,such as converting all remaining lights to LED, investigating andimplementing demand control ventilation and occupancysensors, and adding pool covers to the pools. Details of theindividual measures, anticipated GHG reduction, and estimatedcost are outlined in Section 4.4.CommunityServices-Facilities289,019$FCM: GHGimpact retrofitand FCM: GHGreductionpathway retrofitgrantsAnnual energy use(electricity andnatural gasconsumption)Energy Conservation and Demand Management Plan Town of Aurora 42Page 193 of 301
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Table 15: Five-Year Implementation Plan Summary(continued)Action Description Lead divi-sion/departmentProject cost Cost unit FundingopportunitiesKPIsFleet decarbonizationThe Town should continue to implement actions according to theGreen Fleet Action Plan, and when possible, decarbonize thefleet where possible (e.g. replacing the ice resurfacers withelectric ones). Details of the individual measures, anticipatedGHG reduction, and estimated cost are outlined in Section 5.4.OPS-Fleet2,850,000$FCM: Reducefossil fuel use infleetsAnnual fuel use(ethanol 10 andbiodiesel 5consumption)Energy auditsPerform energy audits for all facilities being considered for ECMimplementation to determine opportunities for net-zero retrofits,determine the feasibility of the ECMs detailed in this report, andgenerate more detailed design information for feasible ECMs.CommunityServices-Facilities254,500$Completion dateof each energyauditNet-Zero Pathway Feasibility Study -FacilitiesPerform a facilities feasibility study for the identification ofmeasures to be addressed in a GHG reduction pathway retrofitcapital project. Studies will consider the unique objectives andconstraints of the building owner (e.g., building condition, capitalbudgets, equipment renewal cycles, etc.), and provide a detailedexploration of multiple optimization scenarios.CommunityServices-Facilities andPDS-Engineering250,000$FCM Study:GHG reductionpathwayfeasibilityCompletion dateof each energyauditElectrical Infrastructure Feasibility StudiesInvestigate the feasibility of facility and fleet electrification byassessing the corporate electrical capacity.OPS-Fleet andPDS-Engineering250,000$FCM Study:Reduce fossilfuel use in fleetsElectrical capacityof main facilities(kW)Waste audit and waste reduction strategyPerform regular waste audits to track GHG emissions fromwaste. In addition, develop a Waste Reduction Plan to determinestrategies to reduce waste-related GHG emissions.PSD-Engineering orOPS-Waste50,000$FCM: Wastereduction anddiversion grantsDevelopment ofWaste ReductionPlanEmployee trainingTrain staff on energy efficiency and operation of new technologyimplemented during facility ECMs. Train fleet staff on operationand maintenance of new vehicles purchased during fleetdecarbonization.CommunityServices-Facilities,OPS-Fleet, andPDS-Engineering, asneeded15,000$Number ofemployees trainedEnergy performance monitoringData tracking to monitor and report on the ECDMP emissionsources.PDS-Engineering7,000$Number of assetsbeing monitoredTotal3,965,519$Energy Conservation and Demand Management Plan Town of Aurora 43Page 194 of 301
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9.1.3 Medium Term (2030-2035) and Long Term (2035-2050) Plans
In the medium and long term, it is necessary to pursue more aggressive actions to significantly reduce GHG
emissions. Using the feasibility studies completed in the short term, the medium and long-term strategies should
focusonimplementingmeasuressuchasHVACupgradestoheatpumpsinfacilitiesandadoptingmoreaggressive
fleet decarbonization initiatives. Additionally, other ECMs identified in the Net-Zero Pathway studies should be
prioritized for implementation.
If the recommended measures prove insufficient to achieve the Town’s GHG reduction targets in the medium
and long term, the consideration of carbon offsets is warranted. Carbon offsets involve indirect GHG emissions
reductions, often through activities like land restoration or tree planting to enhance global carbon storage. How-
ever, it is essential to recognize that carbon offsets do not directly reduce the Town’s GHG emissions and should
only be used if other measures fall short of meeting the Town’s goals. Additionally, it should be noted that as
more organizations adopt carbon offsets to address climate change, the cost of purchasing carbon offsets may
rise significantly.
Projections suggest that by 2035, the Town may need to allocate approximately $35,000 for carbon offsets to
achieve a 50% reduction in GHG emissions, with an estimated annual expenditure of around $110,000 by 2050
to achieve net-zero emissions. These estimates are based on quotes from the Quebec carbon offsets program,
which currently prices carbon offsets at $30.05 per tCO2e, projected to increase to $45.10 per tCO2e by 2030,
and assuming a general inflation rate of 2.2% beyond 2030.
General implementation plans for the medium and long term are outlined in Tables 16 and 17, respectively. The
list of measures listed here in the medium and long term are for the Town’s consideration only, and be revised
after a detailed project list and project cost is performed through the feasibilities studies being performed in the
short term period.
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Table 16: Medium Term ECMs (2030-2034) for Future Consideration
Facility Measure description GHG
reduction
Electricity
reduction
Natural gas
reduction
Utility cost
reduction
--[tCO2e/yr][kWh/yr][m3/yr][$/yr]
Aurora Community Centre Arena low-e ceiling, if feasible 1 49,255 0 6,896
Various Facilities DHW to heat pump 496 -920,617 272,521 -31,855
Aurora Community Centre Electrification of
dehumidification
26 -133,980 15,864 -13,109
Various Facilities Electrification of ice resurfacing
boiler
31 -155,729 18,440 -15,237
Fleet Equipment decarbonization 84 -105,140 0 26,400
Various Facilities HVAC to heat pump 525 -851,304 286,367 -17,222
Various Facilities Increase roof insulation thickness 16 0 8,281 2,948
Aurora Family Leisure Complex Pool heat to heat pump 12 -22,619 6,696 -783
Aurora Seniors Centre VVT or VAV system 1 -2,722 806 -94
Additional Recommendations Implementation of plans
identified during GHG Reduction
Pathways Feasibility Study.
N/A N/A N/A N/A
Additional Recommendations Implementation of plans
identified during fleet
electrification feasibility study.
N/A N/A N/A N/A
Additional Recommendations Continue to take actions listed in
the Green Fleet Action Plan
N/A N/A N/A N/A
Additional Recommendations Perform additional fleet
decarbonization where feasible.
N/A N/A N/A N/A
Additional Recommendations Continue to take the actions
determined by the Waste
Reduction Plan
42 N/A N/A N/A
Additional Recommendations Energy performance monitoring
(annual budget)
N/A N/A N/A N/A
Additional Recommendations Continually research low carbon
electricity generation
opportunities and feasibility
N/A N/A N/A N/A
Additional Recommendations If necessary, purchase carbon
offsets in 2035 to meet GHG
reduction targets
N/A N/A N/A N/A
Total 865 -1,707,626 496,102 -42,055
Total GHG emission reduction accounts for interactive effects and changes in the electricity grid emissions factor.
Note that "N/A" in columns for utility reduction indicate measures which will not have a direct impact on the utility.
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Table 17: Long Term ECMs (2035-2050) for Future Consideration
Facility Measure description GHG
reduction
Electricity
reduction
Natural gas
reduction
Utility cost
reduction
--[tCO2e/yr][kWh/yr][m3/yr][$/yr]
Various Facilities DHW to heat pump 24 -45,256 13,397 -1,566
Stronach Aurora Recreation
Complex
Electrification of
dehumidification
8 -38,695 4,582 -3,786
Aurora Sports Dome HVAC electrification 167 -848,156 100,428 -82,984
Various Facilities HVAC to heat pump 401 -744,027 220,247 -25,745
Various Facilities Increase roof insulation thickness 25 0 12,885 4,588
Fleet Light vehicle decarbonization 136 -145,602 0 81,374
Various Facilities Renewable energy generation 31 1,024,920 0 143,489
Additional Recommendations Implementation of plans
identified during GHG Reduction
Pathways Feasibility Study.
N/A N/A N/A N/A
Additional Recommendations Implementation of plans
identified during fleet
electrification feasibility study.
N/A N/A N/A N/A
Additional Recommendations Continue to take the actions
determined by the Waste
Reduction Plan
416 N/A N/A N/A
Additional Recommendations Energy performance monitoring
(annual budget)
N/A N/A N/A N/A
Additional Recommendations Research new technology to
identify additional opportunities
to reduce GHG emissions
N/A N/A N/A N/A
Additional Recommendations Maintain a carbon offset budget
until a 50% reduction in
emissions is achieved (annual
budget: $35,000 until 2040)
N/A N/A N/A N/A
Additional Recommendations If necessary, purchase carbon
offsets in 2050 to meet long
term (2050) GHG reduction
target of net zero GHG emissions
(annual budget)
N/A N/A N/A N/A
Total 788 -575,141 295,300 115,369
Total GHG emission reduction accounts for interactive effects and changes in the electricity grid emissions factor.
Note that "N/A" in columns for utility reduction indicate measures which will not have a direct impact on the utility.
9.1.4 Communications Strategy
This Communication Strategy is designed to guide the Town of Aurora in the creation of a Steering Committee
which will ensure the successful implementation of the 2024 ECDMP. This committee should meet on a quarterly
basis to discuss work in progress and tracking towards the goals established in the ECDM plan. The Steering
Committee will be made up of following groups:
•Energy and Climate Change Analyst
–Oversee energy management within all facilities, and act as central resource and contact for energy
efficiency matters.
–Monitor and track energy use in Town of Aurora facilities.
–Track and support teams to implement ECMs identified in the ECDM plan and otherwise.
–Facilitate implementation of staff training programs and employee engagement strategies.
•Water/Wastewater Supervisor
–Provide any necessary data to the energy analyst and assist with monitoring and tracking of energy
consumption.
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–Request input from Steering Committee Lead on decisions which may have energy impact.
–Advise Energy and Climate Change Analyst on strategies to reduce energy consumption and GHG
emissions and any operating changes that may impact GHG emissions.
–Lead implementation of Water/Wastewater ECMs.
•Fleet Supervisor
–Provide any necessary data to the energy analyst and assist with monitoring and tracking of energy
consumption.
–Request input from Steering Committee Lead on decisions which may have energy impact.
–Advise Energy and Climate Change Analyst on strategies to reduce energy consumption and GHG
emissions and any operating changes that may impact GHG emissions.
–Lead implementation of Fleet ECMs.
–Oversee Green Fleet Action Plan progress and ensure that the Town stays on track to meet their fleet
GHG reduction targets.
•Facilities Manager
–Provide any necessary data to the energy analyst and assist with monitoring and tracking of energy
consumption.
–Request input from Steering Committee Lead on decisions which may have energy impact.
–Advise Energy and Climate Change Analyst on strategies to reduce energy consumption and GHG
emissions and any operating changes that may impact GHG emissions.
–Lead implementation of Facility ECMs.
•Waste Supervisor
–Provide any necessary data to the energy analyst and assist with monitoring and tracking of energy
consumption.
–Request input from Steering Committee Lead on decisions which may have energy impact.
–Advise Energy and Climate Change Analyst on strategies to reduce energy consumption and GHG
emissions and any operating changes that may impact GHG emissions.
–Lead implementation of Waste ECMs.
–Oversee the regular conduction of corporate solid waste audits.
–Assist with development and implementation of Waste Reduction Plan.
–Oversee the communication and coordination with York Region to reduce waste GHG emissions by
improving the landfill and incineration systems.
•Engineering and Capital Delivery Manager
–Request input from Steering Committee Lead on decisions which may have energy impact.
–Assist Energy and Climate Change Analyst with implementation of ECMs.
–Assist with development of Town policies to reduce GHG emissions.
•Corporate Communications Manager
–Assist with improving communication of energy efficiency initiatives within the organization.
–Assist with implementing staff engagement strategies.
•Finance Manager
–Assist with the budgeting process for planned ECMs.
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–Lead the application process for accessing external funding.
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10 Plan ResultsThe projected GHG emissions and utility costs for the GHG reduction plan compared to the business-as-usual case are presented below. For thespecific year-by-year implementation plan used in scenario development, as well as additional utility use plots, see Appendix C.2018 Baseline30% Reduction50% Reduction80% Reduction2018 Baseline30% Reduction50% Reduction80% ReductionBusiness as PlannedGHG Reduction PlanGHG emissions
26313641465126313641465105001,0001,5002,0002,5003,0003,5004,000GHG emissions [tCO2e/yr]UtilityBiodiesel 5ElectricityEthanol 10Natural gasPropaneWaste GHGFigure 5: GHG Emissions Projection for Each Scenario
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Business as PlannedGHG Reduction PlanUtility cost
26313641465126313641465101,000,0002,000,0003,000,0004,000,0005,000,000Utility cost [$/yr]UtilityBiodiesel 5Electricity (blended)Ethanol 10Federal carbon chargeNatural gas (blended)PropaneFigure 6: Utility Cost Projection for Each Scenario
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10.1 Scenario Discussion
The following results are observed from the scenario analysis:
•The Business as Planned scenario is considered inviable, because it does not take specific action to achieve
GHG targets. In 2050, it exhibits annual utility costs roughly $705,856 (17%) higher than those in the GHG
reduction pathway, due to the greater energy use and due to the federal carbon charge.
•The maximum GHG emissions that can be achieved by pursuing the ECMs outlined previously is 62%. This
is contingent on being able to achieve net-zero waste emissions by 2050.
•Most of the significant reductions in GHG emissions are a result of measures taken in the medium and long
term to reduce the consumption of fossil fuels through process electrification.
•There is also a projected increase in the electricity grid emissions intensity with time. The electricity emis-
sions factor is still considerably lower than fossil fuel emissions factors, but this phenomenon will still make
it more difficult for the Town to meet their GHG reduction targets through electrification ECMs. To counter
this, the Town is encouraged to implement energy-efficient and renewable energy technology where pos-
sible.
•Remaining ethanol 10 and biodiesel 5 emissions are anticipated to account for roughly 22% of GHG emis-
sionsin2050. Currently,thereislimitedtechnologytoelectrifymediumorheavydutyfleetvehicles,limiting
the extent to which these emissions can be reduced. To mitigate this, the Town should seek opportunities
to reduce the usage of medium and heavy duty vehicles where possible, and should stay aware of current
technology to replace these vehicles with low-carbon options when possible.
10.2 Plan Results Summary
Based on the plans identified, the anticipated progress towards reducing GHG emissions is presented in Table 18.
Table 18: Plan Results Summary
Term GHG
Emissions
Utility Cost Electricity
Consumption
Natural Gas
Consumption
GHG Emissions
Reduction
Cumulative GHG
Percent Reduction
-[tCO2e/yr][$/yr][kWh/yr][m3/yr][tCO2e/yr][%]
Baseline 3,889 2,307,083 11,571,403 1,337,896 --
Current 3,100 2,133,708 11,368,706 930,583 788 20
Short Term Plan 3,116 2,567,271 9,981,362 799,317 -16 20
Medium Term Plan 2,251 2,779,848 11,688,989 303,215 865 42
Long Term Plan 1,463 3,522,832 12,264,129 7,914 788 62
In the short term, the electricity and natural gas consumption are projected to decrease. Note that the stagnating
reduction in GHG emissions during the short term is because there is a projected increase in the GHG emissions
factor of the electricity grid (shown in Appendix B), which makes it more difficult to decrease GHG emissions.
The focus of the short term plan is to establish the infrastructure needed to perform more aggressive measures,
as was outlined in more detail in Section 9.1.1.
While this ECDMP outlines comprehensive strategies to reduce the Town’s GHG emissions towards net-zero, it
is essential to acknowledge the external factors and evolving technologies that may impact the Town’s ability to
achieve this goal. One significant challenge is the dependence on grid emissions, which are subject to fluctuations
and regulatory changes beyond the Town’s control. However, various levels of government are targeting net-zero
emissions from the grid, which would significantly reduce the Town’s remaining GHG emissions in 2050. In addi-
tion, advancementsinheavy-dutyfleettechnology, suchashydrogen, compressednaturalgas, andimprovements
to EV technology, could decrease the Town’s remaining fleet emissions. The potential for renewable heat gener-
ation, such as geothermal or waste heat recovery, has not been fully explored in this plan but holds promise for
further emissions reduction. Finally, deeper investigation into renewable energy sources beyond solar PV could
provide additional avenues to decrease emissions. As technology evolves, there will be additional opportunities
to reduce the Town’s GHG emissions and bridge the gap towards net-zero.
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ENERGY CONSERVATION AND DEMAND
MANAGEMENT PLAN
APPENDICES
TOWN OF AURORA
May 1, 2024
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Table of Contents
Page
A Appendix A: Additional Fleet Information 1
B Appendix B: Methodology Details 4
B.1 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
B.2 Analysis Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
B.2.1 Scenario Analysis Definitions .............................5
B.2.2 ECM Methodology ..................................6
B.2.3 Scenario Analysis Methodology ............................6
B.3 Analysis Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
B.4 Waste Sector Emissions Calculation Details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
B.5 Utility Use Baseline Recalculation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
C Appendix C: Additional Scenario Utility Use Results 12
C.1 Annual Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
C.2 Electricity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
C.3 Natural Gas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
C.4 Propane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
C.5 Ethanol 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
C.6 Biodiesel 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
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A Appendix A: Additional Fleet Information
The corporate fleet considered under this Energy Conservation and Demand Management Plan are summarized
in Table 1. Dashes indicate data that were not available at the time of review.
Table 1: Fleets summary
Category Department Vehicle ID Description Make and model
Fleet: Equipment Fleet: Arboretum Vehicle 27518 275-18: Tractor (Arbortreum)John Deere X380
Fleet: Arboretum Vehicle 299 299: Tractor John Deere 4320
Fleet: Facilities Vehicle 58022 580-22: Lawn Tractor John Deere X350
Fleet: Facilities Vehicle 58122 581-22: Lawn Tractor John Deere X350
Fleet: Facilities Vehicle 588 588: Scissor Lift SJIII3226
Fleet: Facilities Vehicle 589 589: Telescopic Lift Genie AWP .25s
Fleet: Facilities Vehicle 590 590: Ice Resurfacer Olympia Millenium
Fleet: Facilities Vehicle 593 593: Ice Resurfacer Zamboni 526
Fleet: Facilities Vehicle 595 595: Ice Resurfacer Zamboni 526
Fleet: Facilities Vehicle 596 596: Ice Resurfacer Zamboni 525
Fleet: Facilities Vehicle 597 597: Ice Resurfacer Zamboni 526
Fleet: Facilities Vehicle 59920 599-20: John Deer 1575 John Deer 1575
Fleet: Parks Vehicle 216 216: Portable Welder Red-D-Arc D300K
Fleet: Parks Vehicle 230 230: Off-Road Utility Vehicle Kubota RTV 1100
Fleet: Parks Vehicle 23522 235-22: Off-Road Utility Vehicle Kubota RTV 1100
Fleet: Parks Vehicle 23821 238-21: Backhoe John Deere 310 SL / HL Backhoe
Fleet: Parks Vehicle 24020 240-20: Tractor Massey Ferguson 1750MH
Fleet: Parks Vehicle 24120 241-20: Tractor Case Farmall 75A
Fleet: Parks Vehicle 241 241: Tractor John Deere 5225
Fleet: Parks Vehicle 242 242: Tractor John Deere 5115M
Fleet: Parks Vehicle 243 243: Line Painter John Deere F1435
Fleet: Parks Vehicle 245 245: Zero Turn Mower Kubota ZD1211
Fleet: Parks Vehicle 246 246: Zero Turn Mower Kubota ZD1211
Fleet: Parks Vehicle 247 247: Zero Turn Mower Kubota ZD1211R
Fleet: Parks Vehicle 248 248: Zero Turn Mower Kubota ZD1211R
Fleet: Parks Vehicle 249 249: Zero Turn Mower Kubota ZD1211R
Fleet: Parks Vehicle 250 250: Zero Turn Mower Kubota ZD1211R
Fleet: Parks Vehicle 251 251: Zero Turn Mower Kubota ZD1211R
Fleet: Parks Vehicle 25219 252-19: Bobcat Mini Excavator Bobcat E26
Fleet: Parks Vehicle 25319 253-19: Bobcat Skid Steer Track Loader Bobcat T590
Fleet: Parks Vehicle 254 254: Articulaling Compact Wheel Loader John Deere 324J
Fleet: Parks Vehicle 25519 255-19: Wide Area Mower Toro Groundsmaster 5910
Fleet: Parks Vehicle 25619 256-19: Wide Area Mower Toro Groundsmaster 5910
Fleet: Parks Vehicle 270 270: Wood Chipper Bandit Intimidator 12XP
Fleet: Parks Vehicle 272 272: Roto Tiller Attachment Rotodairon / RD150N1VF
Fleet: Parks Vehicle 282 282: Snow Plow Attachment HLA Snow Wing 4200W
Fleet: Parks Vehicle 377 377: Greens Mower Toro Greenmaster 1000
Fleet: Parks Vehicle 3966 396-6: 21 inch Rotary Hand Mowers A Model 22260 Lawn Boy
Fleet: Parks Vehicle 396 396: 21 inch Rotary Hand Mowers F Model 22260 Lawn Boy
Fleet: Parks Vehicle 24021 Vehicle 24021 2021 Massey Ferguson
Fleet: Parks Vehicle 257 Vehicle 257 John Deere 997 Z TRAK
Fleet: Parks Vehicle 261 Vehicle 261 ZD 326RP
Fleet: Roads Vehicle 199 199: Forklift Toyota 8FGCU25
Fleet: Roads Vehicle 4021 40-21: Street Sweeper Pelican
Fleet: Roads Vehicle 41 41: Street Sweeper Elgin Broom Bear
Fleet: Roads Vehicle 4419 44-19: Bobcat Skid Steer Loader Bobcat
Fleet: Roads Vehicle 45 45: Front End Loader Caterpillar 924K
Fleet: Roads Vehicle 46 46: Front End Loader Caterpillar 924K
Fleet: Roads Vehicle 50 50: Sidewalk Tractor John Deere 3720
Fleet: Roads Vehicle 5119 51-19: Articulating Trackless Sidewalk Tractor Trackless MT
Fleet: Roads Vehicle 52 52: Sidewalk Tractor John Deere 3720
Fleet: Roads Vehicle 54 54: Steam Jenny Thompson
Fleet: Roads Vehicle 55 55: Portable Air Compressor Sullair ST185
Fleet: Roads Vehicle 7019 70-19: Graco Line Painter /Zone Painter Graco
Fleet: Roads Vehicle 87 87: Asphalt Roller Caterpillar CB14
Fleet: Water/Wastewater Vehicle 110 110: Valve Turner (Electric)Wachs
Fleet: Water/Wastewater Vehicle 112 112: Hydrant Pump Shindaiwa
Fleet: Water/Wastewater Vehicle 56 56: Valve Exercise Trailer EH Wachs Compact VMT
Fleet: Water/Wastewater Vehicle 81 81: Water Pump (Water) 3 inch Honda WP 30x
Fleet: Heavy duty Fleet: Parks Vehicle 20721 207-21: 1 Ton 4x4 Pick-up Ford F350
Fleet: Parks Vehicle 223 223: 3 ton Arborist Truck Ford F550
Fleet: Parks Vehicle 225 225: 2 ton Dump Truck Ford F450 DRW
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Table 1: Fleets summary (continued)
Category Department Vehicle ID Description Make and model
Fleet: Parks Vehicle 22621 226-21: 2 Ton Dump Truck Ford F450 DRW
Fleet: Parks Vehicle 227 227: 2 ton Dump Truck Ford F450 DRW
Fleet: Parks Vehicle 22819 228-19: 2 ton Dump Truck Ford F450 DRW
Fleet: Parks Vehicle 229 229: 3 ton Garbage Compactor Ford F550
Fleet: Roads Vehicle 15 15: 2 ton Dump Truck Ford F450 DRW
Fleet: Roads Vehicle 1617 16-17: 3 ton (Sign Truck) Diesel Super Duty F-550 XL (Sign Truck) Roads
Fleet: Roads Vehicle 1721 17-21: 4 Ton Roll Off Truck Ford F750
Fleet: Roads Vehicle 18 18: 1 ton 4x4 Pick-up Chevrolet 3500 HD
Fleet: Roads Vehicle 2421 24-21: 2 Ton Dump Truck Ford F450 DRW
Fleet: Roads Vehicle 2519 25-19: 6 ton Diesel Dump with Sander Freightliner 108SD
Fleet: Roads Vehicle 2623 26-23: 6 ton Diesel Dump with Sander Freightliner SD
Fleet: Roads Vehicle 26 26: 6 ton Diesel Dump with Sander Freightliner 108SD
Fleet: Roads Vehicle 2719 27-19: 6 Ton Diesel Dump with Sander International HV
Fleet: Roads Vehicle 2821 28-21: 6 ton Diesel Dump with Sander International HV
Fleet: Roads Vehicle 28 28: 6 ton Diesel Dump with Sander Freightliner FM2
Fleet: Roads Vehicle 2919 29-19: 6 ton Diesel Dump with Sander (Tandem)Freightliner 114SD
Fleet: Roads Vehicle 30 30: 6 ton Diesel Dump with Sander International 70S
Fleet: Roads Vehicle 3123 31-23: 6 ton Diesel Dump with Sander Freightliner SD
Fleet: Roads Vehicle 32 32: 6 ton Diesel Dump with Sander Freightliner 108SD
Fleet: Roads Vehicle 3422 34: 6 Ton Diesel Multi Purpose Dump (Tandem)Frieghtliner 114SD
Fleet: Roads Vehicle 38 38: 3 ton Dump Truck Ford F550
Fleet: Light duty Fleet: Arboretum Vehicle 297 297: Off-Road Utility Vehicle Kubota RTV 1100C
Fleet: By-Law Vehicle 401 401: 1/4 ton 4x4 Pick-up Nissan Frontier Crewcab SV
Fleet: By-Law Vehicle 402 402: 1/4 ton Pick-up Nissan Frontier SV
Fleet: By-Law Vehicle 40319 403-19: Police Interceptor (Explorer SUV)Ford Explorer
Fleet: By-Law Vehicle 40419 404-19: Police Interceptor (Explorer SUV)Ford Explorer
Fleet: By-Law Vehicle 40518 405-18: Ford Van Ford Transit
Fleet: By-Law Vehicle 40621 406-21: Ford Explorer Hybrid SUV Ford Explorer
Fleet: Facilities Vehicle 50021 500-21: 1/2 ton Pick-up Ford F150
Fleet: Facilities Vehicle 502 502: 1/2 ton Pick-up Ford F150
Fleet: Facilities Vehicle 50321 503-21: 1/2 ton Pick-up Ford F150
Fleet: Facilities Vehicle 504 504: 1/2 ton Pick-up Chevrolet Silverado
Fleet: Parks Vehicle 20121 201-21: Hybrid SUV Ford Explorer
Fleet: Roads Vehicle 1 1: 1/2 ton Pick-up Ford F150
Fleet: Roads Vehicle 13 13: 1/2 ton Pick-up Ford F150
Fleet: Roads Vehicle 2 2: Hybrid SUV Ford
Fleet: Roads Vehicle 23 23: 1/2 ton Pick-up Chevrolet Silverado
Fleet: Roads Vehicle 6 6: 1/2 ton Pick-up Ford F150
Fleet: Roads Vehicle 721 7-21: 1/2 Ton Pick-up Ford F150
Fleet: Roads Vehicle 618 Vehicle 618 2018 Ford F150
Fleet: Water/Wastewater Vehicle 10 10: 1/2 ton Pick-up Ford F150
Fleet: Water/Wastewater Vehicle 63 63: 1/4 ton Pick-up Chevrolet Colorado
Fleet: Water/Wastewater Vehicle 8 8: 1/2 ton Supercab Pick-up Ford F150
Fleet: Water/Wastewater Vehicle 9 9: 1/2 ton Supercab Pick-up Ford F150
Fleet: Medium duty Fleet: Facilities Vehicle 50119 501-19: 3/4 ton Cargo Van Ford Transit
Fleet: Facilities Vehicle 505 505: 3/4 ton Cargo Van Nissan NV2500
Fleet: Parks Vehicle 20019 200-19: 3/4 ton Pick-up Ford F250 (3/4)
Fleet: Parks Vehicle 201 201: 3/4 ton Pick-up Ford F250 (3/4)
Fleet: Parks Vehicle 20219 202-19: 3/4 ton Pick-up Ford F250
Fleet: Parks Vehicle 203023 203-23: 3/4 Ton Pick-up Ford F250 (3/4)
Fleet: Parks Vehicle 20422 204-22: 3/4 Ton Pick up 4x4 Ford F250
Fleet: Parks Vehicle 204 204: 3/4 ton Pick-up Chevrolet Silverado
Fleet: Parks Vehicle 205 205: 3/4 ton Pick-up Ford F250
Fleet: Parks Vehicle 206 206: 3/4 ton Pickup Ford F250
Fleet: Parks Vehicle 208 208: 3/4 ton Pick-up 4x4 Ford F250
Fleet: Parks Vehicle 209 209: 3/4 ton Pick-up 4x4 Ford F250
Fleet: Parks Vehicle 21221 212-21: 3/4 Ton Pick-up 4x4 with Lift Gate Ford F250
Fleet: Parks Vehicle 22417 224-17: 3/4 ton Pick-up Crewcab Dodge Ram 2500
Fleet: Roads Vehicle 2221 22-21: 3/4 Ton Pick-up 4x4 with Lift Gate Ford F250
Fleet: Roads Vehicle 2322 23-22: 3/4 Ton Pick-up 4x4 Ford F250
Fleet: Roads Vehicle 419 4-19: 3/4 ton Pick-up Ford F250
Fleet: Roads Vehicle 521 5-21: 3/4 Ton Pick-up 4x4 with Lift Gate Ford F250
Fleet: Roads Vehicle 2219 Vehicle 2219 2021 Ford F250
Fleet: Water/Wastewater Vehicle 61 61: 3/4 Ton Cargo Van Nissan NV 2500
Fleet: Water/Wastewater Vehicle 62 62: 3/4 Ton Cargo Van Nissan NV 2500
Fleet: Water/Wastewater Vehicle 6420 64-20: 3/4 Ton Cargo Van Ford Transit 250
Fleet: Other Fleet: Arboretum Vehicle 710 Vehicle 710 Arboretum gasoline jerry can
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Table 1: Fleets summary (continued)
Category Department Vehicle ID Description Make and model
Fleet: Arboretum Vehicle 711 Vehicle 711 Arboretum diesel jerry can
Fleet: Facilities Vehicle 706 Vehicle 706 ACC gasoline jerry can
Fleet: Facilities Vehicle 707 Vehicle 707 AFLC gasoline jerry can
Fleet: Facilities Vehicle 708 Vehicle 708 SARC gasoline jerry can
Fleet: Facilities Vehicle 709 Vehicle 709 SC gasoline jerry can
Fleet: Parks Vehicle 700 Vehicle 700 Parks gasoline jerry can
Fleet: Parks Vehicle 701 Vehicle 701 Parks diesel jerry can
Fleet: Roads Vehicle 702 Vehicle 702 Roads gasoline jerry can
Fleet: Roads Vehicle 703 Vehicle 703 Roads diesel jerry can
Fleet: Roads Vehicle 713 Vehicle 713 Diesel Transfer Tank
Fleet: Water/Wastewater Vehicle 704 Vehicle 704 Water gasoline jerry can
Fleet: Water/Wastewater Vehicle 705 Vehicle 705 Water diesel jerry can
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B Appendix B: Methodology Details
B.1 Methodology
The 2024 ECDMP follows municipal best practices in the development of its energy and GHG emission inventory
by following the PCP Protocol while also meeting methodology outlined under the O. Reg. 23/25. To complete
the analysis, the following methodology was applied.
1.Measurement boundary. The utility use baseline analysis measurement boundary was defined by the fol-
lowing baseline year and assets, and encompasses the utility use of the utilities identified below.
(a)GHG emissions baseline year. The GHG emissions baseline year of the Energy Conservation and De-
mand Management Plan is as follows.
•2018.
(b)Assetidentification. The assets considered in the ECDMP are those that are owned by Town of Aurora
within the following sectors. The assets are reviewed in greater detail in Sections ??to ??.
•Buildings
•Fleet (propane use new to 2024 ECDMP)
•Water and wastewater facilities
•Lighting (new to 2024 ECDMP)
•Solid waste (new to 2024 ECDMP)
•Solar photovoltaic energy
(c)Utility identification. The utilities considered in the Energy Conservation and Demand Management
Plan are as follows.
•Electricity
•Natural gas
•Gasoline
•Ethanol 10 (new to 2024 ECDMP)
•Diesel
•Biodiesel 5 (new to 2024 ECDMP)
•Propane (new to 2024 ECDMP)
2.Historical utility use. The historical utility use was provided by the Town and serves as the primary data
source for establishing baseline metrics (i.e. baseline GHG emissions and utility costs are calculated by ap-
plying assumed factors and rates to the actual measured utility use). The historical utility use data provided
was analyzed and summarized in Sections ??and ??. Note that the data presented in these sections includes
all relevant utility use data received from the Town (i.e. no relevant utility use data that was received was
omitted unless explicitly noted). For the corporate fleet’s fuel consumption, it is assumed that the fleet
consumed gasoline and diesel up until 2020, when the Cleaner Transportation Fuels regulation (O. Reg.
663/20) required a transition to ethanol 10 and biodiesel 5.
3.GHG emissions analysis. The baseline GHG emissions were analyzed to understand which assets, asset
types, utilities, and sectors have the greatest contributions to yearly GHG emissions. Results are presented
in Section ??.
4.Waste GHG emission calculation. GHG emissions due to solid waste are calculated according to the guide-
lines established by the PCP protocol. The Town does not own a landfill or waste incineration facility,
ultimate management of solid waste is the responsibility of York Region. Two of these sites are landfill sites,
and the other three are energy from waste centres. It is assumed that 50% of the waste is sent to a landfill
site, and the other 50% is sent to a energy from waste centre. The GHG emissions from landfilled waste are
calculated as per the PCP protocol, and the methodology is outlined in Appendix B. The PCP protocol does
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not provide a methodology to calculate GHG emissions for waste-to-energy centres, so the approach used
by the GHG Protocol for municipalities is followed: because the waste is exported for energy generation
outside of the boundaries of the Town, these emissions are excluded from this report.
5.Inclusion and exclusion protocols for GHG sources. The PCP inclusion and exclusion protocols for each
asset are listed below.
•Facilities.
–Inclusion:All facilities owned and/or operated by the municipality, including any which are leased to
another entity.
•Fleet.
–Inclusion:All direct and indirect emissions generated by using motor fuels to operate corporate vehi-
cles and equipment, including on and off-road vehicles owned and/or operated by the municipality.
–Exclusion:If the electricity consumed by a vehicle or piece of equipment cannot be distinguished from
electricity consumed by a building, the electricity consumed by these vehicles can be reported with
the facility emissions.
–Business travel using personal vehicles:Will be considered in a future ECDMP update.
•Waste Sector.
–Inclusion:All GHG emissions generated from the Town’s corporate solid waste, including from the
following sources: facilities receptacles, park receptacles, and other public receptacles in which the
Town directly collects.
–Exclusion:Allresidentialandlocalbusiness’wasteisexcludeastheyarecollectedthroughtheRegional
Municipality of York’s waste system and GHG emissions from those sources are accounted for under
the Community-level emissions inventory.
•Water / Wastewater.
–Inclusion:All Town-owned water and wastewater pumping stations.
–Exclusion:Emissions from water and wastewater infrastructure owned by a neighbouring municipality
or York Region.
•Public Lighting.
–Inclusion:All indirect emissions generated from the use of electricity for outdoor lighting, including
streetlights, traffic signals, and park lighting owned and/or operated by the municipality.
–Exclusion:Streetlight emissions from streetlights owned by a neighbouring municipality or York Re-
gion.
B.2 Analysis Methodology
B.2.1 Scenario Analysis Definitions
The following terms are defined for clarity concerning the scenario analysis.
•Measure. An actionable opportunity to reduce utility use or GHG emissions pertaining to a specific asset.
•Possible measures. The set of measures that could potentially be implemented for each individual asset.
•Measure implementation plan. A plan for measures to be implemented at each asset, consisting of the
following details.
–A set of measures to be implemented and the asset for which each measure is to be implemented.
–The year during which each measure is to be implemented, for each asset.
•Scenario. A possible iteration of a measure implementation plan.
•GHG reduction roadmap. The recommended measure implementation plan.
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B.2.2 ECM Methodology
Assumptions related to modelling energy conservation measures (ECMs) are listed below.
Buildings:
•Many of the building-specific measure concepts and data, including project cost estimate and utility use
impact estimates, were obtained from Energy Audits completed in 2017. These measures were included
to provide greater granularity and flexibility in scenario development. Please refer to Energy Audit reports
for more detail. Note that for these measures, the cost was taken from the audits, updated to 2024 costs
assuming an average inflation rate of 3.2%. For "Remaining" measures, such as "Remaining lights to LED",
the retrofits were partially completed (for instance, Town Hall LED retrofits occurred on the first and second
floors, and are pending for the third floor), and the cost is halved compared to what was reported in the
Energy Audits.
•Some measures were also taken from the 2022 BCAs. Note that energy audits were not completed as
part of the BCAs in 2022, so cost and utility reduction information for these measures is assumed as it is
in other recommended measures, as detailed in the next point. It is recommended that ASHRAE Level 3
energy audits be performed alongside the next BCAs.
•In addition to measures obtained from the 2017 Energy Audits and 2022 BCAs, additional measures were
developed within the scope of this ECDMP with the specific intent of reducing GHG emissions. Such mea-
sures typically involved fuel conversion initiatives to reduce fuel utility use and associated GHG emissions.
While many measures from the Energy Audits reduce GHG emissions, measures for minimizing GHG emis-
sions were not analyzed in some of the 2017 Energy Audits. For these additional measures, the cost and
utility reduction information is assumed based on recent projects done on similar buildings. The cost esti-
mates include all anticipated fees of implementing the project, including the design, equipment, installation,
and electrical upgrades (where applicable). These costs include a design contingency of 25% and a con-
struction contingency of 10% to account for uncertainty in the cost. It is recommended that in the next
ECDMP update, more accurate costs are taken based on the feasibility studies undertaken over the next
five year period.
Fleet:
•Measures were developed within the scope of this ECDMP with the specific intent of reducing GHG emis-
sions. Such measures typically involved fuel conversion initiatives to reduce fuel utility use and associated
GHG emissions. The cost and utility reduction information is assumed based on recent projects done.
•Vehicle electrification measures are intended to be done gradually, while replacing vehicles at their end of
useful life. This measure represents the completion of fleet electrification.
•Costs were estimated based on the number and size of the vehicles being replaced in each department.
B.2.3 Scenario Analysis Methodology
The scenario analysis was completed according to the following methodology.
1.Possible measures. Each asset considered under this Energy Conservation and Demand Management Plan
was reviewed and specific measures that could be implemented for each specific asset were identified.
This included a review of Energy Audit reports completed by Stantec in 2017, the 2022 BCAs, and the
identification of additional measures focused on reducing GHG emissions. Unless otherwise stated, where
possible, the year of implementation for each measure corresponds with the year it’s set to be replaced,
as per the asset management plan. The feasibility of measures was then checked by performing interviews
and workshops with staff, which are ongoing. As part of this process, the following were quantified for each
possible measure.
•Project cost estimated to implement the measure. For measures derived from Energy Audit reports
completed by Stantec in 2017, project costs were taken from reports but updated to 2024 costs, as-
suming an average inflation rate of 3.2% based on data reported by Statistics Canada. For additional
measures focused on reducing GHG emissions, project costs were approximated based on asset sizes /
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quantities. It should be emphasized that project cost estimates presented in this analysis are high-level
approximations only. The primary intent of project cost estimates in this analysis is to evaluate scenar-
ios relative to each other. It is recommended that more detailed project cost estimates be completed
for project budgeting purposes.
•The measure’s expected impact on utility use, GHG emissions and utility costs.
2.Scenario development. For the scenario that was identified, a specific measure implementation plan that
considers all assets in all sectors was developed. The development of the scenario involved selecting which
of the possible measures would be implemented for each asset, and when, to achieve the objectives of that
scenario. This process involved iteratively modeling the expected impacts on project costs / utility use /
GHG emissions as measures were assigned to each scenario, to assure that the objectives of the scenario
were reasonably achieved.
3.Scenario utility analysis. A utility analysis was completed for each scenario, in which the yearly utility use
for each asset was projected from 2022 to 2050 (i.e. the evaluation period) for all utilities (i.e. Electricity,
Natural Gas, Ethanol 10, Biodiesel 5, Propane, and Waste GHG), based on the measure implementation plan
specific to each scenario. Also, yearly project costs, GHG emissions and utility costs were projected from
2022 to 2050 based on the yearly utility use projections for each scenario by applying the assumed GHG
factors and utility cost rates indicated in Section B.3. All future financial expenditures were projected in
current dollar values (i.e. future costs were not adjusted for inflation, and cumulative cost estimates were
not discounted back to present value).
B.3 Analysis Assumptions
Assumptions applied throughout the utility baseline and scenario analysis are summarized as follows.
•The GHG emissions factor associated with Ontario’s electricity grid was assumed to change over time.
Where available, the past values were taken from the National Inventory Report (NIR) for historical emis-
sions factors values. For values that weren’t available from the NIR (2022 and beyond), these values were
calculated based on projections made by the IESO, inferred from the IESO’s Annual Planning Outlook, De-
cember 2021. Figure 1 presents the electricity grid GHG emissions factors assumed over the evaluation
period.
0
20
40
60
80
100
17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51
Year after 2000Electricity GHG emissions factor (gCO2ekWh)Figure 1: Electricity GHG emissions factor projection (Source: IESO Annual Planning Outlook 2021)
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•Other GHG emissions factors were assumed as per Table 2 (source: 2022 National Inventory Report).
Table 2: GHG Emissions Factor Assumptions
Utility Unit Value
Electricity [gCO2e/kWh] 30
Natural gas [gCO2e/m3] 1921
Propane [gCO2e/L] 1515
Gasoline [gCO2e/L] 2307
Ethanol 10 [gCO2e/L] 2227
Diesel [gCO2e/L] 2680
Biodiesel 5 [gCO2e/L] 2600
•Utility cost rate assumptions for the utility use baseline analysis are as per Table 3. Note that the federal
carbon charge is delineated from associated fuel utility costs and accounted for explicitly, for greater gran-
ularity. Also note that the values presented are the values taken from 2018. Utility cost rates are typical for
industry and were obtained from sources such as IESO, and carbon offset costs were obtained from Bullfrog
power. These costs are projected to increase annually with an average inflation rate of 2.2%.
Table 3: Utility Cost Rate Assumptions
Utility Unit Value
Electricity [$/kWh] 0.14
Natural gas [$/m3] 0.26
Propane [$/L] 0.6
Gasoline [$/L] 1.5
Ethanol 10 [$/L] 1.5
Diesel [$/L] 1.5
Biodiesel 5 [$/L] 1
Waste GHG [$/tCO2e] 0
Carbon offsets [$/tCO2e] 30.05
Federal carbon charge [$/tCO2e] 0
•Utility cost rates for federal carbon charge. The federal carbon charge was assumed to change over time,
based on existing legislation. In this analysis, the federal carbon charge is applied to all GHG emissions
associated with scope 1 GHG emissions (GHG emissions due to direct fuel combustion). Figure 2 presents
the federal carbon charge rates assumed over the evaluation period.
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0
25
50
75
100
125
150
175
15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51
Year after 2000Federal carbon charge rate ($tCO2e)Figure 2: Federal carbon charge projection (Source: Government of Canada (up to 2030); Assumed (After 2030))
B.4 Waste Sector Emissions Calculation Details
The Town of Aurora does not own a landfill or waste incineration facility, and sends its waste to facilities owned
byYorkRegion. Twoofthesesitesarelandfillsites, andtheotherthreearewaste-to-energycentres. Itisassumed
that 50% of the waste is sent to a landfill site, and the other 50% is sent to a waste-to-energy centre.
The PCP protocol does not provide a methodology to calculate GHG emissions for waste-to-energy centres, so
the approach used by the GHG Protocol for Cities is followed - as the waste is exported for energy generation
outside of the boundaries of the Town, these emissions are excluded from this report.
For the waste sent to landfill, GHG emissions are calculated as per the PCP protocol, and the methodology is
outlined below.
•The annual quantity of solid waste generated by the Town of Aurora is estimated.
–For each corporate-owned facility, park, and public receptacle, the annual volume of waste is esti-
mated.
–This is done by measuring the garbage bin capacity and number, how full the bin usually is at pickup,
and frequency of garbage pickup.
–The waste volume is converted to tons by assuming a volume to weight conversion factor of 0.178
tonnes/m3.
–The total annual mass of corporate waste is obtained by doing this for each corporate-owned waste
receptacle and taking the sum.
•The waste composition is assumed as per the general municipal solid waste composition values for North
America,providedbythe2006IPCCGuidelinesforNationalGreenhouseGasInventories,andlistedinTable
4.
•For each waste category, the degradable organic carbon (DOC) factor is computed by taking taking the sum
of the fraction of a waste category present in the waste stream times its DOC. Specific data for the waste
composition was not available from the Town, so general numbers from a solid waste composition study
are used, as per Table 4.
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Table 4: Waste Composition Assumptions
Waste Category Composition Percentage Degradable Organic Carbon
Food 0.34 0.15
Paper/Cardboard 0.23 0.40
Wood Products 0.06 0.43
Textiles 0.04 0.24
Plastics and other inerts (glass, metal, etc.) 0.33 0.15
•The quantity of methane generated by the landfilled waste is calculated by multiplying the mass of waste
by the DOC, fraction of DOC dissimilated (using the PCP protocol default value of 0.6), fraction of methane
in the landfill gas (using the PCP protocol default value of 0.5), and stoichiometric ratio between methane
and carbon (16/12).
•From this, the downstream GHG emissions (in tCO2e) can be calculated by multiplying the quantity of
methane by 21 (the global warming potential of CH4), (1-OX) (where OX is the oxidation factor, using the
PCP protocol default value of 0.1), and (1-f) (where f is the fraction of methane emissions recovered by the
landfill gas collection system). f is calculated to be 0.65 based on the default values for a comprehensive
landfill gas collection system.
B.5 Utility Use Baseline Recalculation
The 2018 baseline based on the data available from the 2019 ECDMP is presented below:
Table 5: Town of Aurora 2018 Energy Consumption and GHG Emissions Summary as Presented in the 2019 ECDMP
Administrative
Offices
Public
Facilities
Indoor
Recreation
Facilities
Water/
Wastewater
Facilities
Fleet Total
Electricity
Consumption
[kWh/yr] 1,299,380 1,220,316 6,761,361 118,358 - 9,399,415
Natural Gas
Consumption
[m3/yr] 193,359 119,928 921,252 - - 1,234,539
GHG
Emissions
[tCO2e] 421 279 2,030 5.1 491 3,226
Since2018, theTownofAurorahasacquirednewassetswhichmustbeconsideredinthisplan, suchastheAurora
Sports Dome and the buildings on Yonge street. Additionally, data for assets (such as some of the street lights
and wastewater stations) was not available in 2018, but must be considered to comply with the PCP inclusion
protocol.
To establish a fair basis of comparison, if assets did not have utility data available in a given year, it is assumed
that the utility consumption in the baseline year was approximately the same as the consumption in the oldest
year where utility use data is available. This is accounted for in the adjusted baseline data, presented in in Table
6, as well as the historical utility use trends.
Baseline GHG emissions were calculated by multiplying yearly utility use by the respective GHG emissions factor
(see the assumed GHG emissions factors in Table 2). Baseline utility costs were calculated by multiplying yearly
utility use by the respective blended utility cost rates (see the assumed utility cost rates in Table 3).
The utility use baseline, for the baseline year of 2018, is summarized in Table 6.
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Table 6: Town of Aurora 2018 Adjusted Baseline Energy Consumption and GHG Emissions Summary
Category Utility Unit Value
Utility use Electricity [kWh/yr] 11,559,160
Natural gas [m3/yr] 1,337,896
Propane [L/yr] 705
Gasoline [L/yr] 144,831
Diesel [L/yr] 82,185
Waste GHG [tCO2e/yr] 416
Carbon offsets [tCO2e/yr] 0
GHG emissions Electricity [tCO2e/yr] 347
Natural gas [tCO2e/yr] 2,570
Propane [tCO2e/yr] 1
Gasoline [tCO2e/yr] 334
Diesel [tCO2e/yr] 220
Waste GHG [tCO2e/yr] 416
Carbon offsets [tCO2e/yr] 0
GHG emissions Total [tCO2e/yr] 3,888
Utility cost Electricity [$/yr] 1,618,282
Natural gas [$/yr] 347,853
Propane [$/yr] 423
Gasoline [$/yr] 217,247
Diesel [$/yr] 123,278
Waste GHG [$/yr] 0
Carbon offsets [$/yr] 0
Federal carbon charge [$/yr] 0
Utility cost Total [$/yr] 2,307,083
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C Appendix C: Additional Scenario Utility Use Results
C.1 Annual Plans
The annual plans considered in the scenario analysis are outlined in Table 7.
Table 7: Measure Implementation Plans
Plan Year Facility Measure
GHG Reduction Plan 2025 Aurora Seniors Centre Remaining exterior lights to LED
2025 Aurora Seniors Centre Remaining low-flow water fixtures
2025 Aurora Town Hall Remaining exterior lights to LED
2025 Aurora Town Hall Remaining interior lights to LED
2025 Aurora Town Hall Remaining low-flow water fixtures
2025 McMahon Clubhouse Remaining lights to LED
2025 Victoria Hall Remaining low-flow water fixtures
2026 Aurora Family Leisure Complex Pool cover
2026 Aurora Public Library High efficiency boiler replacement
2026 Stronach Aurora Recreation Complex Pool cover
2027 Aurora Community Centre BAS upgrade
2027 Aurora Family Leisure Complex BAS upgrade
2027 Aurora Public Library BAS upgrade
2027 Aurora Town Hall BAS upgrade
2027 Stronach Aurora Recreation Complex BAS upgrade
2028 Aurora Community Centre Demand control ventilation
2028 Aurora Community Centre Measures to be identified in feasibility studies
2028 Aurora Cultural Centre Measures to be identified in feasibility studies
2028 Aurora Family Leisure Complex Measures to be identified in feasibility studies
2028 Aurora Public Library Measures to be identified in feasibility studies
2028 Aurora Seniors Centre Demand control ventilation
2028 Aurora Seniors Centre Measures to be identified in feasibility studies
2028 Aurora Sports Dome Measures to be identified in feasibility studies
2028 Aurora Town Hall Measures to be identified in feasibility studies
2028 Aurora Town Hall Occupancy sensor in meeting rooms
2028 Fleet: By-Law - Light duty Decarbonize two vehicles
2028 Fleet: Facilities - Ice Resurfacers Ice resurfacer vehicle decarbonization
2028 Fleet: Parks - Equipment Decarbonize 10 pieces of equipment
2028 Joint Operations Centre Measures to be identified in feasibility studies
2028 Stronach Aurora Recreation Complex Measures to be identified in feasibility studies
2029 Aurora Seniors Centre Optimum HVAC scheduling
2030 Aurora Community Centre Arena low-e ceiling, if feasible
2030 Aurora Community Centre DHW to heat pump
2030 Aurora Community Centre HVAC to heat pump
2030 Aurora Family Leisure Complex DHW to heat pump
2030 Aurora Family Leisure Complex Pool heat to heat pump
2030 Aurora Seniors Centre HVAC to heat pump
2030 Aurora Town Hall HVAC to heat pump
2030 Stronach Aurora Recreation Complex DHW to heat pump
2030 Stronach Aurora Recreation Complex HVAC to heat pump
2030 Stronach Aurora Recreation Complex Increase roof insulation thickness
2030 Victoria Hall Increase roof insulation thickness
2031 Aurora Town Hall Increase roof insulation thickness
2031 Fleet: Arboretum - Equipment Equipment decarbonization
2032 Aurora Community Centre Electrification of ice resurfacing boiler
2032 Aurora Family Leisure Complex Electrification of ice resurfacing boiler
2032 Aurora Seniors Centre VVT or VAV system
2032 Fleet: Water/Wastewater - Equipment Equipment decarbonization
2033 Fleet: Parks - Equipment Equipment decarbonization
2034 Aurora Community Centre Electrification of dehumidification
2034 Fleet: Roads - Equipment Equipment decarbonization
2036 Fleet: Arboretum - Light duty Light vehicle decarbonization
2036 Joint Operations Centre Increase roof insulation thickness
2037 Fleet: By-Law - Light duty Light vehicle decarbonization
2037 Stronach Aurora Recreation Complex Electrification of dehumidification
2038 Aurora Family Leisure Complex HVAC to heat pump
2038 Fleet: Facilities - Light duty Light vehicle decarbonization
2039 Aurora Sports Dome HVAC electrification
2039 Fleet: Parks - Light duty Light vehicle decarbonization
2039 Joint Operations Centre DHW to heat pump
2039 Joint Operations Centre HVAC to heat pump
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Table 7: Measure Implementation Plans (continued)
Plan Year Facility Measure
2040 Fleet: Roads - Light duty Light vehicle decarbonization
2040 The Armoury DHW to heat pump
2040 The Armoury HVAC to heat pump
2041 Fleet: Water/Wastewater - Light duty Light vehicle decarbonization
2044 Aurora Cultural Centre Renewable energy generation
2045 Aurora Community Centre Increase roof insulation thickness
2045 Aurora Community Centre Renewable energy generation
2045 Aurora Cultural Centre HVAC to heat pump
2045 Aurora Family Leisure Complex Increase roof insulation thickness
2045 Aurora Family Leisure Complex Renewable energy generation
2045 Aurora Seniors Centre DHW to heat pump
2046 Victoria Hall HVAC to heat pump
2048 Aurora Public Library HVAC to heat pump
2048 Aurora Seniors Centre Renewable energy generation
2048 The Armoury Increase roof insulation thickness
Energy Conservation and Demand Management Plan Town of Aurora 13
Page 217 of 301
Town of AuroraEnergy Conservation and Demand Management Plan May 1, 2024
C.2 Electricity2018 Baseline30% Reduction50% Reduction80% Reduction2018 Baseline30% Reduction50% Reduction80% ReductionBusiness as PlannedGHG Reduction PlanUtility use
263136414651263136414651-2,500,00002,500,0005,000,0007,500,00010,000,00012,500,00015,000,000Year (yy)Electricity use [kWh/yr]End useDHW HeatFansFleetLightingOtherPlug LoadsPool HeatPump StationPumpsRefrigerationSolar PVSpace CoolSpace HeatStreet LightFigure 3: Electricity Utility Use Projection for Each Scenario
Energy Conservation and Demand Management Plan Town of Aurora 14Page 218 of 301
Town of AuroraEnergy Conservation and Demand Management Plan May 1, 2024
C.3 Natural Gas30% Reduction50% Reduction80% Reduction30% Reduction50% Reduction80% ReductionBusiness as PlannedGHG Reduction PlanUtility use
2631364146512631364146510200,000400,000600,000800,0001,000,000Year (yy)Natural gas use [m3/yr]End useDHW HeatOtherPool HeatSpace HeatFigure 4: Natural Gas Utility Use Projection for Each Scenario
Energy Conservation and Demand Management Plan Town of Aurora 15Page 219 of 301
Town of AuroraEnergy Conservation and Demand Management Plan May 1, 2024
C.4 Propane2018 Baseline30% Reduction50% Reduction80% Reduction2018 Baseline30% Reduction50% Reduction80% ReductionBusiness as PlannedGHG Reduction PlanUtility use
2631364146512631364146510100200300400500600700Year (yy)Propane use [L/yr]End useFleetFigure 5: Propane Utility Use Projection for Each Scenario
Energy Conservation and Demand Management Plan Town of Aurora 16Page 220 of 301
Town of AuroraEnergy Conservation and Demand Management Plan May 1, 2024
C.5 Ethanol 10Business as PlannedGHG Reduction PlanUtility use
263136414651263136414651025,00050,00075,000100,000125,000150,000Year (yy)Ethanol 10 use [L/yr]End useFleetFigure 6: Ethanol 10 Utility Use Projection for Each Scenario
Energy Conservation and Demand Management Plan Town of Aurora 17Page 221 of 301
Town of AuroraEnergy Conservation and Demand Management Plan May 1, 2024
C.6 Biodiesel 5Business as PlannedGHG Reduction PlanUtility use
263136414651263136414651020,00040,00060,00080,000100,000Year (yy)Biodiesel 5 use [L/yr]End useFleetFigure 7: Biodiesel 5 Utility Use Projection for Each Scenario
Energy Conservation and Demand Management Plan Town of Aurora 18Page 222 of 301
Attachment 2 – Completed Projects (2019-2023)
Location Energy Conservation Measure
Aurora Community Centre • Low-flow lavatory and shower
• Occupancy sensors
Aurora Cultural Centre • Demand control ventilation
• Exterior lights to LED
• Interior LED Retrofit
Aurora Family Leisure Complex • Pool LED retrofit
• Arena LED retrofit
• Interior LED retrofit
• Low-flow lavatory and shower
Aurora Public Library • Replaced rooftop HVAC
• Occupancy sensors
• Building system optimization - start/stop
• LED exterior lighting retrofit
• Demand control ventilation
Stronach Aurora Recreation Complex • Replaced screw compressor
• Replaced plumbing fixtures in arena change rooms
Town Hall • Participated in the Enbridge Run it Right program
• CFL pot light to LED (floors 1-2) retrofit
• T8 Light to LED (floors 1-2) retrofit
Joint Operations Centre • Participated in the Enbridge Run it Right program
Senior Centre • Interior CFL and T8 to LED retrofit
Fleet • Development of Green Fleet Action Plan and its
implementation Anti-idling initiative
• Incorporated ethanol 10 in all gasoline-fueled vehicles
• Measured vehicle distance traveled and fuel consumed
• Purchased electric and hybrid-electric assets
• Replaced low tier diesel equipment
• Investigated new technologies to reduce GHG emissions
All Facilities • Implemented an energy performance monitoring system
• Staff capacity building through Quarterly energy and utility
review
• investigated new technologies to reduce GHG emissions
Corporate-wide • Incorporated a climate lens into Town governance and
operations
Page 223 of 301
Town of AuroraEnergy Conservation and Demand Management Plan2024-2029 UpdateJune 4, 2024Attachment 3Page 224 of 301
PROJECT & GOALSPROJECT•Develop a 2024-2029 update to the Town of Aurora’s ECDMP (O.Reg. 25/23) PROJECT TARGETSPrevious target: 80% reduction in GHG emissions by 2050•Previous ECDMP goal: 16% reduction in GHG emissions from 2018 by 2023New targets:•Short term (2030): 20% reduction in GHG emissions from 2018•Medium term (2035): 50% reduction•Long term (2050): Net zeroPage 225 of 301
OVERALL ENERGY USE AND GHG EMISSIONSTown of AuroraPage 226 of 301
2022 GHG EMISSIONSPage 227 of 301
GHG EMISSIONS BY SECTOR (2022)Page 228 of 301
GHG REDUCTION PLANTown of AuroraPage 229 of 301
SHORT TERM PLAN (2024-2029) - FACILITIESPage 230 of 301
•Level 3 Energy Audits for each facility•Net-zero pathway feasibility studiesoFeasibility study on recommended measuresoMore detailed design and costing to prepare for larger measures within ten-year timeframeoFCM funding available•Asset renewal consideration for roofs•Staff training and capacity building•BAS installation and upgrades•In medium and long term: implement ECMs revealed by feasibility studyADDITIONAL RECOMMENDATIONS:FACILITIESPage 231 of 301
•Additional RecommendationsoIncrease renewable fuel content where feasibleoContinue to implement actions from Green Fleet Action PlanoFleet electrification feasibility studyoTrack additional fuel consumptionSHORT TERM PLAN – FLEETPage 232 of 301
•Perform regular solid waste auditsoBetter understand contributions and trends for solid waste•Develop Waste Reduction Plan•Incorporate mandatory green bin and recycling collection at all Town facilities•Long term GHG reductions from this plan:oMedium term: 10% reductions; Long term: net zeroSHORT TERM PLAN – WASTE Page 233 of 301
•Continue energy performance monitoring•Train staff on energy efficiency and operation and maintenance of new technology implemented during ECMs•Continue the implementation of the Green Procurement Policy•Develop a Sustainable Building Standard for new and major renovations•Develop a Carbon Offset Policy/Procedure to prepare for the purchase of carbon offsets in the medium and long term•Investigate opportunities to reduce energy consumption from the lighting and water/wastewater sectorsADDITIONAL RECOMMENDATIONS:GENERALPage 234 of 301
GHG REDUCTION PLAN RESULTSTown of AuroraThis Photo by Unknown Author is licensed under CC BY-SAPage 235 of 301
GHG EMISSIONS IMPACT2035 target2050 targetPage 236 of 301
MeasureShort-Term CostAvailable Grant FundingStudiesEnergy Audits (every 5 years)$254,500Net-Zero Pathway Feasibility Study – Facilities$250,000FCM: GHG reduction pathway retrofit grantsFleet Electrification Feasibility Study$250,000FCM: Municipal fleet electrificationWaste audits and waste reduction strategy$50,000FCM: Waste reduction and diversion grantsTotal Proposed (Studies)$804,500Capital ProjectsFacilities – retrofits$289,019Fleet decarbonization$2,850,000FCM: Municipal fleet electrificationEmployee training and capacity building$15,000Energy performance monitoring$7,000Total Proposed (Capital Projects)$3,161,019TOTAL Proposed (Studies and Capital Projects)$3,965,519SHORT-TERM PROJECT COSTSPage 237 of 301
PROGRESS TOWARDS GOALSYear 2030 2035 2050Targeted reduction from 201820% 50% Net zeroProjected reduction in GHG emissions20% 42% 62%Focus of measures•Remaining low-hanging fruit capital and operational measures•Energy Audits•Net zero pathway planning•Electrification feasibility•Pilot new technologies•Decarbonization projects identified•Heat pump measures•Fleet decarbonization•Decarbonization projects identified•Heat pump measures•Renewable energy•Fleet decarbonizationAdditional actions to reach target•ECMs identified in feasibility studies•Carbon offsets•New technology•Fleet•Renewables•Carbon offsetsPage 238 of 301
QUESTIONSPage 239 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 4 -060
Subject: Results of Consultation with Owners Regarding Heritage Designation
Prepared by: Adam Robb, MPL, MCIP, RPP, CAHP
Manager, Policy Planning and Heritage
Department: Planning and Development Services
Date: June 4, 2024
Recommendation
1. That Report No. PDS24-060 be received; and
2. That at minimum, the eight properties whose owners indicated support for heritage
designation (listed under Attachment #1) be designated under Part IV of the Ontario
Heritage Act:
71 Connaught Avenue, 15 Kennedy Street West, 19 Kennedy Street West, 29
Kennedy Street West, 77 Spruce Street, 80 Spruce Street, 139 Temperance
Street, and 59 Tyler Street;
3. That staff be authorized to publish and serve Council’s Notice of Intention to
Designate the respective properties Council chooses to pursue for designation in
accordance with the requirements of the Ontario Heritage Act; and
4. That the respective designation by-laws be brought before Council for adoption if no
objections are received as per the requirements of the Ontario Heritage Act.
Executive Summary
Further to report PDS23-121, this report provides Council with a summary on the
feedback received from property owners regarding the designation of their properties
under Part IV of the Ontario Heritage Act.
As a result of Provincial Bill 23, all listed properties in Ontario will be removed from
municipal Heritage Registers on January 1, 2025, unless they are designated.
Page 240 of 301
June 4, 2024 2 of 8 Report No. PDS24-060
The Town has already pursued a number of designations and is generally well
positioned in response to Bill 23.
Staff and the Heritage Advisory Committee reviewed the Town’s remaining listed
properties and identified 30 properties that meet the criteria for designation.
As directed by previous report PDS23-121, these 30 property owners were
consulted with, and eight (8) owners indicated their support for designation.
Council can ultimately choose to issue Notices of Intention to Designate for any
properties they so choose.
Background
As a result of Provincial Bill 23, all listed properties in Ontario will be removed from
municipal Heritage Registers on January 1, 2025, unless they are designated.
Updates made to the Ontario Heritage Act under Bill 23 will result in all currently listed
heritage properties being automatically removed from the Municipal Heritage Register
effective January 1, 2025. Delisted properties are vulnerable to demolition, as owners
would be entitled to apply for demolition permits at any time. The Province through Bill
23 is trying to limit the amount of time that properties are listed for and instead have
municipalities maintain Heritage Registers that ultimately prioritize the designation of
warranting properties.
The Town has already pursued a number of designations and is generally well positioned
in response to Bill 23.
In 2023, the Town pursued designations for all the priority properties identified as part
of the Heritage Register Review conducted by MHBC Planning Inc. (PDS22-042). The 30
subject properties as part of this report are additional to the designations of those
priority properties from last year. The Town has also previously designated properties
within the Yonge Street downtown core (2021) and through the Northeast Old Aurora
Heritage Conservation District, which has resulted in a robust inventory of designated
properties to well-position the Town relative to the impacts of Bill 23.
Further, as outlined in the Legal Considerations section of this report, the province has
also clarified that delisted properties can still technically be designated after the
January 1, 2025, deadline date. Although these properties would be vulnerable to
demolition once delisted, these properties do not have to be listed first in order to be
Page 241 of 301
June 4, 2024 3 of 8 Report No. PDS24-060
designated. Through the consultation that has occurred with owners as part of this
exercise it is generally not expected that owners will be actively pursuing demolition
permits come the required delisting date of January 1, 2025.
Analysis
Staff and the Heritage Advisory Committee reviewed the Town’s remaining listed
properties and identified 30 properties that meet the criteria for designation.
The Ontario Heritage Act outlines the criteria for determining cultural heritage value or
interest through Ontario Regulation 9/06. The Regulation requires that a property must
substantially meet two of the nine total criteria under historical, contextual, or design
value in order to qualify for designation. A complete overview of O.Reg 9/06 was
previously provided under report PDS23-121.
On July 31, 2023, staff and the Heritage Advisory Committee reviewed the Town’s
remaining listed properties against the criteria of O.Reg 9/06, with the subject 30
properties recommended to be pursued for designation. These properties largely merit
heritage designation not only due to their physical and historical value, but also due to
their contextual value as part of established historic neighbourhood areas. Property
information sheets were also previously provided under report PDS23-121.
As directed by previous report PDS23-121, these 30 property owners were consulted with,
and eight (8) owners indicated their support for designation.
Staff pursued a comprehensive consultation and engagement initiative with the 30
subject property owners, which included multiple rounds of registered mail outs and
door knocking. Owners were highly appreciative of the proactive engagement and the
ability to be consulted with, and an overall summary of the property owner positions is
included as Attachment #1 to this report. Eight property owners are in support of
designation, while 22 property owners are not in support of designation.
The property owners in support of designation recognized that they themselves bought
the properties for their charm and character and want to see that protected. Several
owners had questions about the impacts of designation, with heritage designation
largely intended to preserve built heritage and protect properties from demolition and
unsympathetic alterations. Designation is not intended to overly restrict complementary
building additions or any interior work, and this was viewed favourably by owners.
Page 242 of 301
June 4, 2024 4 of 8 Report No. PDS24-060
Those property owners who are not in support of designation generally were concerned
about restrictions to their private property and potential impacts to real estate values
(although evidence and scholarly articles tend to show no negative impact to re-sale
values). Overall, a number of homeowners also simply did not want to pursue
designation as they already considered themselves good caretakers of the property. To
this regard, designation is often also about adding a level of “future-proofing” to the
protection of buildings in the event that they are sold in the future.
Council can ultimately choose to issue Notices of Intention to Designate for any
properties they so choose.
Council can choose to issue a Notice of Intention to Designate for any property they
choose. Technically, all 30 properties are believed to satisfy the criteria under the O.Reg
9/06 of the Ontario Heritage Act to qualify for designation. An overview of the criteria
for designation under O.Reg 9/06 and property information sheets for all 30 properties
were previously provided through report PDS23-121.
While eight owners have indicated their support for designation at this stage, they and
any other properties Council may choose to issue a Notice of Intention to Designate for
are still afforded objection and appeal rights through the designation process under the
Ontario Heritage Act, and can still choose to exercise those rights if they so desire.
As described under the Advisory Committee Review section of this report, the Town’s
Heritage Advisory Committee also specifically highlighted the significance of 9
Wellington Street East, being the historic “Knowles Butcher Shop”. Also notable is the
Bacon Basketware property at 19-37 Wellington Street West, which operated originally
as the Fleury Works. However, both of these owners have indicated that they do not
support heritage designation.
In the event that Council, at their discretion, chooses to issue Notices of Intention to
Designate for these or any other additional properties listed in Attachment #1, the
following amendment should be moved by a Member of Council:
“That the property located at (street address) be designated under Part IV of the Ontario
Heritage Act”.
These properties would then be pursued for designation and issued Notices of Intention
to Designate alongside the eight other properties whose owners have indicated support
for designation.
Page 243 of 301
June 4, 2024 5 of 8 Report No. PDS24-060
Advisory Committee Review
The subject 30 properties were reviewed and recommended for designation by the
Town’s Heritage Advisory Committee at the meeting held on July 31, 2023. Staff
recommended 29 properties be pursued for designation, with the Heritage Advisory
Committee in support and also adding one additional property to be pursued, being 71
Connaught Avenue. This property is the home of Norm and Ada Johnson, of which the
Norm Johnson Hall of Education in the Aurora Sports Hall of Fame is named after.
Complete details on the 30 properties and their heritage value were also previously
provided through report PDS23-121.
At its meeting on April 8, 2024, the Heritage Advisory Committee also specifically
further discussed the significance of 9 Wellington Street East. The property is known
historically as the “Knowles Butcher Shop”. It is one of the 30 properties that has been
identified as qualifying for designation and consulted upon with the property owner, but
the owner has indicated that they do not support heritage designation. Reasons cited by
the owner include a belief that the property does not have heritage value after being
repaired by a fire in 2021. In staff and the Heritage Advisory Committee’s opinion the
property does have heritage value, and the fire would not have impacted the underlying
merits for designation under Ontario Regulation 9/06. Council can consider designating
this and any other property should they so choose.
Legal Considerations
Changes to the Ontario Heritage Act per Bill 23 have significantly altered the
permissions around municipal Heritage Registers and specifically the ‘listed’ status of
properties. Under Bill 23, all listed properties will be automatically removed from the
Heritage Register effective January 1, 2025. Additionally, listed properties cannot be
added back onto the Register for a period of five years after being removed. Should a
property be listed again at any point in the future, it would also be subject to removal
from the register within two years should it not be designated in that time. The province
has clarified that delisted properties can still be designated after being removed from
the Heritage Register, however, once delisted, the property owners would be entitled to
apply for and obtain demolition permits. Further, properties that are subject to a
‘prescribed event’, being once a planning application for a property is deemed complete,
can only be designated if they are listed first.
Should Council decide to proceed with the designation of any of the subject properties,
a Notice of Intention to Designate (the “Notice”) will be served on the respective
Page 244 of 301
June 4, 2024 6 of 8 Report No. PDS24-060
property owners and the Ontario Heritage Trust and published in the local newspaper.
Once the Town issues the Notice, the property is protected under the Ontario Heritage
Act as designated. Any person may object to the Notice within 30 days of its
publication.
If there are no objections within the 30 day period, the designation by-law for the subject
property must be brought forward to Council for approval within 120 days after the
initial date of publication of the Notice.
If there are objections, any person that objects to the proposed designation shall, within
30 days of the publication of the Notice, serve a notice of objection setting out the
reason(s) for the objection and all relevant facts. Council shall consider the objection
and decide whether or not to withdraw the Notice to designate the property, within 90
days after the end of the 30-day period.
If Council withdraws the Notice, then notice of the withdrawal must be given to the
property owner, any person who objected, and the Ontario Heritage Trust and also be
published in the local newspaper. If Council decides to not withdraw the Notice thereby
continuing with the designation of the property, then the designation by-law for the
subject property must be brought forward to Council for approval within 120 days after
the date of the initial publication of the Notice. Anyone may appeal the passing of the
designating by-law to the Ontario Land Tribunal for a hearing.
If the by-law is not passed within 120 days of the Notice, then the Notice is deemed to
be withdrawn and notice of the withdrawal must be given to the property owner, any
person who objected and the Trust and be published in the local newspaper.
Financial Implications
There are no direct financial implications as a result of this report.
Communications Considerations
As directed by report PDS23-121, staff undertook a comprehensive outreach program to
engage and consult with all 30 property owners. Two rounds of registered letters were
sent, which yielded 24/30 responses. Staff then further pursued multiple rounds of door
knocking to engage with the remaining unresponsive owners. Overall, all 30 property
owners were contacted and consulted with and provided their positions regarding
heritage designation as summarized in Attachment #1.
Page 245 of 301
June 4, 2024 7 of 8 Report No. PDS24-060
The Notices of Intention to Designate will be published and served in accordance with
the requirements of the Ontario Heritage Act.
Climate Change Considerations
None.
Link to Strategic Plan
The conservation of heritage resources supports the Strategic Plan goal of Supporting
an Exceptional Quality of Life for All through its accomplishment in satisfying
requirements in the objective of Celebrating and Promoting our Culture.
Alternative to the Recommendation
1. That Council provide direction.
Conclusions
Further to report PDS23-121, 30 property owners were consulted with regarding the
heritage designation of their properties. Eight owners indicated their support for
designation. Council can ultimately issue Notices of Intention to Designate for
whichever properties they so choose.
Attachments
Attachment #1 – Results of Consultation with 30 Property Owners Regarding Heritage
Designation
Previous Reports
PDS23-121 dated October 3, 2023.
Pre-submission Review
Agenda Management Team review on May 16, 2024
Page 246 of 301
June 4, 2024 8 of 8 Report No. PDS24-060
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 247 of 301
Attachment 1
Results of Consultation with Thirty (30) Property Owners Regarding Heritage
Designation
ID Property Address Position Regarding
Designation
General Rationale
1 71 Connaught Avenue Supportive Owners indicated that they
largely purchased the
properties due to their
heritage charm and
understand the value and
want to protect it.
2 15 Kennedy Street West Supportive
3 19 Kennedy Street West Supportive
4 29 Kennedy Street West Supportive
5 77 Spruce Street Supportive
6 80 Spruce Street Supportive
7 139 Temperance Street Supportive
8 59 Tyler Street Supportive
9 7 Kennedy Street West Does Not Support Owners indicated that they
generally did not want
restrictions over the alteration
of their property or that they
were concerned that
designation may impact
property values (despite
evidence to the contrary).
Owners were appreciative of
the opportunity to be
consulted with.
10 11 Kennedy Street West Does Not Support
11 21 Kennedy Street West Does Not Support
12 76 Spruce Street Does Not Support
13 79 Spruce Street Does Not Support
14 81 Spruce Street Does Not Support
15 83 Spruce Street Does Not Support
16 84 Spruce Street Does Not Support
17 85 Spruce Street Does Not Support
18 87 Spruce Street Does Not Support
19 126 Temperance Street Does Not Support
20 134 Temperance Street Does Not Support
21 137 Temperance Street Does Not Support
22 138 Temperance Street Does Not Support
23 142 Temperance Street Does Not Support
24 143 Temperance Street Does Not Support
25 9 Wellington Street East Does Not Support
26 21 Wellington Street East Does Not Support
27 19-37 Wellington Street West Does Not Support
28 15018 Yonge Street Does Not Support
29 15120 Yonge Street Does Not Support
30 15054 Yonge Street Does Not Support
Page 248 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 4 -061
Subject: Draft Affordable Housing Action Plan
Prepared by: Adam Robb, MPL, MCIP, RPP, CAHP
Manager, Policy Planning and Heritage
Department: Planning and Development Services
Date: June 4, 2024
Recommendation
1. That Report No. PDS24-061 be received; and
2. That the draft Affordable Housing Action Plan (Attachment #1) be consulted upon
with the public and other stakeholders prior to a finalized version being brought back
to Council for endorsement.
Executive Summary
This report presents the draft Affordable Housing Action Plan.
In 2023, Council passed a motion to develop an Affordable Housing Action Plan.
The draft Affordable Housing Action Plan outlines 6 key objectives and 26 action
items for the Town to pursue at the local municipal level to help address housing
affordability.
The draft Affordable Housing Action Plan will be consulted upon with the public
and other stakeholders to create a finalized version to be brought back for
Council’s endorsement.
Background
In 2023, Council passed a motion to develop an Affordable Housing Action Plan.
On February 28, 2023, Council unanimously passed a motion to develop an Affordable
Housing Action Plan. The Affordable Housing Action Plan is to serve as a tool to guide
Page 249 of 301
June 4, 2024 2 of 4 Report No. PDS24-061
local decision making on how to address affordable housing and promote attainable
housing options through clear objectives and action items. The Affordable Housing
Action Plan is intended to support positive decision-making regarding housing in line
with the overall visions and directions of the Town’s Official Plan and Regional and
Provincial policies.
Analysis
The draft Affordable Housing Action Plan outlines 6 key objectives and 26 action items
for the Town to pursue at the local municipal level to help address housing affordability.
The Affordable Housing Action Plan serves as a blueprint for the Town to achieve more
diverse, affordable, and attainable housing to 2051 and beyond. The Plan provides an
introduction and background into the growth context of Aurora, before then outlining six
key objectives that cumulatively form the basis of the Action Plan. The six key
objectives of the Affordable Housing Action Plan are as follows:
Increase Housing Supply
Promote Housing Affordability and Stability
Ensure Complete Community Growth
Streamline Approvals
Enhance Partnerships
Continually Monitor, Assess and Educate
Supplemental to each key objective are tangible action items for the Town to pursue to
improve housing affordability. The Affordable Housing Action Plan provides a total of
26 action items to pursue over the horizon to 2051.
The actions items are comprehensive and range from zoning initiatives to include as
part of the upcoming Comprehensive Zoning By-law review process, to the creation of
affordable housing municipal programs. Additional action items focus on continuing to
streamline the development review process and on collaborating with local housing
partners. The action items can be pursued jointly as a comprehensive plan of action to
encourage more affordable, attainable and diverse housing options for all.
The draft Affordable Housing Action Plan will be consulted upon with the public and other
stakeholders to create a finalized version to be brought back for Council’s endorsement.
The Affordable Housing Action Plan as presented through this report remains draft and
is subject to further review and comment prior to finalization. Comments from Council
Page 250 of 301
June 4, 2024 3 of 4 Report No. PDS24-061
can be provided at this time and moving forward, and then further engagement will also
occur through a public Open House and with stakeholders such as York Region.
Staff anticipate a future report back to Council that will provide an overview of the
comments received, as well as information on the updates that were made to create the
finalized version of the Affordable Housing Action Plan for endorsement.
Advisory Committee Review
As part of the finalization of the Affordable Housing Action Plan, the Town’s Advisory
Committees can also be consulted as required.
Legal Considerations
None.
Financial Implications
Numerous financial incentives for affordable housing development have been built into
all applicable development legislation including the Planning and Development Charges
Acts. Most notable incentives include development charge, community benefit charge
and CIL parkland fee exemptions for all eligible residential development.
As presented under FIN24-019, any exempted development fees and charges result in a
revenue loss to the Town which will need to be replaced through alternative revenue
sources. The greater the number of eligible affordable units constructed; the greater
lost development revenues will be. The Town is hopeful that the province will offer
replacement funding to make itself whole.
Communications Considerations
An Open House will be held to engage with the public and stakeholders on the draft
Affordable Housing Action Plan. Appropriate notice will also be provided, and a
comprehensive report back on the comments received will be provided to Council.
Climate Change Considerations
None.
Page 251 of 301
June 4, 2024 4 of 4 Report No. PDS24-061
Link to Strategic Plan
The Affordable Housing Action Plan supports the Strategic Plan goal of Strengthening
the Fabric of our Community by ensuring growth includes housing opportunities for
everyone.
Alternative(s) to the Recommendation
1. That Council provide direction.
Conclusions
The draft Affordable Housing Action Plan provides key objectives and action items for
the Town to pursue to help address housing affordability. The Plan remains draft and
open to comment, with consultation to occur with the public and other stakeholders
prior to a finalized version being prepared and brought back to Council for ultimate
endorsement.
Attachments
Attachment #1 – Draft Affordable Housing Action Plan
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 252 of 301
Affordable Housing
Action Plan
2024 DRAFT
Attachment 1
Page 253 of 301
Affordable Housing Action Plan
1
Table of Contents
Executive Summary....................................................................................................... 3
1.0 - Introduction .......................................................................................................... 4
Aurora’s Growth and Development Context ................................................................ 4
Aurora’s Built-Form ................................................................................................... 5
Provincial Housing Target and Pledge.......................................................................... 6
The Housing Continuum and Affordability in Aurora ..................................................... 6
2.0 - Key Objectives of this Action Plan ........................................................................... 9
Key Objective: Increase Housing Supply ....................................................................... 11
Action Item #1 – Permit Four Units per Residential Lot ................................................ 11
Action Item #2 – Incrementally Increase Density ........................................................ 11
Action Item #3 – Undertake a Land Use Planning Study for Commercial and Employment
Land Conversion Opportunities ................................................................................ 12
Action Item #4 – Evaluate Housing Opportunities on Key Sites .................................... 12
Action Item #5 – Update Zoning Provisions to Align with the Town’s Official Plan and
Support Housing Creation ........................................................................................ 13
Key Objective: Promote Housing Affordability and Stability ............................................ 15
Action Item #6 – Establish an Affordable Housing Reserve Fund.................................. 15
Action Item #7 – Require Affordable Housing Assessments for all New Residential
Developments ......................................................................................................... 15
Action Item #8 – Implement Inclusionary Zoning for the MTSA ..................................... 16
Action Item #9 – Utilize Government Owned Land for “Housing First” Opportunities .... 16
Action Item #10 – Evaluate the Benefits and Feasibility of Modular and Prefabricated
Construction ........................................................................................................... 17
Key Objective: Ensure Complete Community Growth .................................................... 19
Action Item #11 – Eliminate Minimum Parking Requirements ...................................... 19
Action Item #12 – Create an Affordable Housing Community Improvement Plan .......... 20
Action Item #13 – Undertake Streetscape Improvements for the Aurora Promenade .... 20
Action Item #14 – Work with the Region of York to Ensure there is Sufficient Servicing
Capacity for Growth ................................................................................................. 21
Key Objective: Streamline Approvals ............................................................................ 23
Action Item #15 – Consider Implementing a Community Planning Permit System ........ 23
Action Item #16 – Continue to Enhance the Electronic Portal Application System ........ 23
DRAFT
Page 254 of 301
Affordable Housing Action Plan
2
Action Item #17 – Prioritize the Approval of Affordable Housing Developments ............ 24
Action Item #18 – Waive Application Fees for Critical Housing Opportunities ............... 24
Key Objective: Enhance Partnerships ........................................................................... 26
Action Item #19 – Assist York Region and Housing York Inc. in Identifying Appropriate
Sites for Housing ..................................................................................................... 26
Action Item #20 – Work with School Boards to Evaluate Sites and Seek Innovative
Opportunities for Housing ........................................................................................ 26
Action Item #21 – Connect Developers with Affordable and Rental Housing Providers at
the Pre-consultation Stage ....................................................................................... 27
Action Item #22 – Liaise with the Provincial and Federal Governments for Housing
Funding and Support ............................................................................................... 28
Action Item #23– Support Community Housing Providers ........................................... 28
Key Objective: Continually Monitor, Assess and Educate ............................................... 30
Action Item #24 – Develop a Town-wide Housing Needs and Gap Assessment ............. 30
Action Item #25 – Continue to Advocate and Educate ................................................ 30
Action Item #26 – Commit to Regular Updates of this Affordable Housing Action Plan .. 31
Conclusion ................................................................................................................. 32
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Executive Summary
The Town of Aurora recognizes the need to be proactive in addressing the housing needs of
current and future residents. This Affordable Housing Action Plan (the “Plan”) aims to
provide a blueprint and direction for the Town to achieve more diverse, affordable, and
attainable housing to 2051 and beyond.
This Plan will serve as a guiding tool to establish municipal priorities, identify challenges,
and support positive decision-making regarding housing in line with the overall visions and
direction of the Town’s Official Plan and Regional and Provincial policies.
The Plan provides an introduction and background into the growth context of Aurora and its
housing and development framework, before then outlining six key objectives that
cumulatively form the basis of this Plan. Each objective is further supported by action items
to ensure effective implementation.
While all levels of government play a role in combating the housing crisis, this is ultimately
a made in Aurora Plan focused on providing tangible municipal objectives and actions that
will lead to positive housing outcomes for all.
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1.0 - Introduction
Aurora’s Growth and Development Context
The Town of Aurora is a growing and evolving. By 2051, the Town’s population is forecasted
to be 85,800 people, which represents a growth rate of over 30% from today:
Table 1: Town of Aurora Official Plan Population Growth Forecast
2021 2031 2041 2051
Population 64,000 71,900 79,600 85,800
Growth Rate
(%) - 12.3% 10.7% 7.8%
This rate of growth is attributed to the urbanization of the Town as part of the larger York
Region and Greater Toronto Area. Aurora is considered a highly desirable community to live,
and being within close proximity to the major urban centre of Toronto, growth impacts are
largely a result of the urban spread through the overall metropolitan area.
Canada as a whole is also growing and urbanizing. The years of 2022 and 2023 each set new
record-highs for national population growth. Growth in the first nine months of 2023 alone
surpassed the total growth of any other full year since Canadian Confederation (StatsCan).
Communities are also aging, family needs are changing, and urban areas, in particular
around Toronto, are considered the fastest growing parts of the country (StatsCan). The
suburbs around Toronto accounted for over 37% of the proportional growth within the
Greater Toronto Area from 2016-2021, which represents the largest population growth of
any geographic area of the metropolitan region (see Figure 1).
There is anticipated to be sustained population growth in the suburbs for generations to
come, particularly due to the limited space of downtown areas. Sustainable, proactive
planning will ultimately see communities shift to the more efficient use of land to
accommodate the housing needs of future generations. The demographic and economic
trends of the country, province and region also have a significant impact on the built form of
Aurora itself. As the population continues to grow, age, and want to locate in proximity of
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transit, there is a recognized need to increase housing supply and promote more alternative
and innovative forms of housing to meet demands.
Aurora’s Built-Form
Historically, development in Aurora has been based on greenfield growth, where vacant land
was developed for new residential subdivisions of largely single detached homes. Today, the
Town is largely “built-out” with fewer vacant greenfield parcels left to be developed. As
Aurora continues to urbanize, it will experience more of a shift from lower density, ground
related greenfield housing development, towards residential intensification opportunities
at greater densities within existing built-up areas.
The following provides a summary of the private dwelling characteristics of the Town based
on the 2021 Census:
Table 2: Aurora Private Dwelling Characteristics, 2021 Census
Private Dwelling Structural Type Total within Town Proportional %
Single Detached House 12,980 60.5
Semi Detached House 1,490 6.9
Row House 3,610 16.8
Duplex 670 3.1
Apartment in a building with fewer
than 5 storeys 1,535 7.1
Apartment in a building with 5 or
more storeys 1,205 5.6
Figure 1: Population Spread Across the Toronto Census Metropolitan Area 2016-2021 (CMHC)
Distant Suburbs
(30-40 minutes from downtown)
Intermediate Suburbs
(20-30 minutes from downtown)
Near Suburbs
(10-20 minutes from downtown)
Urban Fringe
(<10 minutes from downtown)
Downtown Toronto
37.5%
29.2%
21.8%
7.1%
4.4%
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Aurora’s built form is predominantly single detached houses. Currently, approximately 81%
of the Town’s private households are also owned, with approximately 19% rented
(StatsCan). Aurora also has an average of 7.1 rooms per dwelling, whereas the national
average is 6.2 rooms per dwelling. The dominant household size in Aurora is only 2 persons,
accounting for approximately 29% of all dwellings (StatsCan).
To accommodate the demands of future growth, the Town will be required to increase
densities, especially due to the absence of greenfield lands. Multi-generational and co-
habitation housing opportunities will also continue to increase to optimize vacancy within
existing dwellings. By 2051, the Town will experience a proportional shift away from single
detached housing, where a greater supply of apartments will be provided.
Provincial Housing Target and Pledge
The province has set a target for Aurora to build 8,000 new
homes by 2031. The vast majority of this growth will be
through additional units at higher densities than
traditionally developed within Town. The Town’s Official
Plan structure can support this targeted level of growth,
particularly as strategic growth areas like the Aurora
Promenade and Major Transit Station Area (MTSA) develop.
This Action Plan will be used as a tool to further support the
Town’s commitment to achieving positive housing outcomes
within the community and fulfilling the Housing Target and
Pledge. However, it is also important to recognize that there is a
continued need for investment in infrastructure and collaborative action from all levels of
government to address the housing crisis being experienced across the province and
country. In addition to this target, the province and region have also mandated that a
minimum of 1,000 purpose-built rentals be provided in Aurora to 2051, and that a minimum
of 45% of all new growth be directed through intensification of the existing built-up area.
The Housing Continuum and Affordability in Aurora
Housing can be provided across a variety of types and tenures. The Housing Continuum, as
shown in Figure 2 below, represents the types of housing that can be provided to help
address the ongoing housing crisis facing communities.
A successful community is one that provides the complete range of housing types so that
individuals and families can enter and move through the housing continuum to address their
specific needs. By increasing supply and affordability, more individuals and families are able
to move through the continuum and achieve homeownership. In turn, this frees up
resources and capacity to continue to help those in need. The goal of communities should
be to continue to assist individuals and families with moving across the Housing Continuum.
8,000 new
homes by
2031
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The definition of Affordable Housing itself also varies greatly by governments and agencies.
Generally, “affordable” is to mean that no less than 30% of an individual or family’s gross
income is being spent on housing costs. Affordable Housing however is a broad term that
can include multiple housing types and tenures. Across the Housing Continuum, there is the
need for crisis housing, such as Shelters or Transitional Housing at the left of the Housing
Continuum, where the primary goal is providing basic shelter for those in need – known as
“housing first”. Moving across the Housing Continuum is Social Housing, which is a category
of affordable housing that refers to housing that receives subsidy assistance. Next,
Affordable Rental or Affordable Home Ownership refers to dwellings designed or
programmed specifically to be below the 30% income threshold. Finally on the Housing
Continuum is independent market Rental Housing and Home Ownership.
Based on the latest data, the average rental in Aurora costs $1,371 for a one bedroom,
$1,794 for a two bedroom, and $2,065 for a three bedroom dwelling (CMHC Housing Market
Information Portal). The current average private market dwelling in Aurora is valued at
approximately $1,450,000 (Toronto Regional Real Estate Board). The average gross total
income for families in Aurora is $180,200, but the median is $135,000 (StatsCan).
The Affordability Price Threshold is a measurement to determine the maximum price that
households can afford to pay for private market dwellings, which includes the cost of a
mortgage, mortgage insurance, and property taxes relative to 30% of gross overall income.
The Affordability Price Threshold based on these factors for Aurora is $682,000 for the
average gross total income for families, but then $509,000 based on the median gross total
income for families. Using the median (instead of the average) can be considered more
appropriate as it accounts for a better measure of central tendency of the population
without being skewed by exceptional outlier values. Worth noting too is that the affordable
price threshold also assumes the minimum allowable down payment is also provided,
which can often be difficult to save for.
Affordable Rent Thresholds are calculated using the CMHC Housing Market Information
listed above as a baseline. York Region and the Province have established through definition
in the York Region Official Plan that the rental threshold for monitoring affordability be set at
125% of this CMHC baseline as a standard practice. This higher percentage threshold is
used as it is a better reflection of true rents that can reasonably be obtained given that the
existing housing stock, which is used to form the CMHC data, is generally either already
occupied longer term and unattainable, or aged and not reflective of current building code
Figure 2: The Housing Continuum (CMHC)
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and amenity standards for someone who is newly renting in a building. The Affordable Rent
Threshold for Aurora is therefore $1,714 for a one bedroom, $2,243 for a two bedroom, and
$2,581 for a three-bedroom dwelling.
Middle income earners may struggle to afford market housing in Aurora but also earn too
much to qualify for assistance. Similarly impacted are older adults and retirees. It is also
increasingly difficult for first time buyers to save for a down payment and enter the market,
which pushes them to move to other more affordable markets across the province or
country. Aurora’s affordability threshold is generally impacted by the relatively high total
income for families. Individuals and singles can also be disproportionately impacted as
single earners. More housing needs to be provided across the entirety of the housing
continuum to meet the needs and circumstances of all individuals.
$1,450,000 $509,000
Average Private Market
Dwelling Value in Aurora
Affordable Price
Threshold
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2.0 - Key Objectives of this Action Plan
The six key objectives of the Affordable Housing Action Plan are to be read and applied
collaboratively. Together, they provide the foundation for positive housing outcomes in
Aurora to 2051 and beyond. The six key objectives of the Town of Aurora Affordable
Housing Action Plan are as follows:
INCREASE HOUSING SUPPLY
PROMOTE HOUSING
AFFORDABILITY AND STABILITY
ENSURE COMPLETE COMMUNITY
GROWTH
STREAMLINE APPROVALS
ENHANCE PARTNERSHIPS
CONTINUALLY MONITOR, ASSESS AND
EDUCATE
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Increase
Housing Supply
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Key Objective: Increase
Housing Supply
There is a critical lack of supply relative to the demand for housing
across Ontario. To alleviate this pressure, more housing units are required to be delivered.
The following actions will increase the supply of housing in Aurora:
Action Item #1 – Permit Four Units per Residential Lot
Description Result Implementation
Tool Timeframe
Four units to be
permitted as-of-right on
serviced residential lots
of sufficient size with
available parking.
Gentle intensification of
traditionally single detached
neighbourhoods will increase
“missing middle” and rental
housing opportunities.
Further, the renting out of
additional residential units
offers the ability for property
owners to alleviate their own
housing costs.
Comprehensive
Zoning By-law
Review
2025
Action Item #2 – Incrementally Increase Density
Description Result Implementation
Tool Timeframe
Density permissions
will need to
incrementally increase
for strategic growth
areas over time.
Densities within established
strategic growth areas
including the Aurora
Promenade and Major Transit
Station will eventually need
to increase. This is a longer-
term action item, but should
be acknowledged proactively
and be phased through
future Official Plan Reviews.
Official Plan Each future
Official
Plan
Review.
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Action Item #3 – Undertake a Land Use Planning Study for
Commercial and Employment Land Conversion Opportunities
Description Result Implementation
Tool Timeframe
A Land Use Planning
Study will evaluate the
longer term feasibility
of accommodating
housing in these
traditionally non-
residential locations,
and encourage mixed
use opportunities.
The planning study will allow
the Town to proactively
evaluate the feasibility of
these lands to accommodate
housing opportunities in line
with potential provincial
planning amendments to the
Provincial Policy Statement
and Growth Plan which may
enable the conversion of
employment lands to occur
outside of a municipal
comprehensive review. Key
areas for study can include
the 404 Corridor, Industrial
Parkway and Bayview
Avenue, where encouraging
mixed use opportunities can
also be evaluated.
Dedicated Land
Use Study on
Commercial and
Employment
Land
Conversions.
2025-2030
Action Item #4 – Evaluate Housing Opportunities on Key Sites
Description Result Implementation
Tool Timeframe
Lead the proactive
evaluation and
planning of key sites for
housing opportunities.
The Town can look to
evaluate and proactively
develop site-specific policies
or secondary plans for key
sites and areas within Town
to proactively enable housing
opportunities, such as for 50-
100 Bloomington Road West,
amongst others.
Area or site
specific
secondary plans
and pre-zoning.
2025-2030
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Action Item #5 – Update Zoning Provisions to Align with the
Town’s Official Plan and Support Housing Creation
Description Result Implementation
Tool Timeframe
5.1 – Pre-zoning for the
Aurora Promenade and
Major Transit Station
Area to align with the
Town’s new Official
Plan.
Consistent and aligned
heights and land use
permissions between the
Zoning By-law and the
Official Plan will ensure site-
specific development
applications conform to the
Town’s established planning
framework for the area,
including a planned
minimum density of 150
people and jobs within the
defined Major Transit Station
Area.
Comprehensive
Zoning By-law
Review
2025
5.2 – Pre-zoning along
Local and Regional
Corridors to align with
the Town’s new Official
Plan.
Zoning By-law will be
updated to reflect heights of
5-storeys along Regional
Corridors and 4-storeys
along Local Corridors as
directed by the new Official
Plan.
Comprehensive
Zoning By-law
Review
2025
5.2 – Removing
outdated or
unnecessary zoning
provisions that unduly
restrict housing
creation.
Zoning By-law updates can
look to add further flexibility
for co-habitation, multi-
generational housing, group
homes and co-operatives.
Further, zoning standards
around the Additional
Residential Unit framework
will need to be updated.
Comprehensive
Zoning By-law
Review
2025
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Promote Housing
Affordability and Stability
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Key Objective: Promote
Housing Affordability and
Stability
Promoting housing affordability and stability means ensuring individuals and families can
first access, and then keep housing over the course of their lifetimes and as needs change.
Aurora will promote housing affordability and stability through the following action items:
Action Item #6 – Establish an Affordable Housing Reserve Fund
Description Result Implementation
Tool Timeframe
An Affordable Housing
Reserve Fund to be
created with funds
collected through
Community Benefit
Charges or other
contributions from
developments.
An Affordable Housing
Reserve Fund will allow the
Town to establish grants to
assist with affordable
housing projects and
initiatives. A key focus can be
on assisting non-profit and
co-op housing providers, or
establishing Community
Land Trusts.
Creation of
Special Reserve
and
Implementation
Policy
2025-2030
Action Item #7 – Require Affordable Housing Assessments for all
New Residential Developments
Description Result Implementation
Tool Timeframe
Affordable Housing
Assessments to be
required as part of a
complete application
for proposed
residential
developments.
The Town requires that 25%
of all new residential
developments be affordable,
and that 35% of all new
residential development
within the Major Transit
Station Area be affordable.
Requiring Affordable Housing
Assessments will ensure
enforcement of this policy
framework.
Pre-consultation
checklists and
determining
complete
applications.
Immediate
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Action Item #8 – Implement Inclusionary Zoning for the MTSA
Description Result Implementation
Tool Timeframe
Establish a policy
framework for
Inclusionary Zoning for
the Aurora Major Transit
Station Area.
Inclusionary Zoning can
include a range of measures
that focus on providing
affordable housing units
within private market
development proposals and
provide for those units to be
maintained as affordable
over a period of time.
Adoption of
Inclusionary
Zoning Policy
Framework (in
line with O.Reg
232/18) and By-
law.
2025-2030
Action Item #9 – Utilize Government Owned Land for “Housing
First” Opportunities
Description Result Implementation
Tool Timeframe
Surplus land owned by
all levels of government
can be prioritized for
the provision of
housing.
Land costs are a primary
restriction to housing
affordability. Taking
advantage of surplus
government owned land and
prioritizing housing, including
emergency, transitional, and
social housing, will ensure
these critical “housing first”
opportunities are provided.
The Town can specifically
work with the Region to
identify surplus lands
collectively, as well as
opportunities for leasing.
Engagement
with all levels of
government
regarding
surplus land in
Aurora.
Immediate
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Action Item #10 – Evaluate the Benefits and Feasibility of
Modular and Prefabricated Construction
Description Result Implementation
Tool Timeframe
Modular housing refers
to housing units that
can be prefabricated
then assembled at a
particular site to create
housing opportunities.
Modular housing can assist
housing affordability, but
there are still questions
regarding overall costs, long-
term quality, site selection
and appropriateness as a
temporary or permanent
housing solution. The Town
can look to evaluate the
feasibility of modular
housing as an option for
housing creation, and
consult with industry experts
to ensure effective
implementation of enabling
tools to support the
construction method.
Modular
Housing
Implementation
Study
Updating the
Town’s
Comprehensive
Zoning By-law as
required.
2025
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Ensure Complete
Community Growth
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Key Objective: Ensure Complete
Community Growth
It is important to ensure that residential development and growth is
balanced with the appropriate access to goods, services and
amenities. Social integration and economic well-being are
considered fundamental pillars in increasing an individual’s
connection to the community and overall well-being. Promoting a complete community will
ensure that individuals continue to be attracted to Aurora and want to stay here as their
individual or family needs change. Aurora will continue to ensure housing is part of a
complete community through the following action items:
Action Item #11 – Eliminate Minimum Parking Requirements
Description Result Implementation
Tool Timeframe
Eliminate minimum
parking requirements
within the Major Transit
Station Area.
The construction of
underground parking adds
more time to the
construction process and
represents a significant cost
that ultimately gets passed
onto unit owners and
impacts affordability. Zoning
provisions can also result in
the overbuilding of parking
spaces for areas that are
transit-oriented or walkable
like the Major Transit Station
Area. Eliminating minimum
parking requirements will
ensure that housing units
built within the Major Transit
Station Area are at a more
affordable price point. This is
also further supported by
Provincial Bill 185.
Comprehensive
Zoning By-law
2025
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Action Item #12 – Create an Affordable Housing Community
Improvement Plan
Description Result Implementation
Tool Timeframe
Community
Improvement Plans are
tools that allow
municipalities to direct
funds towards
implementing policy
initiatives.
The Town’s new Official Plan
already has enabling policies
to prepare a Community
Improvement Plan geared
towards the creation of
affordable housing. A
Community Improvement
Plan would incentivize the
creation of affordable
housing through grants,
loans, or tax assistance. The
program can focus on
providing incentives for the
creation of Additional
Residential Units and other
housing opportunities such
as co-habitation, with
policies to ensure that units
remain affordable over
extended periods of time.
Affordable
Housing
Community
Improvement
Plan Policy
Program and
Implementing
By-laws
2025-2030
Action Item #13 – Undertake Streetscape Improvements for the
Aurora Promenade
Description Result Implementation
Tool Timeframe
Streetscape
improvements for the
Aurora Promenade area
to enhance vibrancy
and placemaking of the
downtown area.
Streetscape and
infrastructure improvements
within the Aurora Promenade
will reduce the overall cost of
development and in turn
assist with housing
affordability for the area
while ensuring the downtown
is a vibrant and attractive
place to live, work and play.
Aurora
Promenade
Streetscape
Improvement
Project
2024-2026
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Action Item #14 – Work with the Region of York to Ensure there is
Sufficient Servicing Capacity for Growth
Description Result Implementation
Tool Timeframe
The Town will continue
to work with York
Region to ensure the
timely delivery of
infrastructure
improvements and
water and wastewater
servicing capacity to
meet growth forecasts.
Sufficient servicing capacity
will ensure that approved
developments can be
constructed in a timely and
efficient manner. A lack of
servicing restricts housing
supply and stalls approved
developments from actually
being constructed. Ensuring
the timely delivery of the
north York Durham Sewage
System (YDSS) expansion is a
priority for meeting housing
supply needs.
Region of York
Servicing
Allocation and
north YDSS
expansion
project
2024-2031
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Streamline Approvals
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Key Objective: Streamline Approvals
More streamlined approvals result in the faster delivery of housing.
Recent provincial legislation has also focused on reducing red tape
and expediting the development review and approval process. The
Town of Aurora has been committed to these process
improvements including through the recent launching of the
online application Portal system, and will continue to streamline
approvals for affordable housing through the following action
items:
Action Item #15 – Consider Implementing a Community Planning
Permit System
Description Result Implementation
Tool Timeframe
A Community Planning
Permit System would
allow the Town to
develop specific
development standards
for a geographic area
and allow zoning, site
plan and minor
variance processes to
be combined into one
application and permit
approval process.
The Town’s Official Plan
enables the use of a
Community Planning Permit
System. Implementing the
system would allow
development proposals that
conform to the established
development standards to be
approved in a streamlined
manner. Multiple application
processes can be
consolidated into a single
review process geared
towards the faster delivery of
housing for a geographic area
that Council identifies.
Community
Planning Permit
By-law
2025-2030
Action Item #16 – Continue to Enhance the Electronic Portal
Application System
Description Result Implementation
Tool Timeframe
The Town has
transitioned to an
online based
development
The faster intake and review
of applications ensures the
faster processing and
approval of applications,
Cityview
Software Online
Application
Portal
Ongoing
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application intake and
review system, which
has enhanced and sped
up the development
application review
process. Continued
development and
upgrading of the system
will ensure its
effectiveness.
which in turn supports the
delivery of housing
opportunities.
Action Item #17 – Prioritize the Approval of Affordable Housing
Developments
Description Result Implementation
Tool Timeframe
Affordable housing
development proposals
can be flagged at the
pre-consultation and
application intake stage
and be prioritized for
immediate review,
processing and
approval.
Identifying and prioritizing
affordable housing
development proposals for
approvals ensures that the
application review period for
these files is condensed,
leading to the more timely
approval and delivery of
critically needed housing.
Pre-consultation
Review Stage
Immediate
Action Item #18 – Waive Application Fees for Critical Housing
Opportunities
Description Result Implementation
Tool Timeframe
Applications for critical
emergency,
transitional, and
supportive housing can
have all related
application fees
removed.
Eliminating application fees
for critical housing projects
supports the overall
affordability of the delivery of
units, while also streamlining
the application process by no
longer requiring fee review
and processing.
Fee By-law
Update
2025
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Enhance Partnerships
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Key Objective: Enhance Partnerships
Solving the housing crisis is a collaborative effort involving all
levels of government and partners in both the private and non-
profit sectors. The Town of Aurora will continue to develop and
enhance partnerships around the delivery of affordable housing
through the following action items:
Action Item #19 – Assist York Region and Housing York Inc. in
Identifying Appropriate Sites for Housing
Description Result Implementation
Tool Timeframe
Housing York Inc. is
York Region’s housing
corporation, which
provides market rent,
subsidized, and
emergency housing
opportunities. The
Town can continue to
assist the Region and
Housing York Inc. with
the site selection and
review process for
housing opportunities.
Assisting with advancing the
site selection, acquisition
and development approval
process for Housing York Inc.
related projects ensures that
the appropriate mix and
balance of housing across
the housing continuum is
provided within Town.
Staff to Staff
correspondence
and reporting to
Council as
required.
Ongoing
Action Item #20 – Work with School Boards to Evaluate Sites and
Seek Innovative Opportunities for Housing
Description Result Implementation
Tool Timeframe
The Town can engage
with local school
boards and be involved
in the acquisition of
surplus lands or
encourage site
development to
consider innovative
ways of adding housing.
The Town can also work
More urban areas have
begun partnering with school
boards on mixed use
residential-institutional
developments. This can
result in the creation of
housing on school board
sites that still also continue
to provide education
facilities. Further, any
Staff and
Council
engagement
with School
Boards
Ongoing
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with school boards to
evaluate schools with
excess capacity and
seek opportunities to
add density
permissions for these
areas, where
appropriate.
surplus lands can be used to
accommodate housing
opportunities, and working
alongside school boards to
evaluate school capacities
provides an opportunity to
increase density permissions
in appropriate strategic
locations.
Action Item #21 – Connect Developers with Affordable and
Rental Housing Providers at the Pre-consultation Stage
Description Result Implementation
Tool Timeframe
The pre-consultation
stage is the initial
review of a concept
proposal prior to the
formal submission of
an application. Staff
can ensure that at the
pre-consultation stage,
developers are
provided with a list of
housing providers and
be encouraged to
engage with them to
add affordable units in
their proposals.
The Town can assist in
bridging the gap between the
private and non-profit
sectors and provide a key
opportunity for
communication and
partnership at the pre-
consultation stage.
Connecting developers with
affordable and rental housing
providers early in the process
will ensure greater
opportunity for affordable
and rental housing options to
be integrated in the proposed
development.
Pre-consultation
Review Stage
Immediate
DRAFT
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Affordable Housing Action Plan
28
Action Item #22 – Liaise with the Provincial and Federal
Governments for Housing Funding and Support
Description Result Implementation
Tool Timeframe
The Town can continue
to liaise with the
provincial and federal
governments and apply
for grants and funding
opportunities where
appropriate.
Collaboration and support
from all levels of government
is needed to combat the
housing crisis. More
resources and funding will
ensure the successful
implementation of housing
related goals and objectives,
including those listed as part
of this Affordable Housing
Action Plan. A key focus
alongside government
partners can also be on
ensuring homelessness
prevention and resource
supports.
Staff and
Council
discussions and
lobbying with
Members of
Parliament/
Members of
Provincial
Parliament.
Ongoing
Action Item #23– Support Community Housing Providers
Description Result Implementation
Tool Timeframe
Working with
Community Housing
Providers, including
seniors and Indigenous
housing providers, to
advance housing
opportunities within
Town.
The Town can partner with
and encourage community
housing providers to locate in
Aurora and provide
assistance through the site
selection, due diligence,
acquisition and development
approval phases.
Staff and
Council
engagement
Ongoing
DRAFT
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Affordable Housing Action Plan
29
Continually Monitor,
Assess and Educate
DRAFT
Page 282 of 301
Affordable Housing Action Plan
30
Key Objective: Continually
Monitor, Assess and Educate
The Town of Aurora is evolving and will continue to evolve. Evaluation
of the housing climate, policy direction, and success of programs
will be required to meet the evolving needs of the community to
2051. Iterative monitoring, assessment, and education of housing within Aurora will occur
through these action items:
Action Item #24 – Develop a Town-wide Housing Needs and Gap
Assessment
Description Result Implementation
Tool Timeframe
Housing Needs and
Gap Assessments
evaluate demographic
and economic trends
and housing and land
inventories to identify
gaps in housing needs
and supply.
A Housing Needs and Gap
Assessment will provide a
data-based assessment of
the housing supply in Aurora
and drive further policy
development geared towards
addressing known housing
gaps or trends. The
Assessment can also
evaluate Census data to
ensure effective monitoring
of the Town’s Affordability
Thresholds.
Housing Needs
and Gap
Assessment
Ongoing;
next
Census is
in 2026.
Can be
conducted
alongside
each
Census
cycle.
Action Item #25 – Continue to Advocate and Educate
Description Result Implementation
Tool Timeframe
Promote housing
advocacy and
education to raise
awareness of the
housing crisis and need
for action.
Advocacy and education will
remove stigmas associated
with certain housing
development and allow
housing opportunities to be
more supported within the
community. More awareness
into programs and supports
can also be provided.
Council and
Staff
Ongoing
DRAFT
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Affordable Housing Action Plan
31
Action Item #26 – Commit to Regular Updates of this Affordable
Housing Action Plan
Description Result Implementation
Tool Timeframe
This is the Town’s first
Affordable Housing
Action Plan. As the
Town continues to
evolve, the actions of
this Plan will inevitably
need to be monitored
and updated.
The majority of these Action
Items have implementation
timeframes prior to 2030.
Updating the Action Plan will
ensure effective goals,
objectives and actions as the
Town grows to 2051.
Affordable
Housing Action
Plan
2030
DRAFT
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Affordable Housing Action Plan
32
Conclusion
This Affordable Housing Action Plan outlines key objectives and action items for the Town of
Aurora to pursue to address the housing needs of the community today and into the future.
Solving the housing crisis requires the efforts of all levels of government, but this Action Plan
provides tangible targets and actions to pursue at the municipal level.
Housing in Ontario is part of a complex system. There have been multiple efforts across
multiple levels of government for years to tackle the housing crisis. However, the
conversation around affordable housing is changing. There is a unified recognition for the
importance of providing affordable, attainable, and diverse housing options for all. As
communities grow, there is a recognized need to shift approaches and ideologies to solve
the housing crisis.
Planning for housing is not only about solving the problems faced today, but also about
aiming to improve the lives of future generations over the long-term. The Town of Aurora is
committed to pursuing solutions to the housing crisis, and this made-in-Aurora Affordable
Housing Action Plan provides the blueprint for achieving real results within our community.
DRAFT
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Affordable Housing Action Plan
33
Mayor Tom Mrakas
Councillor Ron Weese
Councillor Rachel Gilliland
Councillor Wendy Gaertner
Councillor Michael Thompson
Councillor John Gallo
Councillor Harold Kim
Prepared by the Town of Aurora Planning and Development Services Department:
Marco Ramunno, MCIP, RPP, Director of Planning and Development Services
Adam Robb, MPL, MCIP, RPP, CAHP, Manager of Policy Planning and Heritage
2024
DRAFT
Page 286 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS24 -0 62
Subject: George Street Parkland Acquisition Next Steps – Demolition,
Zoning and Park Design Consultation
Prepared by: Lisa Hausz, Manager, Economic Development
Department: Planning and Development Services
Date: June 4, 2024
Recommendation
1. That Report No. PDS24-062 be received; and
2. That staff be directed to proceed with the process to demolish the building and
prepare the site for development; and
3. That a new capital project with total budget authority of $415,800 be approved, to be
funded from the Proceeds from Land Sales reserve; and
4. That staff be directed to begin the public consultation process for the design of the
park and report back to Council; and
5. That staff be directed to proceed with the process to rezone the George Street
property as outlined herein.
Executive Summary
On April 11, 2024 the Town of Aurora completed the process to acquire 115 George
Street from the York Region District School Board. The purchase price was $10,722,000,
which was funded from the CIL Parkland reserve. The property was acquired with the
intention of a neighbourhood park, defined in the Parks and Recreation Master Plan as a
park servicing the immediate surrounding residential area, of which the minimum size is
approximately 1.6 to 4 hectares (4-10 acres) to allow for various outdoor recreation
amenities such as multi-use courts, a playground or other outdoor recreation uses. The
site, now in the ownership of the Town, is ready to proceed with next steps.
The George Street School building is being prepared for demolition.
Page 287 of 301
June 4, 2024 2 of 6 Report No. PDS24-062
The parkland design will be considered through a public consultation process.
Staff recommend beginning the process of a Town-initiated amendment to the
Zoning By-law.
Background
The George Street School building is being prepared for demolition.
The Town closed the acquisition of 115 George Street on April 11, 2024 and
immediately began preparations for demolition. The property has been cleared of any
York Region District School Board property and has been secured. The next step is to
demolish and remove the former school building, clearing the property of building
materials, and preparing the property for future servicing. The process will be managed
by the Operations and Parks team. It is anticipated that that demolition and removal will
take place in Fall 2024, pending Council approval.
Analysis
The parkland design will be considered through a public consultation process.
The newly acquired parkland will undergo a public consultation process to identify the
community needs and amenity preferences for the new neighbourhood park. The Parks
team will manage the public consultation and outreach through several channels
including EngageAurora.ca, signage on the property, and a public information centre
event to engage and seek feedback. Public engagement opportunities will commence
once staff review feasibility of the originally proposed amenities for the site, which
include junior and senior play structures, a shade shelter, and a multi-purpose court.
Once preliminary concepts are finalized, staff will present the public with opportunities
to review and comment on the proposals.
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June 4, 2024 3 of 6 Report No. PDS24-062
Staff recommend beginning the process of a Town-initiated amendment to the Zoning By-
law..
The rezoning proposal for the subject lands at 115 George Street aims to optimize land
usage for residential and recreational purposes. With approximately 130 metre (426
feet) of frontage along this portion of George Street, the area is suitable to be rezoned
from Institutional to "R3 - Detached Third Density" zoning category. The R3 zoning has
the potential to create seven to eight single detached residential lots, each with a lot
frontage of 15 metre (50 feet) and a lot area of 460 square metres (4,951 square feet).
This adjustment aligns the Official Plan policy for compatibility with the existing
adjacent residential lots. Concurrently, the remaining area, previously designated as
Institutional, is proposed to be rezoned to open space, safeguarding it for future
community use as a neighborhood park. This proactive measure ensures that no further
development encroaches upon this valuable green space, preserving it for the well-being
and enjoyment of residents. Importantly, these proposed zoning adjustments operate
within the framework of the existing Official Plan, eliminating the necessity for an
Official Plan amendment while accommodating evolving community needs.
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June 4, 2024 4 of 6 Report No. PDS24-062
Once staff have completed the process set out in the Planning Act, a further report will
be brought to Council recommending that a site-specific zoning by-law amendment be
enacted for the subject property.
Advisory Committee Review
Consultation will include discussions with the Parks and Recreation Advisory
Committee, the Accessibility Advisory Committee, and the Environmental Advisory
Committee.
Legal Considerations
With the acquisition of the 115 George Street property, the Town is now in control of the
property. The Town will be responsible for the property and the former school building
located on the lands, including any associated liability and risks. The Town will also be
required to carry insurance coverage appropriate for this property and any structure
located on it, until such time as the building is demolished and cleared. If the property is
cleared of any structures, the risk relating to liability and damages will be reduced.
If Council directs staff to proceed with the process to rezone the property, staff will
follow the process set out in the Planning Act, which includes holding at least one public
meeting to give the public an opportunity to make representations in respect of the
proposed zoning by-law amendment.
Financial Implications
The total estimated cost to demolish, remove the building, and complete the initial
preparation of the property for future development is $415,800 as summarized in Table
1. Future site preparation costs, if required, will be brought forward to Council for
consideration when appropriate.
Table 1
Estimated Site Preparation & Servicing Costs
Item Amount
Building Demolition 378,000
Contingency (10 Percent) 37,800
Total $415,800
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June 4, 2024 5 of 6 Report No. PDS24-062
It is recommended that a new capital project with total budget authority $415,800 be
approved to be funded from the Proceeds from the Sale of Land reserve. Any proceeds
from the re-sale of land would be contributed toward this same reserve.
Communications Considerations
This report will be shared online to inform the public. Communications will also assist
with the public consultation process to identify the community needs and preferences
for the new neighbourhood park, through several channels including EngageAurora.ca,
signage on the property, and public open house events to engage and seek feedback.
Climate Change Considerations
The recommendations from this report will increase the Town’s ability to adapt to a
changing climate by removing, redeveloping, improving and/or rehabilitating an old
building to a more efficient use; as well as by improving natural assets on the same
property and protecting flood plain areas.
Link to Strategic Plan
The acquisition of 115 George Street supports the Parks and Recreation Master Plan,
the Trails Master Plan and the Corporate Strategic Plan under Objective 4: Encouraging
an active and healthy lifestyle in supporting the long-term needs of recreation programs,
services and operations to match the evolving needs of the growing and changing
population.
Alternative(s) to the Recommendation
1. That Council provide direction.
Conclusions
The Town has completed the acquisition of 115 George Street from the York Region
District School Board. The property was acquired with the intention of using it for a
neighbourhood park. The property is now secured, and staff seek Council’s direction on
proceeding with the demolition, public consultation for the park design, and rezoning.
Page 291 of 301
June 4, 2024 6 of 6 Report No. PDS24-062
Attachments
None.
Previous Reports
Closed Session Reports
Pre-submission Review
Agenda Management Team review on May 16, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 292 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Member Motion
Councillor’s Office
_______________________________________________________________________________________
Re: Supporting Affordable Housing Options Leslie Corridor
To: Mayor and Members of Council
From: Councillor Rachel Gilliland
Date: June 4, 2024
_______________________________________________________________________________________
Whereas the Aurora Town Council approved a commitment to the Government of
Ontario’s Housing Pledge to build 8,000 new residential units to help address the
housing crisis by 2031; and
Whereas Council committed to develop an Affordable Housing Action Plan aimed at
promoting affordable, attainable, and diverse housing options; and
Whereas municipal governments are encouraged to reduce red tape, create policies to
help streamline process, and incentify new development opportunities faster, with more
affordable choices; and
Whereas the Town of Aurora has developed a new Official Plan that includes some
increase in heights in the MTSA, Promenade, Regional and Local corridors; and
Whereas the Leslie Street corridor shoulders an employment area, is in close proximity
to the 404, and near amenities such as recreation, shopping and restaurants; and
Whereas condos and purpose-built rentals are considered to be more affordable
choices and ideal for people who are first time home buyers or looking to rent, provides
social benefits of a community, onsite recreational amenities, is secure and low
maintenance; and
Whereas the Leslie Street corridor currently has a 4-storey maximum in the new Official
Plan, where several examples of 7-storey buildings already exist; and
Whereas the Leslie Street corridor would be an ideal location to increase heights from 4
to 7 storey maximums to reduce red tape, streamline the development process, and
incentify new development opportunities faster, with more affordable choices;
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Supporting Affordable Housing Options Leslie Corridor
June 4, 2024 Page 2 of 2
1. Now Therefore Be it Hereby Resolved That staff be directed to report back on the
status of the remaining developable sites along the Leslie Street corridor and the
process to increase the heights to a maximum of 7 storeys.
Page 294 of 301
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Mayor’s Office
Re: York Regional Council Highlights of May 23, 2024
To: Members of Council
From: Mayor Mrakas
Date: June 4, 2024
Recommendation
1. That the York Regional Council Highlights of May 23, 2024, be received for
information.
Page 295 of 301
1
,
Thursday, May 30, 2024
York Regional Council – Thursday, May 23, 2024
Livestreaming 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 available at
York.ca/councilandcommittee
Commissioner of Community and Health Services Announces Retirement
York Regional Council received notice that Katherine Chislett will retire from her position as
Commissioner of Community and Health Services, effective Friday, June 28, 2024.
Commissioner Chislett has been an integral member of York Region’s Senior Management Team for
the past seven years, contributing significantly to the Region’s success. Throughout her tenure,
Commissioner Chislett’s leadership has been characterized by empathy and compassion for staff,
partners and residents while delivering exceptional results for our communities.
Some of Commissioner Chislett’s many achievements include leading the Community and Health
Services department through the COVID-19 pandemic response and immunization program,
implementing York Region’s first Inclusion Charter and first Community and Safety and Well-Being
Plan, the five-year update to the Housing and Homelessness Plan and the Paramedic Master Plan.
Additionally, she served as an integral part of York Region’s asylum seekers and refugees response
and has played a critical role in supporting the Region’s most vulnerable residents.
Chairman Emmerson thanked Commissioner Chislett for her 37 years of outstanding public service and
extended well wishes for a long, healthy and well-deserved retirement.
York Region population grows to over 1.25 million residents, highest annual growth since 2018
Regional Council received an update on The Regional Municipality of York’s growth and development
trends through the annual Growth and Development Review. In 2023, York Region recorded the
highest ever construction value, estimated at $5.9 billion, continuing to accommodate a growing
population of over 1.25 million residents.
Additional highlights from the Growth and Development Review 2023 include:
•Total population growth of 18,737 people in 2023 to 1,258,200 residents, a 1.5% increase over
2022 and the highest percentage increase since 2018
•A 69% increase in residential building permits, totalling 12,022 units, with a record-high
construction value of $4.3 billion
•9,945 housing completions, comprised of 59% apartments, 25% single detached and 16%
townhomes, representing an 89% increase from 2022
•3.6% decrease in average resale home prices, representing the first decrease since 2018
Page 296 of 301
Despite strong residential construction activity, residential permits issued in 2023 were well below
levels required to achieve provincial housing targets. Details on York Region’s plan to address Housing
Affordability and monitoring housing supply can be found at york.ca/HousingAffordability
Find out more about how York Region manages and monitors growth at york.ca/Planning
York Region investments earn high returns
Regional Council received an update on management of the Region’s General Fund and Sinking Fund
investment portfolios. As of December 31, 2023, these investments had a combined maturity value of
approximately $6.85 billion, including:
• $166 million earned in General Fund returns: earnings are used to augment reserves and
reserve fund balances and consists of investments held for reserves and reserve funds, working
capital and other corporate funds; maturity of these investments at year end totalled $5.18
billion
• $35.6 million earned in Sinking Fund returns: repay the principal amount of a debenture, an
unsecured long-term business debt, upon its maturity; maturity of these investments at year end
totalled $1.67 billion
York Region’s investment portfolio remains well positioned to respond to evolving needs and economic
changes required to support the priorities of the 2023 to 2027 Strategic Plan to build and maintain
strong, caring and safe communities.
York Region makes progress in Year 1 of Strategic Plan
Regional Council received the Year 1 (2023) Progress Report on the 2023 to 2027 Strategic Plan,
demonstrating progress in York Region’s four priorities over this term of Council. In 2023, 34 of 48
performance measures (71%) were trending in the desired direction.
Highlights from the Year 1 Progress Report include:
• Achieved higher-than-forecasted transit ridership
• Increased collection of unpaid Provincial Offences Act fines
• Advanced planning and development of 563 new community housing units
• Reduced greenhouse gas emissions through 14 electric buses in transit fleet and adding five
fully electric vans to the corporate fleet
Results in the plan’s four priority areas are measured and reported on annually to ensure progress is
made on Council’s priorities.
A copy of the progress report and other documents related to the Region’s strategic planning are
available at york.ca/stratplan
Long-term approach to managing assets continues to enhance quality of life in York Region
York Region’s 2024 Corporate Asset Management Plan outlines how York Region will continue to
maintain its assets to provide services in a safe, reliable and cost-effective manner.
Regional assets have an estimated replacement value of $25 billion, an increase of $6.3 billion or 33%
from 2021. Inflation trends, improvements to replacement cost evaluation and upcoming critical
wastewater infrastructure and retrofits have significantly impacted estimated asset replacement
values.
Regional assets include assets like buildings, facilities, roads, fleet vehicles and street trees. Over 90%
of Regional infrastructure assets remain in very good to fair condition.
Page 297 of 301
The projected budget to meet asset needs over the next 10 years (2023 to 2032) is $17.8 billion. This
includes capital costs for existing assets ($3.8 billion), growth-related assets ($4.6 billion) and operating
costs for both ($9.4 billion).
$8.4 billion slated for infrastructure projects to meet growing community needs
Regional Council received presentations and reports on both Public Works Transportation and Water
and Wastewater Capital Infrastructure updates, outlining how the Region is expanding and maintaining
systems. The 2024 Public Works 10-Year Capital Plan includes $4 billion in transportation projects and
$4.4 billion in water and wastewater projects for growth and asset management.
Over 270 transportation projects are planned for 2024, including widening roads in the most congested
urban areas and near new development, bridging 400-series highways, improved intersections, new
multi-use paths and streetscaping. Improvements will also be made to further increase and enhance
traveller safety and experience as well as environmental sustainability.
The 2024 Water and Wastewater Capital Plan focuses on building the Regional water and wastewater
network, sustaining service levels and managing system risk and resiliency. At the end of 2023, the
capital program had 176 active projects.
Key water and wastewater projects for in the 2024 10-Year Capital Plan include requirements of
Supporting Growth and Housing in York and Durham Regions Act, namely the north York Durham
Sewage System expansion as part of the mandated York Region Sewage Works Project. Other critical
projects outlined are new or enhanced wastewater sewers, pumping stations and other facility
infrastructure for the York Durham Primary Sewage System, servicing projects in the City of Vaughan
and Township of King and water resource recovery facility updates in the Town of Georgina.
York Region’s Transportation Master Plan and Water and Wastewater Master Plan guide infrastructure
capital programs, ensuring Regional transportation and water and wastewater networks continue to
meet the needs of our growing communities.
2024 Update to Energy Conservation and Demand Management Plan
York Region's 2024 Corporate Energy Conservation and Demand Management Plan supports reaching
net-zero carbon emissions by 2050 through responsible use of technology, funding and asset
replacement cycles. With a “conservation first” approach, greenhouse gas emissions will be mitigated
by minimizing energy consumption.
The plan prioritizes electrifying the transit bus fleet and addressing emissions from buildings,
wastewater, streetlights, traffic signals and transit shelters. Long-term plans integrate net-zero carbon
upgrades with necessary repairs in buildings to ensure cost-effective solutions for building
electrification.
York Region estimates 2050 direct corporate emissions can be reduced by 81% compared to its 2014
baseline and can avoid a cumulative release of 1.2 million tons of greenhouse gas emissions by 2050
with these measures.
York Region is aligning climate action strategies with global institutions like the United Nations and
Stockholm Resiliency Centre to ensure local efforts have the most impact. Learn more about the
Region’s Climate Action Plan at york.ca/ClimateChange
York Region acquires 17 hectares in the Town of Georgina to expand the York Regional Forest
Regional Council has approved acquisition of 17 hectares (42 acres) of land at 4302 Baseline Road in
the Town of Georgina as part of York Region’s Greening Strategy. This addition will further expand the
Page 298 of 301
York Regional Forest, a key component to York Region’s commitment to protecting the natural
environment and building sustainable communities.
The property was selected based on natural heritage significance, reforestation potential, cost and
recreation opportunities and is a portion of a 40-hectare (90 acre) rural property neighbouring the
existing Metro Road Tract.
This acquisition will complete Infrastructure Canada’s Disaster Mitigation and Adaptation Fund (DMAF)
deliverable to secure 100 hectares of land. In 2019, York Region was awarded $10 million in DMAF
funding towards implementing a $25 million natural infrastructure project over eight years.
The York Regional Forest includes 26 properties totalling over 2,600 hectares of publicly accessible
greenspace. Since adopting the Greening Strategy in 2001, over 1,600 hectares of land have been
preserved and protected through land securement by York Region and its partners. Learn more at
york.ca/greening
Sustaining community housing through York Region’s Service Agreement Framework
York Regional Council approved an approach for Service Agreements with housing providers operating
housing projects designated under Part V11 of the Housing Services Act. Service Agreements ensure
housing providers receive the right level of funding based on their operational and capital repair needs
once their mortgages end.
York Region works with community housing providers in all nine cities and towns to provide affordable
rental homes to residents, including market and subsidized units. Agreements provide an opportunity
for York Region to continue working with housing providers on long-term stability of the community
housing system, a critical priority as residents continue to face housing affordability challenges.
For more information, visit york.ca/Housing
York Region requests province provide a sustainable funding model for municipal operations of
long-term care homes
Regional Council is requesting the province establish a sustainable and equitable multi-year funding
formula covering the total cost of operating municipal long-term care homes and include a
comprehensive assessment of an individual’s ability to contribute to the cost of their care.
The Fixing Long-Term Care Act requires every southern upper or single-tier municipality to establish
and maintain a municipal long-term care home or contribute to maintenance and operation of a
municipal home. Operating long-term care homes is increasingly more expensive as they are becoming
more like hospitals, providing medical care, supervision and skilled nursing care of residents with
complex care needs.
Funding to operate a long-term care home comes from two main sources:
• Provincial funding set by the province
• Resident co-payments (accommodation rates) set by the province
Operators, including York Region, are finding it increasingly challenging to fund total operating costs of
their homes with only two main sources of revenue; municipalities subsidize total operating costs with
property tax.
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York Region operates two of the 29 long-term care homes and 232 of the estimated 4,041 long-term
care beds in the Region.
For more information, visit york.ca/LongTermCare
YRT Enforcement and Security supporting safety to travellers
In 2023, York Region Transit (YRT) continued to support public safety across the transit system by
working to ensure a safe, secure and comfortable experience for travellers.
York Region donating two decommissioned ambulances
Regional Council approved donating two decommissioned ambulances to Independent First Nations
Alliance Regional Fire Rescue.
Independent First Nations Alliance Regional Fire Rescue operates Integrated Emergency Services,
providing 24/7 response through an Emergency Operations Centre and Incident Management Teams in
five communities in Northwestern Ontario.
These two decommissioned ambulances will enhance community safety and provide additional medical
transport options for the five First Nation communities.
Decommissioned ambulances have reached their maximum lifespan of five years or 250,000
kilometres. Since 2014, Regional Council has approved donating 16 decommissioned ambulances to
registered charities, not-for-profit and humanitarian aid organizations providing training, first aid service
at local community events, mobile mental health education and paramedic services.
For more information visit york.ca/ParamedicServices
May Observances
Regional Council recognized the following observances in May 2024:
• Jewish Heritage Month
• Asian Heritage Month
• Dutch Heritage Month
• Emergency Preparedness Week – May 5 to 11, 2024
• Professional Clerks Week – May 5 t0 11, 2024
• National Nursing Week – May 6 to 12, 2024
• Paramedic Services Week – May 19 to 25, 2024
• National Public Works Week – May 19 to 25, 2025
• National Accessibility Week – May 26 to June 1, 2024
• National Physicians Day and First Responders Day – Wednesday, May 1, 2024
• Red Dress Day – Sunday, May 5, 2024
• Personal Support Workers Day – May 19, 2024
• World Bee Day – Monday, May 20, 2024
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Next meeting of York Regional Council
York Regional Council will meet on Thursday, June 27, 2024, at 9 a.m. in the York Region
Administrative Centre Council Chambers, located at 17250 Yonge Street in the Town of Newmarket.
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 over 1.25 million residents and 57,000 businesses with more than 629,000
employees. More information about York 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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