Agenda - Special Council - 20230925Town of Aurora
Special Meeting of Council
Revised Agenda
Date:Monday, September 25, 2023
Time:6 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
2.Land Acknowledgement
3.Approval of the Agenda
4.Declarations of Pecuniary Interest and General Nature Thereof
5.Delegations
6.Consideration of Items Requiring Discussion
*6.1 CMS23-037 - Aurora Town Square Report Chronology 1
(Presentation to be provided by Doug Nadorozny, Chief Administrative
Officer, and Robin McDougall, Director of Community Services)
That Report No. CMS23-037 be received for information.1.
6.2 CMS23-036 - Aurora Town Square - Heritage, Programming and Special
Events
59
(Presentation to be provided by Shelley Ware, Recreation Supervisor
Special Events, Michelle Johnson, Collections and Exhibitions
Coordinator, and Nichole Campsall, Cultural Development Coordinator)
That Report No. CMS23-036 be received for information.1.
*6.3 Aurora Cultural Centre Programming Presentation 90
(Presentation to be provided by Suzanne Haines, Executive Director,
Aurora Cultural Centre)
*6.4 Aurora Public Library/Aurora Town Square Programming Presentation 105
(Presentation to be provided by Bruce Gorman, Chief Executive Officer,
Aurora Public Library)
*6.5 CS23-038 - Aurora Town Square Business Plan 132
(Presentation to be provided by Phil Rose, Manager of Cultural Services)
That Report No. CMS23-038 be received; and1.
That the 2024-2026 Aurora Town Square Business Plan be
approved, and that its financial implications be inserted into the
draft operating budget for Council’s review and approval.
2.
*6.6 CMS23-042 - Aurora Cultural Centre Staffing Plan 218
That Report No. CMS23-042 be received for information.1.
6.7 CMS23-034 - Aurora Town Square Grand Opening 226
(Presentation to be provided by Shelley Ware, Recreation Supervisor
Special Events)
That Report No. CMS23-034 be received for information.1.
6.8 CMS23-039 - Aurora Public Library - Memorandum of Understanding 236
That Report No. CMS23-039 be received for information.1.
7.Confirming By-law
7.1 By-law Number XXXX-23 - Being a By-law to confirm actions by Council
resulting from a Special Meeting of Council on September 25, 2023
241
8.Adjournment
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. CMS 2 3 -0 37
Subject: Aurora Town Square Report Chronology
Prepared by: Phil Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
Recommendation
1. That Report No. CMS23-037 be received for information.
Executive Summary
This report provides a reverse chronological summary of Aurora Town Square (formerly
Library Square) Council reports and resolutions between 2017 and 2023.
Background
Beginning with the latest Aurora Town Square (ATS) report presented to Council on July
4, 2023, this report covers approximately six years of reporting and resolutions
regarding ATS (formerly Library Square), dating back to a May 16, 2017 report about
Library Square Conceptual Plans.
Analysis
The following table summarizes Aurora Town Square (ATS) reports and resolutions in
reverse chronological order between 2017 and 2023.
Date, Report No.,
Title & Link Summary Council Resolutions
July 4, 2023,
CMS23-031, ATS
Update
Report
Attachment 1
With the opening of ATS in
2024, expenses will increase
as the facility becomes
operational.
1. That Report No. CMS23-031 be
received; and
2. That Council approve in
advance of the 2024 operating
Page 1 of 241
September 25, 2023 2 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
ATS’s total annual
incremental net operating
requirements are estimated
to be $1,070,000.
There has been an
incremental approach to the
onboarding of staff to limit
salary and benefit expenses.
budget a new full-time IT
Support/Technical Production
position in support of Town
Square’s operations to be funded
through operational budget
savings to be achieved through a
planned reduction to the Aurora
Public Library’s ongoing funding
requirements; and
3. That the recommended
operating plan financial strategy
for Town Square be included in
the proposed 2024 Budget for
Council’s review and
consideration of approval; and
4. That the ATS operating plan be
brought before Council prior to
budget 2024 deliberations,
including the Aurora Cultural
Centre’s programming and
staffing plan.
March 28, 2023,
CMS23-008, ATS
Capital
Campaign Status
Update
Closed Session PUBLIC MEETING EXTRACT:
1. That Council Closed Session
Report No. CMS23-008 be
received; and
2. That the confidential direction
to staff be confirmed.
February 21,
2023, CMS23-
007, ATS
Contract
Negotiations
Closed Session PUBLIC MEETING EXTRACT:
1. That Closed Session report No.
CMS23-007 be received; and
2. That the project budget for
Aurora Town Square be increased
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Date, Report No.,
Title & Link Summary Council Resolutions
by $1,200,000 to $53,139,700 and
that the increase be funded from
funds collected as part of the
capital campaign; and
3. That Council delegate authority
to the CAO to approve contract
amendments, typically requiring
Council approval, only for the
consulting services related to the
Aurora Town Square project; and
4. That the closed session report
be released publicly as soon as
possible.
June 21, 2022,
CMS22-029, ATS
Governance -
Town Staffing
Update 2
Report
Facilities Division requires
additional staffing to
maintain the ATS including a
Crew Lead.
Customer Service
Representatives are
important to provide the
services directly with ATS
patrons.
Technical Specialist staff will
be critical to providing
specialized stage, sound,
lighting, and video
requirements for all
bookings.
1. That Report No. CMS22-029 be
received; and
2. That a Full-Time Crew Lead
position commence at the start of
2023 be approved and be funded
from the Aurora Town Square
operating budget; and
3. That a Full-Time Customer
Services Representative position
commence at the start of 2023 be
approved and be funded from the
Aurora Town Square and other
operating budgets as outlined in
this report; and
4.That allocation of Aurora Town
Square operating funding be
approved to support the Technical
Specialist role on an interim basis
until the governance matters are
finalized.
Page 3 of 241
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Date, Report No.,
Title & Link Summary Council Resolutions
May 24, 2022,
CMS22-024, ATS
Capital
Campaign Status
Update
Closed Session PUBLIC MEETING EXTRACT
1. That Council Closed Session
Report No. CMS22-024 be
received; and
2. That the confidential direction
to staff be confirmed.
May 24, 2022,
CMS22-025,
Provision of
Cultural Services
Agreement
Status Update
Closed Session PUBLIC MEETNG EXTRACT
1. That Council Closed Session
Report No. CMS22-025 be
deferred to a future Closed
Session meeting.
April 5, 2022,
CMS22-019, ATS
Space Usage and
Permitting Policy
Report
Attachment 1
The Policy provides
transparency and structure
for user groups and
individuals pertaining to the
fair allotment and use of
interior and exterior space at
ATS.
The Policy identifies which
Town staff are responsible
for administering, monitoring
and ensuring compliance.
The Policy establishes a
ranking that prioritizes the
allocation of space and how
to address conflicting
requests when they arise.
The Policy grants
grandfathering provisions,
but only to specific groups.
1. That Report No. CMS22-019 be
received; and
2. That the Aurora Town Square
Space Usage and Room
Permitting Policy be approved.
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Date, Report No.,
Title & Link Summary Council Resolutions
April 5, 2022, ATS
Capital
Campaign Status
Update
Closed Session PUBLIC MEETING EXTRACT
1. That Council Closed Session
Report No. CMS22-023 be
received; and
2. That the confidential direction
to staff be confirmed.
March 1, 2022,
CMS22-013, ATS
Space Usage and
Room Permitting
Policy
Report
Staff have developed the ATS
Space Usage and Room
Permitting Policy based on
the principle of transparency
and to provide structure for
user groups pertaining to the
fair allotment and use of
space at ATS.
1. That Report No. CMS22-013 be
received; and
2. That the principles of the
Aurora Town Square Space Usage
and Room Permitting Policy be
approved; and
3. That the final draft Aurora Town
Square Space Usage and Room
Permitting Policy come back to
Council for final approval.
March 1, 2022,
CMS22-010, ATS
Staffing Update 1
Report
Manager of Aurora Town
Square and Marketing
Creative Specialist contract
positions have proven to
be roles that will be
required on a permanent
basis.
1. That Report No. CMS22-010 be
received; and
2. That the conversion of the
Manager of Aurora Town Square
contract position to a permanent
position to be funded from the
Aurora Town Square operating
budget be approved; and
3. That the conversion of the
Marketing Creative Specialist
contract position to a permanent
position to be funded from the
Aurora Town Square operating
budget be approved.
Page 5 of 241
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Date, Report No.,
Title & Link Summary Council Resolutions
March 1, 2022,
CMS22-009, ATS
Status Update –
Agreements and
IT Services
Report
For 2022, the Aurora Public
Library (APL), Aurora Cultural
Centre (ACC), and the Town’s
Recreation Services Division
will be granted priority
access to Magna Room,
Lebovic Roo, and the new
programming rooms
connected to the second
floor of APL.
The Town and the ACC have
worked together to develop a
revised draft of the Provision
of Cultural Services
Agreement (PCSA) that will
be presented to Council at a
future date.
Town staff have started the
process of integrating the IT
network across ATS .
1. That Report No. CMS22-009 be
received for information.
March 1, 2022,
CMS21-014,
Aurora Town
Square Status
Update – Capital
Campaign
Report
Based on the scope of
work included in the
Request for Proposals, the
campaign consultant has
been largely successful in
meeting the contract
deliverables.
The campaign has been
profitable thus far, but there
is more work to be done to
reach the overall campaign
goal of $5 million
1. That Report No. CMS22-014 be
received; and
2. That the Aurora Town Square
Bridge, Outdoor Square, and
Church Street Schoolhouse be
approved as a Name Sale
opportunity; and
3. That staff be directed to initiate
negotiations with potential
partners for the purpose of
naming the Aurora Town Square
Bridge, Outdoor Square, and
Church Street Schoolhouse; and
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Date, Report No.,
Title & Link Summary Council Resolutions
4. That staff report back with their
findings for Council approval.
September 21,
2021, CMS21-
029, ATS
Governance
Update
Report
Staff are developing a
Space Usage and Room
Permitting Policy that is
based on the Town’s
Sports Field and Park Use
Policy (updated 2020) and
the Room/Hall Permitting
Policy (updated 2018).
The Space Usage and
Room Permitting Policy will
apply only to the Aurora
Public Library’s (APL)
allocation and usage of the
new spaces adjoining the
Library, the remainder of
Aurora Town Square, as
well as the Magna and
Lebovic rooms.
Aurora Cultural Centre
(ACC) space allocation and
usage is governed by the
Provision of Cultural
Services Agreement and
the Lease Agreement
between the Town and the
ACC, both of which are to
be updated.
A range of fees and
charges of Aurora Town
Square (ATS) are also
being developed to be
included in the updated
1. That Report No. CMS21-029 be
received; and
2. That the Fees and Charges By-
law be updated to accommodate
all Aurora Town Square services,
activities, and use of property as
necessary.
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Date, Report No.,
Title & Link Summary Council Resolutions
Fees and Charges bylaw.
Staff continue to develop
various other governance
documents, including an
organizational chart, a staff
recruitment plan, service
level agreements, 2022 and
2023 operating budgets and
more.
July 6, 2021,
CMS21-026,
Library Square
Capital
Campaign
Progress Update
Closed Session PUBLIC MEETING EXTRACT
1. That Council Closed Session
Report No. CMS21-026 be
received for information.
June 15, 2021,
CMS21-022,
Library Square
Governance
Update
Report
Currently, the Aurora Public
Library and 22 Church
Street have separate
networks, Wi-Fi, and IT
support staff, which will
pose various challenges
once Library Square opens.
To provide high quality
customer service and
operational efficiencies,
the Town should assume
responsibility for all
aspects of the IT network
for Library Square,
including the Aurora Public
Library.
An integrated IT network
across the entire Library
1. That Report No. CMS21-022 be
received; and
2. That staff implement a unified
Internet Technology network
across the entire Library Square
complex, including the Aurora
Public Library; and
3. That staff assume
responsibility for all aspects of
the computer network for Library
Square, including the wide area
network, local area network, Wi-Fi,
networking, and meeting room
hardware/software across the
entire Library Square complex,
including the Aurora Public
Library; and
4. That staff report back in
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Date, Report No.,
Title & Link Summary Council Resolutions
Square complex will
provide numerous benefits
and efficiencies for all
parties.
To align with the
construction schedule,
Town IT staff should begin
immediately to integrate
the IT network across the
entire Library Square
complex.
The Town has the
experience and expertise to
assume responsibility for
facility bookings at Library
Square.
With Council approval, staff
will make the necessary
preparations to assume
responsibility for facility
bookings at Library Square.
September with an IT
implementation status update,
including service level
agreements for the Aurora Public
Library and Aurora Cultural Centre;
and
5. That staff assume
responsibility for all facility
bookings across the entire Library
Square complex, including the
meeting spaces adjoining the
Aurora Public Library, but not the
remainder of the Library.
June 1, 2021,
CMS21-018,
Library Square
Renaming
Report
Staff developed a shortlist
of five names based on
engagement, internal
discussion, research, and
analysis.
Following further
consultation with
stakeholders, colleagues,
and the Community
Advisory Committee, staff
reduced the list of five
names to four.
1. That Report No. CMS21-018 be
received; and
2. That Library Square be renamed
as Aurora Town Square.
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Date, Report No.,
Title & Link Summary Council Resolutions
An online poll was released
seeking a vote for the
favourite name out of the
four, which concluded the
latest consultation phase
and informed staff’s final
name recommendation.
Based on the sum of the
feedback received, staff
are recommending that
Town Square be selected
as the final name for the
space.
With Council approval, staff
will undertake several next
steps to raise awareness of
the new name and align the
renaming process with
additional ongoing initiatives.
March 23, 2021,
PDS21-038,
Pedestrian
Connection from
Library Square to
Town Park
Report
Attachments 1 &
2
Staff investigated the
possibility of constructing
a connecting walkway
between Library Square
and Town Park through the
Trinity Anglican Church and
the adjacent properties.
THE FOTENN connecting
walkway between Library
Square and Town Park will
be limited in width and will
significantly impact private
property.
The construction of a new
sidewalk on the north side
1. That Report No. PDS21-038 be
received; and
2. That a sidewalk on the north
side of Metcalfe Street, from
Victoria Street to Wells Street,
serve as the pedestrian
connection between Library
Square and Town Park; and
3. That staff proceed with the in-
house design of a sidewalk,
including an arborist report, on the
north side of Metcalfe Street from
Victoria to Wells Street, including
an arborist report; and
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Date, Report No.,
Title & Link Summary Council Resolutions
of Metcalfe Street, from
Victoria Street to Wells
Street, is the recommended
alternative for a pedestrian
circulation between Library
Square and Town Park.
4. That staff report back on the
findings to a future General
Committee meeting prior to the
project being included in the 2022
Capital Budget.
March 23, 2021,
PDS21-018,
Library Square
Parking
Opportunities
Closed Session PUBLIC MEETING EXTRACT
1. That Council Closed Session
Report No. PDS21-018 be
received for information; and,
2. That confidential direction to
staff be confirmed.
March 2, 2021,
CMS21-010,
Library Square
Alternate Name
Report
The Town has undertaken
external and internal
engagement that has built
consensus regarding how
to define and recognize the
new space.
Staff will provide Council
with a recommended new
name as well as one
additional alternative for their
consideration in spring of
2021.
1. That Report No. CMS21-010 be
received for information.
November 3,
2020, CMS20-
026, Library
Square
Governance
Review
Report
Staff formed a
Collaborative Programming
Working Group (CPWG)
with the purpose of
building consensus
regarding the types of
programs to be offered at
Library Square and which
1. That Report No. CMS20-026 be
received for information.
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Date, Report No.,
Title & Link Summary Council Resolutions
organization(s) would
deliver them.
The CPWG agreed upon
several guiding principles
that will create a
framework for program
and service delivery within
Library Square.
The CPWG developed an
inventory of current
programs and identified
opportunities to expand
existing programs and
develop new programs for
Library Square.
The CPWG will continue to
meet in order to determine
the optimal programming
mix and corresponding
delivery organization(s)
within Library Square.
In addition to the work
undertaken by the CPWG,
staff will continue to
determine strategies for
space allocation and IT
service delivery and report
back at a later date.
September 22,
2020, PDS20-024,
Downtown
Parking Update –
Library Square
Precinct
The Town retained BA Group
to undertake a
comprehensive parking
analysis for the Library
Square development and
concluded there is sufficient
1. That Report No. PDS20-024 be
received; and
2. That shared parking
agreements with organizations in
the area be considered as short-
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Date, Report No.,
Title & Link Summary Council Resolutions
Report
Attachments 1-4
parking supply to support
future parking demand
assuming all events within
the Aurora Cultural Precinct
are not runs simultaneously.
The future parking demand
can be accommodated with
the implementation of short-,
medium- and long-term
options.
As part of traffic
management strategies, the
Parking Study recommends
signalizing the intersection of
Yonge Street and Church
Street and installing an ‘All-
way Stop’ control at the
intersection of Victoria Street
and Church Street.
Parking and traffic
management are both
important aspects to
minimize impacts resulting
from Library Square
construction activities to the
adjacent neighbourhoods.
A Downtown Parking
Working Group has been
created to discuss and
manage parking related
issues for the Downtown
area including the Library
Square project parking
matters.
term parking solution and staff be
directed to continue exploring the
medium and long-term parking
solutions; and
3. That the following intersection
improvements be approved by
Council subject to its final review
as part of the Town's budget
process which will enhance both
vehicular and pedestrian flow:
4. Installing a new traffic signal at
the intersection of Yonge Street
and Church Street (to be funded in
the 10-year Capital Plan); and
5. Converting the 2-way ‘Stop’ to
an ‘All-way Stop’ at the
intersection of Victoria Street and
Church Street (to be funded by the
Town’s Operations Department
Operating Budget); and
6. That staff be directed to
coordinate with Chandos to
ensure the compliance of the
parking and traffic management
strategies recommended in the
Parking Study; and
7. That the Downtown Parking
Working Group continue to
monitor and address parking
related issues within the Library
Square precinct during
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Date, Report No.,
Title & Link Summary Council Resolutions
construction and report to Council
as required.
September 22,
2020, CMS20-
022, Library
Square – Project
Monitoring Task
Force
Report
Attachment 1
Terms of Reference were
developed to detail the Task
Force’s purpose, objective,
composition, responsibilities,
term, meeting schedule and
agenda content.
1. That Report No. CMS20-022 be
received; and
2. That the Terms of Reference for
the Library Square Project
Monitoring Task Force be
approved; and
3. That two members of Council
be appointed to the Library Square
Project Monitoring Task Force.
August 25, 2020,
CMS20-019,
Library Square –
Tender Award
and Update
Report
Construction tender closed
within the limit established
by Council for the project.
During the development of
the final construction
specifications, the
preferred metal material
for the veil was changed
to anodized aluminum
from the previous
recommendation of
Muntz bronze.
The water wall feature was
originally designed as a
flow through system,
however, further
assessment resulted in a
circulation system being
the preferred option.
Lightning protection system
was considered but is not
1. That Report No. CMS20-019 be
received; and
2. That Tender 2020-55-CMS for
the Construction of the Library
Square Project be awarded to
Chandos Construction Ltd. in the
amount of $41,009,865 which
includes additional allocated
funds of $328,000 resulting in a
total project budget of
$51,939,500; and
3. That a Library Square
Construction Budget Control Task
Force be established to monitor
and examine all financial and
budgetary aspects of Library
Square during its construction
phase and the spending of the
project contingency; and
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Date, Report No.,
Title & Link Summary Council Resolutions
required.
Project timelines continue to
progress with substantial
completion expected
September 2022.
4. That two members of Council
be appointed to the Task Force;
and
5. That staff be directed to
develop a Terms of Reference for
the Task Force for approval by
Council.
August 25, 2020,
FIN20-001,
Library Square -
Final Capital
Investment
Financing
Strategy
Report
A construction line of
credit offers the greatest
cash flow flexibility at a
minimal cost to the Town.
Rolling the construction line
of credit balance into a
floating rate capital loan
upon substantial completion
for up to five years offers
maximum repayment
flexibility.
The Town will require a long-
term debenture for up to a
maximum of $12.9 million
with a maximum repayment
period of up to twenty years.
The Town will continue to
seek alternative funding to
minimize the level of long-
term financing required.
1. That Report No. FIN20-001 be
received; and
2. That the use of a construction
line of credit up to a maximum
value of $38 million to fund the
Library Square project during its
construction be approved; and
3. That the Town finance any
balance remaining in its
construction line of credit as of
substantial project completion
through a floating rate capital loan
for a period of up to a maximum
of five years; and
4. That up to a maximum of $12.9
million in long-term debt authority
for the refinancing of the floating
rate capital loan in the form of a
debenture with up to a maximum
repayment period of twenty years
be issued within five years of the
project’s substantial completion;
and
5. That the Treasurer be
authorized to determine the
appropriate value and repayment
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Date, Report No.,
Title & Link Summary Council Resolutions
period for both the floating rate
capital loan and long-term debt to
be issued when it is required
within the constraints as defined
by Council; and
6. That Council approve the
Library Square project’s
interim/long-term debt financing
by-law; and
7. That upon finalization of the
long-term financing plan, an
informational report be provided
to Council which outlines the
details of such, including interest
rates and net cost of borrowing.
August 25, 2020,
FIN20-019,
Library Square –
Final Capital
Investment
Funding Strategy
Report
Two final adjustments are
proposed to Council’s
previously approved ‘No
Grant’ funding strategy.
1. That Report No. FIN20-019 be
received; and
2. That Council approve the
proposed adjustments to its
previously approved funding
strategy for Capital Project No.
81019 – Library Square, as
presented.
June 16, 2020,
CMS20-012,
Library Square -
Governance
Review
Report
The Library Square
Governance Review was
influenced by several key
messages that emerged
during consultation with
stakeholders.
As directed by Council, staff
further analyzed the
feasibility of the Direct
Delivery and NFP/Municipal
1. That Report No. CMS20-012 be
received; and
2. That the Not-for-
Profit/Municipal Hybrid Model be
approved as the governance
model for the future operation of
Library Square; and
3. That staff work with
stakeholders to develop a fees
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Title & Link Summary Council Resolutions
Hybrid models as options for
Library Square governance.
Based on the additional
analysis, staff believe the
NFP/Municipal Hybrid
Model is the most viable
governance structure for
the optimization of cultural
service delivery and the
overall management of
Library Square.
Some of the challenges
associated with the
NFP/Municipal Hybrid Model
can be mitigated by adopting
key improvements aimed at
enhancing the efficiency and
effectiveness of the current
structure.
As a first step in implementing
the NFP/Municipal Hybrid
Model, staff recommend
forming three (3) working
groups with the purpose of
developing the necessary
policies, plans and strategies
to serve as the operational
framework for the
NFP/Municipal Hybrid Model
and report back at a later
date.
and charges schedule for Library
Square and report back to Council
at a later date; and
4. That the Director of Community
Services form a Space Allocation
Working Group comprised of
Town staff and key stakeholders
that will provide
recommendations regarding
rental and booking responsibilities
for Library Square, including all
spaces at 22 Church St. School, the
New Addition, Outdoor Square,
Bridge and Aurora Public Library;
and
5. That the Director of Community
Services form a Collaborative
Programming Working Group
comprised of Town staff and key
stakeholders that will provide
recommendations regarding
program delivery strategies and
create a programming and
performance schedule for Year 1
and Year 2 of Library Square
operations; and
6. That the Director of Community
Services form an Information
Technology Working Group
comprised of Town staff and key
stakeholders that will provide
recommendations regarding the
delivery of IT Services for Library
Square, including all spaces at 22
Church Street School, the New
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Date, Report No.,
Title & Link Summary Council Resolutions
Addition, Outdoor Square, Bridge
and Aurora Public Library.
March 3, 2020,
CMS20-008,
Library Square -
Governance
Review
Report
The purpose of the Library
Square Governance Review
was to determine the most
efficient, viable and
sustainable governance
model for the optimization of
delivery of cultural services in
Aurora.
The Governance Review
examined four comparable
organizations that offer
important lessons for the
future operation of Library
Square.
In applying the lessons from
other organizations, and the
feedback of key
stakeholders, the Governance
Review proposes three
governance structures for
further consideration.
Given the numerous
challenges associated with
implementing the Municipal
Service Board model, staff
believe it is the least feasible
model for the future
governance of Library Square
and should be removed from
further consideration.
Together with key
stakeholders, the Direct
1. That Report No. CMS20-008 be
received; and
2. That staff be directed to
continue to explore the feasibility
of the Direct Delivery and Not-for-
profit/Municipal Hybrid
governance models and report
back with further
recommendations regarding the
most appropriate model for the
operation of Library Square.
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Delivery and Not-for-
profit/Municipal Hybrid
models should be further
explored to determine which
one is the most feasible
option for Library Square.
Staff will report back making
final recommendations
based on further consultation
and analysis.
December 17,
2019, CMS19-
031, Library
Square - Update
and Additional
Funds
Report
Further consultation with
staff and stakeholders has
refined the detailed design
and cost estimate.
Performance Hall acoustics
and colour palate have been
amended to be as versatile
as possible.
Washrooms have been
redesigned to meet Code and
space requirements.
The green roof on the
pedestrian bridge is being
removed to mitigate design
concerns, cost and
maintenance challenges.
Ontario Heritage Trust feels
the project is in keeping with
the terms of the Heritage
Conservation Easement
Agreement.
Veil multi-colour lighting is an
increased cost compared to
1. That Report No. CMS19-031 be
received; and
2. That Option A be approved
resulting in the Library Square
Project No. 81019 total approved
budget being increased to
$51,611,700 representing an
increase of $2,056,800 (including
$1,660,900 in previously approved
capital works); and
3. That staff be authorized to
further increase the budget and
proceed to tendering the project
provided the final Class A
estimate remains within a
maximum 5% increase; and
4. That staff report back on the
status of the funding application
before the tender is awarded.
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the standard white lighting.
As part of the typical site
plan review process, staff
have issued requisitions for a
parking study update, a noise
impact study and a traffic
impact study.
The Town will gain
efficiencies through the
inclusion of a total of $1.7
million in previously approved
Library Square R&R work in
the construction contract to
be tendered.
Class B (75%) cost estimate
is higher than current
estimate, however, value
engineering has reduced the
shortfall to be within an
expected range.
With Council’s approval now
to proceed with Option A, the
construction project is
scheduled to commence
Spring 2020.
December 17,
2019, FS19-042,
Library Square –
Updated Library
Square Funding
Strategy
Report
With the receipt of the
Library Square’s Class ‘B’
cost estimate and staff’s
subsequent value
engineering, this project’s
requirements now exceed
its previous estimate by $
2.0 million.
1. That Report No. FS19-042 be
received; and
2. That the updated funding
strategies for Capital Project No.
81019 – Library Square be
approved as presented, subject to
results of the final class ‘A’
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The Town’s Library Square
Project’s recommended
funding strategy will be
heavily influenced by its
potential success in
obtaining funding from its
outstanding grant
applications.
estimate and the Town’s grant
application success.
December 3,
2019, CMS19-
030, Library
Square Capital
Campaign
Feasibility Study
Closed Session PUBLIC MEETING EXTRACT
1. That Closed Session Report No.
CMS19-030 be received
November 5,
2019, FS19-037,
Procurement
Exemptions to
Library Square
Project
Report
Colliers TPP and RAW
Architects possess extensive
industry knowledge and
experience.
Colliers TPP and RAW
recommend not using a
liquidated damages clause.
1. That Report No. FS19-037 be
received;
2. That an exemption to the
Procurement By-law be approved
to permit Colliers Project
Leaders, the project Architect
and Planning/ Landscape
Architect, including RAW
Architects and the Planning
Partnership, to participate on the
Evaluation Committees for the
Library Square Project; and
3. That an exemption be approved
to waive the requirement for
liquidated damages for the Library
Square Project.
October 15, 2019,
CMS19-026,
The recommended veil
design (Muntz Bronze) is in
support of the historic nature
1. That Report No. CMS19-026 be
received; and
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Library Square –
Veil
Report
of the schoolhouse through
its colour and patinating
quality.
Ontario Heritage Trust
support the veil design and
its patina.
Lighting of the veil is an
important feature that will
highlight the building at night.
Veil design will result in
minimal maintenance
requirements.
2. That the Veil Design (Muntz
Bronze) be approved and
incorporated into the final design
of the 22 Church Street School
Addition.
October 1, 2019,
CMS19-023
(Information
Report), Library
Square Project –
Temporary
Relocation of
Aurora Cultural
Centre and
Aurora Museum
& Archives
Report
Consultation with
stakeholders provided the
needs assessment for
selecting the preferred
temporary site(s).
Preferred sites have been
determined for some of the
functions based on the
required amenities and in the
most cost effective manner.
The move management
process will develop all of the
move requirements.
Communication and
messaging will be critical for
the stakeholders and their
patrons to ensure a smooth
transition to and from the
temporary sites.
July 16, 2019,
FS19-025, Library
A summary by key Library
Square project components
1. That Report No. FS19-025 be
received for information.
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Square –
Financial Update
Report
of its total approved budget
and expenditures as of June
30, 2019, has been included
for Council’s reference.
The Library Square project’s
funding strategy has been
updated to reflect recent
Council decisions.
July 16, 2019,
PDS19-063,
Library Square –
Church Street
Parking – Design
Options
Recommendation
Report
Report
Four parking options were
presented for feedback from
the public.
Public feedback on the
Parking Design Options was
mixed.
Option 2B was selected as
the preferred design option
for Church Street – 3 lay-by
parking stalls, 14 on-street
stalls, 3 accessible stalls and
1 loading stall.
1. That Report No. PDS19-063 be
received; and
2. That staff be directed to
proceed with Design Option 2B for
the Church Street right-of-way;
and
3. That Town staff continue to
liaise with York Region Transit and
the consultants to ensure there
are no conflicts with the existing
bus route.
July 16, 2019,
CMS19-019,
Library Square
Project – Next
Steps
Report
The Project Team has been
undertaking coordination of
design refinements for each
area of the project.
Design Review Panel
supports the design of
Library Square subject to
minor site plan
modifications.
Community engagement
continues throughout the
project schedule.
1. That Report No. CMS19-019 be
received for information.
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The Manager of Library
Square has been contracted
to commence the
implementation of the
Business Plan.
Project Management
contract has been awarded
to Colliers Project Leaders
who will lead the project
through to completion and
manage the temporary
relocation of the Aurora
Cultural Centre and Aurora
Museum and Archives.
The next step in the project
will include refining the
building design to develop
Construction
Documentation.
The project schedule is on
track with the construction
scheduled to be complete
Fall 2021.
July 16, 2019,
CMS19-020,
Library Square –
Library Corridor
Extension
Report
The Library Corridor
Extension options provide
various levels of service and
connectivity with the Library
and Yonge St.
Library and Community
programming support the
corridor extension and the
addition of the two new multi-
purpose rooms.
1. That Report No. CMS19-020 be
received; and
2. That Library Corridor Extension,
new Yonge Street Entrance and
Multi-purpose rooms - Option C,
be approved and the total Library
Square project budget be
increased by $5,465,300 to be
funded as per the recommended
funding strategy.
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Corridor supports the
connectivity to Yonge St. and
enables the afterhours
accessible use of the bridge
and proposed new meeting
space in Option C (extended
corridor, reading garden, 2
multi-purpose rooms and
elevator, new front entrance
to library).
May 28, 2019,
FS19-024, Library
Square Total
Approved Budget
Funding Sources
Report
A summary of the current
recommended funding
sources for the Library
Square’s total approved
budget to date of $42.4
million is provided.
The Hydro Sale Investment
reserve fund balance
presently sits at
approximately $31 million.
1. That Report No. FS19-024 be
received for information.
May 21, 2019,
CMS19-015,
Library Square –
Linkage and Café
Options
Report
Consideration of café space
on the plaza level can be
achieved with minor
revisions to the design.
The Linkage – Above
Ground/Bridge Option is the
preferred connection
between the two facilities
(Library and Church St.
School Addition).
Library Corridor Extension
provides direct connection
to Yonge St. and a roof top
outdoor reading garden at
1. That Report No. CMS19-015 be
received; and
2. That Linkage Option B – Link
with Stairs be approved, and the
total Library Square project
budget be increased by
$3,544,400 to be funded as per
the recommended funding
strategy; and
3. That staff report back to
Council on final cost estimate for
the Library Extension Corridor;
and
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the Library.
Library Entrance Vestibule
provides an improved
entrance feature for the
library and creates an
integration with the outdoor
square design.
4. That the Library Entrance
Vestibule be approved, and the
total Library Square project
budget increased by $398,900 to
be funded as per the
recommended funding strategy;
and
5. That the Café Snack
bar/Concession style be
approved, and the total Library
Square project budget increased
by $157,700 to be funded as per
the recommended funding
strategy.
March 21, 2019,
FS19-012, Library
Square -
Financial
Strategy
Report
A breakdown of the Library
Square project by its key
components.
A recommended preliminary
capital investment funding
strategy.
A recommended preliminary
incremental operating cost
funding strategy.
1. That Report No. FS19-012 be
received; and
2. That staff be authorized to
apply for any eligible capital or
operating grants in support of the
Library Square project; and
3. That the recommended
preliminary capital investment
financial strategy for Library
Square be approved; and
4. That the recommended
preliminary operating plan
financial strategy for Library
Square be approved.
March 21, 2019,
PDS19-018,
Library Square –
Parking Strategy
Report
Library Square design
progressing to final approval.
Onsite Parking supply, as
currently designed, will not
1. That Report No. PDS19-018 be
received; and
2. That Parking Strategy Phase 1:
‘Quick Wins’ as outlined in this
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support expanded
programming in Library
Square.
Barrier-free parking spaces
meet the minimum AODA
requirement.
Consultant recommends a
phased parking strategy
approach.
report be adopted; and
3. That Council approve
$87,882.00 to the Library Square
budget to be funded as per
Funding Strategy Report FS19-012
for additional on-site parking on
Victoria Street, conditional on the
approval of the addition to the
Church Street School; and
4. That Council approve
$185,376.00 to the Library Square
budget to be funded as per
Funding Strategy Report FS19-012
for additional on-site parking
within the laneway, conditional on
the approval of the addition to the
Church Street School; and
5. That Council approve
$145,740.00 to the Library Square
budget to be funded as per
Funding Strategy Report FS19-012
for additional on-site parking on
Church Street subject to further
public consultation, conditional on
the approval of the addition to the
Church Street School.
March 21, 2019,
PDS19-020,
Library Square –
Planning Policy –
Conformity
Report
Report
Library Square design
concept consistent with the
Provincial Policy Statement
and conforms to the Growth
Plan.
Library Square design and
planned programming for the
building expansion and
1. That Report No. PDS19-020 be
received for information.
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Title & Link Summary Council Resolutions
square will achieve many
Official Plan policies and
objectives.
Library Square revitalization
project will be an integral
component in encouraging
public heritage appreciation.
Staff will continue to ensure
the Library Square final
design meets the policy
intent of the Aurora
Promenade Secondary Plan.
Staff will continue to ensure
the vision and objectives of
the Aurora Promenade Urban
Design Strategy are applied
to the final design of Library
Square.
The redevelopment of Library
Square represents an
opportunity to continue to
explore parking options and
strategies for the site and the
Downtown area.
Library Square lands
represent a key opportunity
for improvement and
redevelopment within the
Promenade Community
Improvement Area.
March 21, 2019,
CMS19-007,
Library Square –
Based on inputs from
consultants and cultural
partners, an enlargement on
1. That Report No. CMS19-007 be
received; and
2. That the design of the Addition
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Addition to
Church Street
School
Report
the eastern side of the
building was included to
improve seating capacity,
performance stage size and
acoustics.
The addition of a universal
washroom meets code
requirements for
accessibility and provides a
gender-neutral option.
Consideration of a
commercial café space on
the plaza level requires
further assessment.
A linkage between the Library
and Church Street School
Addition would connect the
two facilities and ultimately
expand functionality.
Heritage and Accessibility
considerations continue to be
important to the development
of the design.
Design Review Panel will be
engaged through the detailed
design phase of the project.
Application for the Canada
Cultural Spaces Fund has
been submitted.
Recruitment of a Project
Management firm and then
progressing to the detailed
design stage are the next
to Church Street School including
the enlarged stage area be
approved in the amount of
$27,189,600 and that staff be
authorized to proceed to detailed
design stage; and
3. That staff be directed to report
back on the options, costs, and
visuals for an above-ground and
below-ground Linkage between
the Library and Church Street
School Addition for potential
further development; and
4. That the budget be increased
by 1% in the amount of $256,600
in support of public art in
accordance with the Official Plan
requirements.
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steps in the process.
With Council’s approval to
proceed, the construction
project is scheduled to be
complete Fall 2021.
March 21, 2019,
CMS19-008,
Library Square –
Outdoor Square
Report
The outdoor square could
provide many different
experiences, from exciting
events to peaceful
engagements.
An ice rink has been included
in the design of the project to
activate the square year-
round.
Water Spray Feature and
Fountain/Wall provide unique
experiences for the patrons
of the outdoor square.
Studies have confirmed the
need to manage ground
water through a storm water
management program.
Application for the Building
Communities Through Arts
and Heritage – Legacy Fund
is being explored as an
option to assist funding the
outdoor square.
With Council’s approval to
proceed, the construction
project is scheduled to be
complete Fall 2021.
1. That Report No. CMS19-008 be
received; and
2. That the design of the Library
Square outdoor square be
approved as presented in the
amount of $8,380,500 to include:
a. An ice rink in the shape of a
trail; and
b. Water spray feature
covering a 1/3 of the space;
and
c. Water wall feature; and
3. That staff be authorized to
proceed with the detailed design
stage of the Library Square
outdoor square; and
4. That staff be authorized to
apply for the Building
Communities Through Arts and
Heritage – Legacy Fund, including
entering into any agreements to
give effect to same.
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March 21, 2019,
CMS19-009,
Library Square -
Proposed
Operating Plan
Report
In collaboration with
experienced cultural facility
consultants, an operating
budget has been developed
for the expanded facility.
Consultation has taken place
with Cultural and Community
Partners to evaluate their
interest in this project.
Comparable projects were
used to help develop a plan
for Aurora’s new facility.
Compiling of the current
collective budgets
established the baseline and
provided guidance on the
development of a
conservative operating
budget for the expanded
facility.
Consideration of the
operating expenses for the
outdoor square have been
incorporated into the
proposed operating budget.
Proposed implementation of
the operating budget impact
over three years enables
immediate action on
planning and preparing for
the opening of the facility
and spreads financial impact
over multiple years.
1. That Report No. CMS19-009 be
received; and
2. That the draft operating plan be
approved and finalized prior to the
approval of the final construction
tender; and
3. That the hiring of a contract
Project Leader position to
implement the business plan be
approved.
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March 19, 2019,
PDS19-019,
Heritage Permit
Application – 22
Church Street
Report
The subject property, known
as the Aurora Cultural Centre
or “Church Street School”, is
designated under Part IV of
the Ontario Heritage Act (By-
law 2390-80), listed on the
Canadian Register of Historic
Places, and recognized under
Easement to the Ontario
Heritage Trust.
The Church Street School
was constructed in 1885-86
and is one of the finest
remaining examples of a
High Victorian designed
public school in Ontario.
According to the Heritage
Impact Assessment
provided, there will be
minimal to no impact on the
character-defining elements
of the heritage resource
through sympathetic
placement, massing and
materiality of the addition.
1. That Report No. PDS19-019 be
received; and
2. That the following
recommendations be approved:
a. That Heritage Permit
Application HPA-19-03 be
approved to permit the
addition to the subject
property as shown on the
submitted plans,
b. That the property
owner photo
document any original
construction revealed
during the proposed
addition to the
property; and
3. That Planning Staff continue to
liaise with the Ontario Heritage
Trust and ensure the addition
remains sympathetic of the
heritage resource through all
phases of the development.
February 12,
2019, CMS19-
005, LS Project –
Update
Report
Further consultation on the
project has taken place to
refine the design, cost
estimate and project
timeline.
Based on input from
consultants and cultural
partners, revisions have been
made to the design of the
1. That Report No. CMS19-005 be
received for information.
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Church Street School
expansion.
Enhancements to the
Outdoor Square include
features for year-round
attraction.
Heritage and Accessibility
considerations are important
in the development of the
design.
Parking study, parking lot,
laneway and accessible
parking considerations have
been incorporated in the
latest design.
Applications for grants that
may offset the capital costs
will be submitted.
Project Management Model
will be used for the Library
Square project
implementation.
June 19, 2018,
PDS18-076,
Library Square
Report
The concept plan for Library
Square has been modified
to include a vehicle “turn
around” to allow for book
drop offs currently being
used in the current
configuration by the library.
The construction costs for
the square are approximately
$5,000,000.
1. That Report No. PDS18-076 be
received; and
2. That the current design for
Library Square be approved; and
3. That the Option 1
schematic design for the
expansion to the Church
Street School which includes
the three (3) floors and
theatre be approved; and
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Staff are recommending
that Council approve a
schematic design for the
expansion to the Church
Street School which
includes three (3) floors,
with a theatre on the top
floor.
The construction costs for
the three (3) floor building
which includes a theatre
would be approximately
$21,300,000.
Some sample uses for the
square include special
events, concerts, fairs (arts
and otherwise), family
events, passive gathering
spaces, plein air painting
classes, movie nights and
fitness classes.
The proposed theatre is
designed to be an adaptable
space (retractable seating)
which would allow for a
multitude of events from
theatrical and concert
performances to lectures,
film screenings and
ceremonies.
4. That the allocation of existing
project funding for the tendering
of the parking lot, the laneway
and the components of the
square which would provide
connections to the
square/library be approved, and
that Council commit to funding
for the square and building,
which will come back in new
year for final funding approval;
and
5. That the above budget includes
a 1% contribution to the Town’s
Public Art Reserve Fund in
accordance with the Official Plan
requirements.
April 17, 2018,
FS18-015,
Information
Regarding
Proceeds of sale of Aurora
Hydro placed into two
reserve funds.
The smaller Council
1. That Report No. FS18-015 be
received; and
2. That Section 7 of By-law No.
5439-12 be removed and
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Title & Link Summary Council Resolutions
Accessing Hydro
Reserve Funds
Report
Discretionary Reserve Fund
has fewer constraints.
The larger Hydro Sale
Investment Reserve Fund has
complex constraints.
The restrictive voting rule
could result in project delays.
Restrictive rules of the bylaw
can be changed at any time
by simple majority.
Change options are provided.
replaced with the following:
a. “That any expenditure or
allocation of monies from
the principal or earned
interest portions of the Fund
as specified in paragraph 5
of this By-law, shall be made
by resolution of Council, as
adopted by a vote of two-
thirds (2/3) or more majority
of those in attendance at the
time of the vote. Such vote
may only take place at a
regularly scheduled meeting,
or one which was duly called
with at least fifteen calendar
days prior notice to all
members of Council.”; and
3. That, as applicable, staff be
directed to bring forward the
necessary draft by-law for
adoption to the Council meeting of
April 24, 2018.
January 30, 2018,
PDS18-014,
Updated Design
for Library
Square
Report
The concept plan for
Library Square has been
modified to include the
revised property boundary
of the site,
The revised property
boundary would allow for:
an improved
connection through
the site from Yonge
1. That Report No PDS18-014 be
received; and
2. That the conceptual design for
Library Square be approved; and
3. That an increase to Purchase
Order No. 1166 by $1,077,500 be
authorized to provide for
detailed drawings,
specifications, and tender
documents; and
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Street to Victoria
Street.
additional parallel
parking spaces
along the north edge
of the existing
laneway.
an additional barrier
free parking space.
Staff are requesting that
Council authorize the
increase of Purchase
Order No. 1166 by
between $325,000 and
$1,077,500 based on the
following options:
Option 1: $325,000
to allow for the
design of Library
Square and the
retrofit of the
Church Street
School to provide a
connection to the
square; or,
Option 2: $1,077,500
to allow for the
design of Library
Square and the
Church Street School
expansion.
This increase would allow for
The Planning Partnership to
4. That the additional funding
from the Council Discretionary
Reserve Fund to allow for detailed
design of Library Square be
approved.
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undertake detailed design
services beyond the scope of
the current contract.
January 23, 2018,
Name
Submissions for
Library Square
Notice of Motion
Notice of Motion Whereas “Library Square” is a
significant Town project for the
redevelopment of our downtown
core; and
Whereas naming of the Square is
an important part of the project;
and
Whereas the redevelopment of the
Square will focus on more than
just the Library;
1. Now Therefore Be It Hereby
Resolved That staff be directed to
create a process to receive name
submissions for the square from
the public and report back to
Council with a recommendation;
and
2. Be It Further Resolved That all
Aurora residents be invited to
make submissions.
December 12,
2017, PBS17-100,
Preferred Design
for Library
Square –
Additional
Information
Report
Preliminary investigations
identify that at least three
layby parking spots can
be provided along Yonge
Street for accessible
parking; furthermore,
additional accessible
parking spaces, drop-
off/pick-up area and
delivery route can be
1. That Report No. PBS17-096
and Report No. PBS17-100 be
received; and
2. That Council endorse Option 2,
the lowered square option as the
preferred option for the Library
Square design; and
3. That staff be directed to
proceed with the detailed design
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September 25, 2023 38 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
accommodated along the
northern laneway.
Both design options propose
replacing the 77 parking
spaces currently located
between the Library and
Cultural Centre with 80
parking spaces.
Deliveries as proposed in
Option 2, the Lowered Square
Design, can occur without
disruptions to the function
and design of the Library as it
currently operates at the
eastern entrance.
There would be annual
operating costs as well as
periodic (5-year interval)
maintenance costs with the
parking deck structure
required in Option 1, the
Upper Square Design.
for the development of Library
Square.
December 5,
2017, PBS17-096,
Preferred Design
for Library
Square
Report
On December 5, 2016,
Council provided direction
regarding a concept plan
for the Cultural Precinct
that would involve the
demolition of the former
library and former senior’s
centre.
On May 16, 2017, Council
directed staff to move
forward with the detailed
1. That Report No. PBS17-096
and Report No. PBS17-100 be
received; and
2. That Council endorse Option 2,
the lowered square option as the
preferred option for the Library
Square design; and
3. That staff be directed to
proceed with the detailed design
for the development of Library
Square.
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September 25, 2023 39 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
design of Library Square.
Two viable options were
designed and considered;
one with an upper square
and one with a lowered
square - both options
consist of a large
programmable space which
is framed by landscaping;
both also contain 80 parking
spaces and accessible
parking.
The two options were
presented to stakeholders,
residents and members of
Council for their input.
Although both options are
viable, staff and the Town’s
consultant, The Planning
Partnership are
recommending that Council
endorse Option 2, the
lowered squared option as
the preferred option on which
to move forward to detailed
design.
November 21,
2017, PRCS17-
045, Award of
Tender for
Demolition of
Two (2) Buildings
Located at 52
To obtain Council approval
to award Tender 2017-117-
PRCS to Priestly Demolition
Inc.
Both facilities have been
evaluated for the presence of
dangerous substances.
1. That Report No. PRCS17-045 be
received; and
2. That Award of Tender 2017-
117-PRCS Demolition of Two (2)
Buildings located at 52 and 56
Victoria Street in Aurora be
awarded to Priestly Demolition
Inc. in the amount of $111,300
Page 39 of 241
September 25, 2023 40 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
and 56 Victoria
Street in Aurora
Report
Staff received twelve bids for
evaluation.
excluding taxes; and
3. That the Mayor and Town Clerk
be authorized to execute the
necessary Agreement, including
any and all documents and
ancillary agreements required to
give effect to same.
September 5,
2017, PBS17-066,
Award of
Contract for
Library Square
Site Plan
Report
On May 16, 2017, Council
directed staff to move
forward with the
procurement process for
design services in the next
planning stages for Library
Square.
RFP No. 2017-96-PBS was
therefore prepared and
issued on July 13, 2017.
RFP No. 2017-96-PBS closed
on August 8, 2017.
The evaluation determined
that the winning bid was
made by The Planning
Partnership with a cumulative
score of 82.5% and total bid
price of $132,635.00
1. That Report No. PBS17-066 be
received; and
2. That the contract for Request
for Proposal No. 2017-96-PBS
regarding the preparation of a site
plan for Library Square be
awarded to The Planning
Partnership.
September 5,
2017, FS17-038,
Intent to
Consider
Accessing Hydro
Reserve Funds
Report
Staff expect that during the
fall Council cycle the issue
of allocating funding from
the proceeds of the 2005
sale of Aurora Hydro will
arise, and it may be time
sensitive.
1. That Report No. FS17-038 be
received; and
2. That staff publish a public
notice of Council’s intent to
consider allocating funding from
the principal component of the
Aurora Hydro Sale Investment
Page 40 of 241
September 25, 2023 41 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
Before approving any such
allocation, Council must
provide public notice at least
thirty days prior to approving
any such allocation.
Time delays can be avoided
by giving required public
notice now.
Reserve Fund as required of By-
law No. 5439-12.
May 16, 2017,
PBS17-032,
Library Square
Conceptual Plans
Report
FOTENN Planning + Design
conducted three workshops
with staff and Council at the
Town Hall on March 6th and
7th, 2017, to obtain input
which would aid in the
preparation of alternative
design concepts for Library
Square.
Two alternative concepts
have been prepared for
Library Square.
There are two main
differences between the
two concepts.
Option 1 proposes a water
feature and landscaping in
the area between the rear of
the Aurora Public Library
and Church Street Cultural
Centre, while Option 2
proposes 20 parking
spaces with a roundabout
for drop-off, pick-up.
Option 1 proposes 76
1. That Report No. PBS17-032 be
received; and
2. That the Concept Plans
prepared by Fotenn Planning +
Design be received; and
3. That staff move ahead with the
demolition and procurement
process for design services, in
accordance with the Procurement
By-law; and
4. That $500,000 budget funding
for demolition and detailed design
be approved, funded from the
Council Discretionary Reserve
Fund.
Page 41 of 241
September 25, 2023 42 of 44 Report No. CMS23-037
Date, Report No.,
Title & Link Summary Council Resolutions
parking spaces north of the
Cultural Centre on the
former library and seniors
centre site, this area is also
identified as being future
space for commercial uses
and community space;
Option 2 proposes 25
parking spaces in this area
along with a building to be
used for commercial uses
and community space.
Advisory Committee Review
Not applicable.
Legal Considerations
Not applicable.
Financial Implications
Not applicable.
Communications Considerations
The Town will inform the public about the information contained in this report by
posting it to the Town’s website.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Page 42 of 241
September 25, 2023 43 of 44 Report No. CMS23-037
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business.
Alternative(s) to the Recommendation
1. Council can provide further direction.
Conclusions
This report provides a reverse chronological summary of all Council reports and
corresponding resolutions regarding Aurora Town Square (formerly Library Square).
Attachments
Aurora Town Square Chronology Presentation.
Previous Reports
As listed in the above table.
Pre-submission Review
Agenda Management Team review on August 31, 2023.
Page 43 of 241
September 25, 2023 44 of 44 Report No. CMS23-037
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 44 of 241
AURORA TOWN SQUAREChronology2017-2023Capital and OperatingPage 45 of 241
2017-2023Acknowledgement- Council (multiple terms)- Project Partners- Aurora Public Library- Aurora Cultural Centre- Aurora Museum and Archives- Cultural Partners- Aurora Historical Society, Aurora Sports Hall of Fame, Aurora Farmer’s Market, Aurora Seniors Association, Pine Tree Potters, Society of York Region Artists and Theatre Aurora- Arts, Culture and Heritage Groups- Aurora Community Band, Borealis Big Band, Aurora Film Circuit, Marquee Theatrical Productions, Music Aurora, Aurora Philosophy Institute, York Region Arts Council, etc.2Page 46 of 241
2017-2023Path Travelled- Long History- Many meetings, discussions, decisions- Vision/Values - We are confident that Aurora Town Square ‘WILL’ exceed expectations for years to come.- Milestones3Page 47 of 241
2017-2018Milestones- demolition of 52 and 56 Victoria Street- Council approved moving forward with the detailed design of the lower square option- design for the expansion to the Church Street School which included the three (3) floors and theatre was approved4Page 48 of 241
March 2019Milestones- Addition to Church Street School approved in the amount of $27,189,600 - Outdoor Square approved at $8,380,500 including skating loop, water spray feature and water wall- Additional funding was approved to include additional parking along Church St., Victoria St. and the laneway within the scope of the project- Draft operating plan approved based on MSB Model ($720K implemented over 3 yrs)- Council then directed staff to report back on the options, costs, and visuals for:- an above-ground and below-ground linkage/bridge- addition of a universal washroom- commercial café space on the plaza level5Page 49 of 241
May-October 2019Milestones- Linkage approved and $3,544,440 added to project- Library Entrance Vestibule approved and $398,900 added to project - Café Snack Bar approved and $157,700 added to project- Library Corridor Extension, new Yonge Street Entrance and Multi-purpose rooms approved and $5,465,300 added to project- Project Management contract was awarded to Colliers Project Leaders - Time to refine design and prepare Construction Documentation6Page 50 of 241
Nov-Dec2019Milestones- Performance Hall acoustics and colour palate were amended in order to be as versatile as possible.- Washrooms were redesigned in order to meet Code and space requirements.- The green roof on the pedestrian bridge was removed to mitigate design concerns, cost and maintenance challenges- inclusion of previously approved Library Square R&R work in the construction contract to be tendered- Library Square Project No. 81019 total approved budget being increased to $51,611,700 7Page 51 of 241
March – June 2020Milestones- March - staff directed to continue to explore the feasibility of the Direct Delivery and Not-for-profit/Municipal Hybrid governance models and report back- June - the Not-for-Profit/Municipal Hybrid Model was approved as the governance model - Staff to work with partners to develop a fees and charges schedule for Library Square - Staff to form three (3) working groups with the purpose of developing the necessary policies, plans and strategies:- Information Technology Working Group - Collaborative Programming Working Group - Space Allocation Working Group8Page 52 of 241
August - Nov2020Milestones- Construction Budget Control Task Force was established - Tender awarded to Chandos Construction Ltd., project budget approved $51,939,500- Downtown Parking Working Group was created to discuss and manage parking related issues for Downtown including Library Square- Staff formed a Collaborative Programming Working Group (CPWG) 9Page 53 of 241
March – Sept2021Milestones-Alternative Names- Parking opportunities- Council approved that the Town would be responsible for the following:- computer network including the wide area network, local area network, Wi-Fi, networking, and meeting room hardware/software- facility bookings - Staff to develop a Space Usage and Room Permitting Policy - Fees and Charges By-law to be updated to accommodate all Aurora Town Square services, activities, and use of property as necessary10Page 54 of 241
March – June 2022Milestones- Status update – Agreements and IT Services- Council approved the conversion of the Manager of Aurora Town Square and the Marketing Creative Specialist contract positions to permanent positions.- Space Usage and Room Permitting Policy approved- Council approved the following positions:- 1 Full-Time Facilities Crew Lead- 1 Full-Time Customer Services Representative- 1 Technical Specialist role on an interim basis until the governance matters are finalized11Page 55 of 241
February - July2023Milestones- The project budget increased by $1,200,000 to $53,139,700- Asset management projects to be completed prior to opening. - Staff provided an update on the 2024-2026 operating budget.- Council approved - 1 full-time IT Support/Technical Production position funded through a planned reduction to the Aurora Public Library’s funding requirements- Operating plan financial strategy be included in the 2024 Budget for Council’s review and consideration- ATS operating plan to be brought before Council prior to budget deliberations including ACC’s programming and staffing plan12Page 56 of 241
March 2022 –March 2023Capital Campaign- May - Name sale opportunities were approved for:- Aurora Town Square Bridge granted to Treasure Hill Homes- Aurora Town Square Lobby/Atrium granted to TFP Aurora Development Limited- Aurora Town Square Performing Arts Dance Studio granted to Emery Investments/Addison Hall Business Park- Totalling: $1,300,000- Name sale opportunities were approved for:- Aurora Town Square Reading Garden granted to Charlieville Developments Ltd.- Aurora Town Square Box Office, Visual Arts Studio and Multipurpose Studio granted to Shining Hill Group of Companies- Aurora Town Square Program Room granted to private donor- Totalling: $625,00013Page 57 of 241
Page 58 of 241
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. CMS2 3 -0 3 6
Subject: Aurora Town Square – Heritage, Programming & Special Events
Prepared by: Phillip Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
_
Recommendation
1. That Report No. CMS23-036 be received for information.
Executive Summary
This report provides an overview of the programs, performances and special events
planned for Aurora Town Square.
As co-located organizations, the Town, the Aurora Cultural Centre, and Aurora
Public Library will be the main programmers at Town Square.
The versatility of Town Square will allow for various programs to find a home in a
space that supports their intention and specialization.
The Performance Hall will be the perfect setting for an array of new and exciting
experiences for the Aurora community.
Heritage programming will expand with new workshops and seasonal programs
that will make the Museum more accessible to the community.
A variety of Town Special Events are being considered for Town Square.
Background
In June 2020, Council approved the Not-for-Profit/Municipal Hybrid Model as the
governance model for the future operation of Town Square. Shortly thereafter, staff
formed a Collaborative Programming Working Group that included Town, Aurora
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September 25, 2023 2 of 8 Report No. CMS23-036
Cultural Centre, and Aurora Public Library staff. The purpose of the working group was
to:
Build consensus regarding the types of programs to be offered at Town Square
and which organization(s) is best suited to deliver them.
Agree upon guiding principles that will create a framework for program and
service delivery within Town Square.
Work collaboratively to create a programming and performance schedule for the
first 1-2 years of operation.
The working group continues to meet as needed and will continue to do so once Town
Square is open to ensure the public is receiving the optimal programming mix.
Analysis
As co-located organizations, the Town, the Aurora Cultural Centre, and Aurora Public
Library will be the main programmers at Town Square.
The Town, Aurora Cultural Centre (ACC) and Aurora Public Library (APL) work
collaboratively to ensure the public receives a range of complementary programs
geared to various skill levels and life experiences.
ACC will continue to provide the following types of programs:
Performing Arts (Music, Theatre, etc.)
Visual/Fine Arts (Gallery Exhibitions/Tours, Painting & Drawing and Photography
Classes, etc.)
Curriculum-based/Curriculum-enhanced arts programming
Crafts (Textiles, Glass, Jewellery Classes)
Camps
Community Events
Whereas the ACC previously hosted performing arts and visual arts programs in Brevik
Hall and the basement Activity Room respectively, the majority of these programs will
be relocated to the new Performance Hall and Visual Arts Studio, which are custom-
built spaces with larger capacities and greater amenities.
The ACC develops accessible/community-focused programs geared to beginners, right
up to pre-professionals and professionals. They serve an audience from 18 months to
adults and have extensive experience hosting professional live performances and
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September 25, 2023 3 of 8 Report No. CMS23-036
professional visual arts programs and exhibitions. They also develop year-round
education programs that complement their performing arts and visual arts streams.
APL will continue to provide the following types of programs in their home space, but
may relocate or expand certain programs to Town Square:
Adult Learning
Literary Arts (Fiction, Non-fiction, Poetry, Storytelling)
Electronic Arts (New Media, Digital & Animation)
STEAM (Science, Technology, Engineering, Arts and Math)
Crafts
Community Events
APL offers nearly 1,900 programs annually that focus on providing individuals with skills
to navigate everyday life. APL’s goal is to enhance the experience of residents of all
ages in a way that is complementary/adjunct to more advanced programs offered by
other stakeholders (i.e., to create excitement for ongoing learning). Many of their
programs are not designed for a specific skill level but are meant to be experiential and
open to people of all skill levels and life experiences.
The versatility of Town Square will allow for various Town programs to find a home in a
space that supports their intention and specialization.
Town Recreation dance, music and theatre programs will be offered in the Performing
Arts Dance Studio where participants will enjoy sprung floors, ballet barres and mirrored
walls.
Town Square will present opportunities for the Town to work with local organizations
and businesses to provide exciting and enriching experiences. These programs will
include “date nights” featuring special programming and dining opportunities, with the
added feature of onsite activities to keep children safe and engaged in other areas of
the facility.
Additional Town workshops will connect the community to fun and exciting arts and
culture activities that will also touch on important global factors such as sustainability
and environmentally friendly practices. Participants of all ages will be invited to try out
current craft and DIY trends, learn about environmental sustainability while upcycle
crafting and learning about how to use creativity as a form of self-care. These will be
just the start of special Town-run workshops with so many more possibilities in the
coming years.
Page 61 of 241
September 25, 2023 4 of 8 Report No. CMS23-036
The Performance Hall will be the perfect setting for an array of new and exciting
experiences for the Aurora community.
The 250-seat black-box Performance Hall is equipped with LED stage lighting systems,
retractable seating and reconfigurable acoustics, making it ideal for a wide range of
uses. It will host live music, comedy, film screenings, speaker series, conferences,
receptions, dance recitals, theatre and community events year-round, with some themes
matching holidays and significant times of year, such as Black History Month in
February, Indigenous Peoples Month in June and holiday time in December.
Live programming will also include candlelight concerts by the Aurora Community Band,
tribute acts, and a variety of theatrical and dance experiences such as plays,
pantomime, live poetry, spoken word, and cultural dance. Enhanced experiences such
as dinner theatre and burlesque brunches will also be offered, to appeal to a greater
audience and provide more diverse experiences. The Performance Hall and Outdoor
Square will provide the ideal atmosphere to introduce activities like silent disco, where
participants are provided with headphones to enjoy their very own dance party.
Audience members and program participants will embark on an entertaining journey
when they attend a live performance, show or event at Town Square. The strong array of
cultural programming will provide community members an opportunity to both broaden
their horizons and develop connections with each other, and the material they are
engaging with.
Heritage programming will expand with new workshops and seasonal programs that will
make the Museum more accessible to the community.
Such programs include Coffee with the Curator where participants can visit the new
visible storage space to meet with Museum staff and learn about the expansive
collection under their care. This interactive program will foster an appreciation of local
history and a better understanding throughout the community of museum operations.
A significant feature of Town Square programming will be education programs for the
local school community. These programs will support the Ontario curriculum and be
facilitated in partnership with the Museum. Themes will include aspects of Aurora’s
history, such as forms of communication, technology, and growth of business and the
economy. Programs will also touch on additional subject matter, including diversity,
public art, and modern-day issues relevant to students, such as bullying and social
media. These themes will be explored through various collaborative and engaging
activities. With the addition of the Performance Hall and Performing Arts Dance Studio,
Page 62 of 241
September 25, 2023 5 of 8 Report No. CMS23-036
students will also be able to explore learning opportunities through theatre and music.
These topics will be tied to relevant curriculum points and reinforced with interactive
activities.
The long-term exhibition schedule for the Aurora Room will have segments that are
updated and refreshed annually to ensure that there are always new things for visitors
to see, and that the curriculum connections remain up to date.
The new exhibition infrastructure in the new addition will be used in a more flexible way;
the artifacts in the display cases will be rotated regularly and so will the didactic
information on the picture hanging rail.
Staff anticipate that community organizations will be interested in utilizing the new
exhibition infrastructure, specifically the picture hanging rail. A schedule of use is
currently being drafted for future discussion.
In addition to the Town, ACC and APL, numerous other service providers, including the
Town’s Cultural Partners, will offer a range of programs at Town Square. These
programs will include film screenings, lectures, theatre productions, concerts,
specialized workshops, community events and more.
A variety of Town Special Events are being considered for Town Square.
Evolving discussions are taking place as staff evaluate special event opportunities for
Town Square. The following list identifies the events that could be hosted at Town
Square:
Mayor’s Levee – January
Black History Month – February
Arctic Adventure (Hybrid with Town Park) – Family Day Weekend, February
Aurora Art Show & Sale – First weekend of May
Performing Arts Festival – June
National Indigenous History Month – June
National Indigenous Peoples Day – June 21
Culture Days – Mid-September to Mid-October
National Day for Truth & Reconciliation – September 30
Aurora’s Christmas Market – December
Menorah Lighting Ceremony – Hanukkah – December/January
Family First Night (Hybrid with AFLC) – December 31
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September 25, 2023 6 of 8 Report No. CMS23-036
Recreation and Culture programs will take place seasonally at Town Square and will
continue to follow the Town’s seasonal schedule.
Programs will take place in Fall, Winter and Spring sessions with summer camps being
offered in July and August when children are on summer break.
The fall session will begin mid-September and run through to mid-December. The winter
session will run from early January through to the end of March and Spring will begin
mid-April and wrap up at the end of June.
Education programs will run throughout the school year during the school day from late
September to June.
Advisory Committee Review
None.
Legal Considerations
None.
Financial Implications
There are no direct financial implications as a result of this report.
Communications Considerations
The 2023-2024 Town Square Marketing and Communications Strategy is the foundation
upon which all current and future marketing efforts will be built. It leverages Town
Square branding that was implemented in 2021, ensures alignment across Town of
Aurora and Town Square communications, and creates long-lasting recognition
amongst all target audiences. Through the Marketing and Communications Strategy –
which includes a variety of communications tools, channels and tactics – the Town will
inform the public about its own special events, rental opportunities, and the various the
initiatives of our cultural partners.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Page 64 of 241
September 25, 2023 7 of 8 Report No. CMS23-036
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business
Alternative(s) to the Recommendation
1. Council can provide further direction.
Conclusions
This report provides an overview of the programming, performance and special event
opportunities that will be available at Town Square.
Attachments
Aurora Town Square – Town Heritage, Programming & Special Events Presentation
Previous Reports
CMS19-009, Library Square Proposed Operating Plan, March 21, 2019
FS19-012, Library Square – Financial Strategy, March 21, 2019
CMS20-008, Library Square Governance Review, March 3, 2020
CMS20-012, Library Square Governance Review, June 16, 2020
Page 65 of 241
September 25, 2023 8 of 8 Report No. CMS23-036
CMS20-026, Library Square Governance Review, November 3, 2020
CMS21-022, Library Square Governance Update, June 15, 2021
CMS21-029, Aurora Town Square Governance Update, September 21, 2021
CMS22-009, Aurora Town Square Update – Agreements and IT Services, March 1, 2022
CMS22-010, Aurora Town Square Governance – Town Staffing Update 1 – March 1,
2022
CMS22-019, Aurora Town Square Space Usage and Room Permitting Policy, April 5,
2022
CMS22-029, Aurora Town Square Governance – Town Staffing Update 2, June 21, 2022
Finance Advisory Committee Memo, Aurora Town Square Budget Update, June 13, 2023
CMS23-031, Aurora Town Square Update, July 4, 2023
Pre-submission Review
Agenda Management Team review on August 31, 2023
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 66 of 241
Aurora Town SquareHeritage, Programming & Special EventsSeptember 25, 2023CMS23-036Attachment 1Page 67 of 241
Aurora will no longer be York Region's best kept secret — it will become the cultural destination for those escaping the big city. Take a seat while we welcome and captivate you with our small-town charm.Aurora Town SquareCMS23-036Attachment 1Page 68 of 241
Heritageat Town SquareAurora Town Square will be the headquarters for heritage services and activities offered by the Town of Aurora, through the Aurora Museum & Archives.CMS23-036Attachment 1Page 69 of 241
Heritage Services and ActivitiesInitiated by the CommunityResearch RequestsImage RequestsDonation InquiriesFire Insurance Map, 1880 amended to 1885 CMS23-036Attachment 1Page 70 of 241
Heritage Services and ActivitiesInitiated by StaffCollections CareOngoing Documentation Educational ProgramsCuratorial/ExhibitionsDisplay to commemorate 100th Anniversary of the Battle of Vimy Ridge.CMS23-036Attachment 1Page 71 of 241
Exhibition Opportunities New AdditionFour Museum Grade Display CasesPicture Hanging RailFlexible Use and will Rotate RegularlyConnect with Local, National, and Global Cultural CelebrationsCollaborate with Cultural Partners and Community OrganizationsCMS23-036Attachment 1Page 72 of 241
Exhibition OpportunitiesThe Aurora Room 730 Square Feet Long Term Exhibition with Curriculum ConnectionsExplore the Passage of Time Through a Thematic ApproachBroaden the Understanding of the Historical Record Feature a Mural by an Indigenous Artist CMS23-036Attachment 1Page 73 of 241
Community Perspective“Recently, I decided it was time to downsize and find new homes for some of my treasured possessions. At the top of my list was my collection of international dolls. I called, sent emails, and did a lot of research on where I could donate my dolls. I had a lot of negative responses to this request until I heard from the Aurora Museum & Archives. Their response to my request was heartwarming. This is exactly where I was hoping my dolls would find a new home. When I delivered my dolls, we looked at them together and I explained a little about each doll and how I had acquired it. Staff were attentive and genuinely interested in the information I shared. I appreciate that. As a long-time Aurora resident (my father and mother, Bill and Minda Williams bought the Scanlon Bakery in 1960) I am truly grateful for the response I had from the Aurora Museum & Archives. I look forward to seeing some of my “old friends” on display when the new museum opens.”-Gwyn GallantCMS23-036Attachment 1Page 74 of 241
New Collection Storage SpaceThe addition features a 1,900 sq/ft visible collection storage space that allows Town Square visitors to see through a large glass partition into the room where artifacts are stored, and collections care activities are taking place. The previously invisible aspects of museum work (collections care) can now be front and centre. CMS23-036Attachment 1Page 75 of 241
ProgrammingProgramming at Aurora Town Square will provide an opportunity to connect members of the community in a shared love for, and education in arts, culture and heritage. It’s an opportunity to foster the love of learning and growth in a welcoming and community-based setting.Members of the community will embark on a thrilling journey when they attend a live performance, program, or event at Town Square, expanding their horizons and creating significant community connections. CMS23-036Attachment 1Page 76 of 241
Programsat Town SquareEducation ProgramsCommunity ProgramsSpecial WorkshopsPerformancesCMS23-036Attachment 1Page 77 of 241
Education ProgramsCreating connections through hands-on activity, social interaction and in-person experiencesAurora Museum & ArchivesDiversity, Equity & InclusionPublic ArtTheatreExpanding partnershipsCurriculum connectionsCMS23-036Attachment 1Page 78 of 241
Community ProgramsSpecial WorkshopsExisting Town programsMusicDanceTheatreMuseum ProgramsAll agesThemedPartnership opportunitiesCMS23-036Attachment 1Page 79 of 241
PerformancesLive MusicTheatreComedyCultural ExperiencesCMS23-036Attachment 1Page 80 of 241
Culture DaysNew home of Aurora Culture DaysOne central location with design features suited to best support programs and eventsIncreased support for Cultural Partners' programmingEnhanced community experienceCMS23-036Attachment 1Page 81 of 241
Community SupportCMS23-036Attachment 1Page 82 of 241
Cultural Partner Perspective"We are thrilled to announce that, in 2024, our Annual Induction Celebration Evening will now find its home at the Aurora Town Square. This incredible space perfectly encapsulates the essence of community, providing the ideal location to honour and celebrate the exceptional sport legends who have graced our town. Whether as athletes, coaches, or builders, these individuals have left an indelible mark on our sporting heritage, and it is only fitting that we gather in this symbolic venue to recognize their excellence.Just as the Aurora Sports Hall of Fame serves as a unifying force, the Aurora Town Square stands as a beacon of unity, bringing together our community through shared values and collective pride. This new partnership not only enhances the event experience, it also strengthens our commitment to preserving the sporting legacy that defines our town and its people." - Javed S. Khan, President & Chair, Aurora Sports Hall of FameCMS23-036Attachment 1Page 83 of 241
Aurora Town Square will provide new and enhanced special event opportunities for not only Aurora, but York Region and beyond. This dynamic and engaging space will strengthen our community and our cultural fabric as it becomes a true York Region gem.Special Eventsat Town SquareCMS23-036Attachment 1Page 84 of 241
Special EventsCreating ConnectionsThe Importance of Events:Proven economic driversKey catalyst for community engagementEssential tonic for community survival and connectivityImmeasurable contributions to our social fabric and for educating us on people and placeCMS23-036Attachment 1Page 85 of 241
Events Refreshed in Town Square:Aurora's Art Show and SaleAurora's Performing Arts FestivalAurora's Christmas MarketAurora's Menorah Lighting CeremonySpecial EventsCMS23-036Attachment 1Page 86 of 241
Events expanded and enhanced in Town Square:Aurora's Arctic AdventureSaturday Night FeverAurora's Multicultural FestivalAurora's Family First NightSpecial EventsCMS23-036Attachment 1Page 87 of 241
Special EventsImpact Town Square will have on Special Events:Refresh existing eventsProvide expansion opportunitiesMove people throughout the Cultural DistrictThe optimal landscape to work with more community partners on the Town's event delivery modelSpecial Events are living, evolving sources of energy that connect us in so many imaginative ways literally and figuratively. Town Square is essential as it is going to be an incredible catalyst for a plethora of new experiences, that will enhance the community's overall quality of life.CMS23-036Attachment 1Page 88 of 241
Your seat awaitsCMS23-036Attachment 1Page 89 of 241
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
General Committee Report
No. CMS 2 3 -0 38
Subject: Aurora Town Square Business Plan
Prepared by: Phil Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
Recommendation
1. That Report No. CMS23-038 be received; and
2. That the 2024-2026 Aurora Town Square Business Plan be approved, and that its
financial implications be inserted into the draft operating budget for Council’s review
and approval.
Executive Summary
This report provides an overview of the 2024-2026 Aurora Town Square Business Plan,
including detailed financial information.
The Aurora Town Square Business Plan outlines how this dynamic community
space will operate over its first three years of operation.
Section 1 provides an overview of Aurora Town Square’s Mission and Vision,
Strategic Context, Program Overview, Background, Context and the need for
Aurora Town Square.
Section 2 examines Aurora’s changing demographics, culture-related Census
data, and identifies Aurora Town Square’s target audience and competitors.
Section 3 includes the Aurora Town Square organizational chart and summarizes
Town staff roles and responsibilities.
Section 4 provides more detailed information about programs and services the
Town will offer at Aurora Town Square, including the Grand Opening.
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September 25, 2023 2 of 10 Report No. CMS23-038
Section 5 includes information about the Aurora Town Square Marketing Plan,
which guides the execution of marketing and communications activities that
demonstrate Aurora Town Square’s long-term value for arts and cultural
experiences, as well as community connection in Aurora.
The Operational Plan forms Section 6 and outlines the key strategies and
activities necessary for the successful day-to-day functioning of Aurora Town
Square.
Section 7 provides revenue and expenditure projections for 2024, 2025 and 2026,
and compares the original Municipal Services Board operating budget with the
Hybrid Governance Model operating budget.
Section 8 pinpoints several potential risks that may negatively impact Aurora
Town Square and how they can be proactively mitigated.
Section 9 highlights several evaluation and benchmarking metrics that will be
used to sustain or improve Aurora Town Square’s performance.
Background
On July 11, 2023, Council passed a resolution stating, “that the Aurora Town Square
operating plan be brought before Council prior to budget 2024 deliberations, including
the Aurora Cultural Centre’s (ACC) programming and staffing plan.” Since July, staff
have worked to create the attached Aurora Town Square Business Plan for Council’s
review. The ACC’s programming and staffing plan will be covered in a separate report.
Analysis
The Aurora Town Square Business Plan outlines how this dynamic community space will
operate over its first three years of operation.
Not only does the Business Plan serve as a roadmap for Town Square during its start up
period, it also:
Reiterates the importance of Town Square to Aurora and how such a facility will
meet the needs of the community.
Identifies how the new spaces that comprise Town Square will be utilized, for
what purpose, and by whom.
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September 25, 2023 3 of 10 Report No. CMS23-038
Outlines how Town Square will be managed effectively, including financial
considerations.
Recognizes potential risks and establishes a mitigation strategy for each.
Highlights how the success of Town Square will be measured, evaluated, and
reported on over time.
Section 1 provides an overview of Aurora Town Square’s Mission and Vision, Strategic
Context, Program Overview, Background, Context and the need for Aurora Town Square.
This section highlights the need, purpose and role of Town Square in general terms. It
positions Town Square within the strategic planning framework of the municipality by
identifying how Town Square supports various strategic documents, such as the
Corporate Strategic Plan and Economic Development Strategic Plan.
Section 1 also provides a summary of the types of programs that will be offered at
Town Square by the Town, Aurora Cultural Centre (ACC) and Aurora Public Library
(APL). Finally, this section offers a brief history of various cultural gathering spaces and
programming venues within Aurora and concludes with an outline of how the cultural
needs of Aurora’s growing population will be served by Town Square.
Section 2 examines Aurora’s changing demographics, culture-related Census data, and
identifies Town Square’s target audience and competitors.
Understanding that Aurora has a growing, aging and diversifying population is key to
determining the types of experiences to offer at Town Square. Census data will also
help shape how staff market and communicate to our audiences. Section 2 provides an
overview of this data and argues that the ongoing monitoring and analysis of our
audience will be important to ensuring the program and performance schedule
continues to meet with the needs of our evolving community.
Section 3 includes the Aurora Town Square organizational chart and summarizes Town
staff roles and responsibilities.
Town Square requires an adaptive operating structure that reflects its multi-functional
capacity and diverse programming roster. Section 3 provides an organizational chart
that shows Town Square staff, but also identifies the various other Town divisions that
will support Town Square operations.
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September 25, 2023 4 of 10 Report No. CMS23-038
The organizational chart does not include ACC staff; however, the Town anticipates that
both Front of House and Technical Production responsibilities will become part of the
ACC’s portfolio with Council approval.
Section 4 provides more detailed information about programs and services the Town will
offer at Aurora Town Square, including the Grand Opening.
Town Square will be the headquarters for the Town’s heritage services offered by the
Aurora Museum & Archives (the Museum). Museum staff will assist the public with
research and image requests, and donation inquiries. Staff will also manage for the
collection of over 30,000 items out of the new collections space, continue to document
Aurora’s past and present using various media, launch new educational programs, and
present exciting exhibition opportunities.
The various features of Town Square will also allow for several Town programs to find a
home in the new spaces. Some will be brand new, and some will be relocated from
other Town facilities. A variety of Town Special Events are also being considered to run
out of Town Square, such as the Mayor’s Levee, Performing Arts Festival, Aurora
Christmas Market, and more.
The Town’s goal for each program, event and performance at Town Square is to
balance cost recovery through earned revenue generation with accessibility and
affordability. The Town Square Fees and Charges Schedule is attached to the Business
Plan.
Section 5 includes information about the Aurora Town Square Marketing Plan, which
guides the execution of marketing and communications activities that demonstrate
Aurora Town Square’s long-term value for arts and cultural experiences, as well as
community connection in Aurora.
The strategy outlines all marketing communications tactics and promotional activities,
including: the 2023 Social Media Strategy; partnerships and collaborations; community
engagement initiatives; the launch of the Town Square microsite; the Town Square
monthly e-newsletter; media relations; and all print and digital marketing materials,
videos, and ads that lead into The Square’s first full year of programming.
The Town Square Marketing and Communications Strategy aims to create excitement
about the opportunities for residents, community members, and local businesses.
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The Operational Plan forms Section 6 and outlines the key strategies and activities
necessary for the successful day-to-day functioning of Aurora Town Square.
This section describes each area of expertise that is required to operate Town Square
successfully, including:
Facility Maintenance
IT Services
Programming
Collections and Exhibitions Management
Customer and Visitor Services
Marketing and Communications
Technical Production Services
Audience Management
It also outlines the Town’s responsibility for delivering each area of expertise. Finally, it
argues that the ACC is best suited to provide Technical Production and Front of House
services at Town Square, and what the staffing model would look like.
Section 7 provides revenue and expenditure projections for 2024, 2025 and 2026, and
compares the original Municipal Services Board operating budget with the Hybrid
Governance Model operating budget.
The original 2019 Business Plan and financial strategy was based on a Municipal
Services Board Governance Model and estimated that net annual operating costs for
Town Square would be $720,000. This amount was approved by Council and phased in
over three years (2019, 2020 and 2021) to ensure Town Square would be funded prior to
opening and to minimize the tax impact.
The Town’s total annual incremental net operating requirements for the Municipal-Not-
for-Profit Governance Model is now estimated to be $1,070,000, an increase of
$350,000 over the 2019 estimate. To address the additional budget pressure, staff
recommend that a similar multiyear funding strategy be used again (i.e., phased into the
operating budget over a three-year period), so that the new pressure is fully funded by
the tax levy by 2026. In the interim, any budget shortfalls should be funded from past
unused Town Square operating funding that is being held within the tax rate
stabilization reserve.
The new net operating requirement of $1,070,000 will allow the Town to provide the
following services at Town Square:
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September 25, 2023 6 of 10 Report No. CMS23-038
Facility Maintenance
IT Service Delivery
Customer Service
Bookings and Rentals
Box Office Administration
Program Registration
Heritage Services and Museum Management
Café and Concession Services
Programming, including community events
Audience Services and Technical Production are currently outside the Town’s scope.
These services can be provided by the ACC at an additional cost beyond their base
allocation. The ACC has identified additional staff and budget requirements to provide
these services as outlined in Attachment 3 of the Business Plan.
If not provided by the ACC, the Town could supply these additional services beyond their
current scope using contracted services, volunteers and existing staff. In both cases,
the costs for providing these services can be partially recouped through earned
revenue.
When creating the revised Town Square operating budget, several factors contributed to
the increased annual incremental net operating requirements, including the following:
The original net annual operating costs of $720,000 were not subject to an
inflationary increase since their inclusion in the operating budget in 2019. As a
result, this amount has foregone approximately $75,500 in inflationary increases
from 2019 to 2023.
The 2019 financial strategy and operating cost estimates did not account for the
10,000+ sq. ft. (or 12% more space) subsequently added to the project that
contributed to higher annual facility maintenance costs of approximately
$160,000, not including the additional staff salaries required to operate the
expanded facility.
The adoption of the Municipal-Not-for-Profit Hybrid Governance Model meant
that the Town’s projected income would be lower as revenue will now be shared
by the Town and ACC.
Like the 2019 financial projections, the revised 2024-2026 budget takes into
consideration that it will take approximately three to five years to ramp up and
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September 25, 2023 7 of 10 Report No. CMS23-038
maximize the opportunities that exist for additional revenue generation and added
cultural and community activities within the expanded facility.
Section 8 pinpoints several potential risks that that may negatively impact Aurora Town
Square and how they can be proactively mitigated.
Some of the risks identified in Section 8 are related to:
Marketing and Promotion
Market and Demand
Operational Considerations
Technological Considerations
Health and Safety
Reputation and Public Relations
Environmental and Sustainability
Economic and Financial
Parking Supply
Partner Relations
This section also provides at least one Mitigation Strategy for each risk identified.
Section 9 highlights several evaluation and benchmarking metrics that will be used to
sustain or improve Aurora Town Square’s performance.
The final section of the business plan argues that robust measurement practices will
provide valuable insights into the long-term growth and success of Town Square. This
section offers the following measurements and tracking methods for Town Square:
Customer satisfaction with the quality of Town Square programs
Customer satisfaction with the diversity of program offerings
Customer satisfaction with Box Office, Facility Maintenance, Customer Service,
Programming, and Heritage Services
Community satisfaction with donation inquiries and Museum research requests
# of participants in Town programs at Town Square
Community engagement (volunteering)
Earned Revenue (programs and rentals)
These metrics may evolve over time and will eventually include measurements related
to the implementation of the Cultural Action Plan and Public Art Plan. By consistently
implementing improvement strategies based on thorough evaluation, Town Square will
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September 25, 2023 8 of 10 Report No. CMS23-038
be in a position to deliver quality and dynamic programs and events that cater to the
community and provide a vibrant and creative experience to attendees and
participants.
Advisory Committee Review
None.
Legal Considerations
None.
Financial Implications
Should Council approve the attached multi-year business plan, its financial implications
will be inserted into future proposed operating budgets for Council’s review and
approval. Any resultant incremental funding requirements will be addressed through a
similar multiyear funding strategy to what has been used in the past.
Communications Considerations
The 2023-2024 Town Square Marketing and Communications Strategy is the foundation
upon which all current and future marketing efforts will be built. It leverages Town
Square branding that was implemented in 2021, ensures alignment across Town of
Aurora and Town Square communications, and creates long-lasting recognition
amongst all target audiences. Through the Marketing and Communications Strategy –
which includes a variety of communications tools, channels and tactics – the Town will
inform the public about its own special events, rental opportunities, and the various the
initiatives of our cultural partners.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
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September 25, 2023 9 of 10 Report No. CMS23-038
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business
Alternative(s) to the Recommendation
1. Council can provide further direction.
Conclusions
This report summarizes each section of the 2024-2026 Aurora Town Square Business
Plan and recommends that any financial implications associated with the Business Plan
be inserted into the draft operating budget for Council’s review and approval.
Attachments
Attachment 1 - 2024-2026 Aurora Town Square Business Plan
Attachment 2 - Aurora Town Square Business Plan Presentation
Previous Reports
CMS19-009, Library Square Proposed Operating Plan, March 21, 2019
FS19-012, Library Square – Financial Strategy, March 21, 2019
CMS20-008, Library Square Governance Review, March 3, 2020
CMS20-012, Library Square Governance Review, June 16, 2020
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September 25, 2023 10 of 10 Report No. CMS23-038
CMS20-026, Library Square Governance Review, November 3, 2020
CMS21-022, Library Square Governance Update, June 15, 2021
CMS21-029, Aurora Town Square Governance Update, September 21, 2021
CMS22-009, Aurora Town Square Update – Agreements and IT Services, March 1, 2022
CMS22-010, Aurora Town Square Governance – Town Staffing Update 1 – March 1,
2022
CMS22-019, Aurora Town Square Space Usage and Room Permitting Policy, April 5,
2022
CMS22-029, Aurora Town Square Governance – Town Staffing Update 2, June 21, 2022
Finance Advisory Committee Memo, Aurora Town Square Budget Update, June 13, 2023
CMS23-031, Aurora Town Square Update, July 4, 2023
Pre-submission Review
Agenda Management Team review on August 31, 2023
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
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Attachment 1
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Aurora Town Square Business Plan, 2024-2026
Table of Contents
Land Acknowledgement
1. Executive Summary
1.1 Overview of Aurora Town Square’s Mission and Vision
1.2 Shared Vision, Mission, Values and Guiding Principles
1.2.1 Shared Vision
1.2.2 Shared Mission
1.2.3 Shared Core Values and Guiding Principles
1.3 Strategic Context
1.4 Program Overview
1.5 Background and Context
1.6 Demand for Aurora Town Square
2. Market Analysis
2.1 Audience Demographics
2.2 Geography
2.3 Target Audiences
2.3.1 Primary
2.3.2 Secondary
2.3.3 Tertiary
2.4 Competitor Analysis
2.4.1 Nearby Municipalities
2.4.2 Performing Arts, Culture and Community
2.5 Measurement
3. Organizational Structure and Overview of Roles and Responsibilities
4. Detailed Program and Service Descriptions
4.1 Heritage Services
4.1.1. Services Initiated by the Public
4.1.2 Services Initiated by Museum Staff
4.2 Grand Opening
4.3 Programs & Performances
4.4 Special Events
4.5 Pricing and Fee Structure
5. Marketing and Communications
5.1 Marketing and Communication Strategy
5.2 Grand Opening Strategy
5.3 Social Media Strategy
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5.4 Partnerships and Collaborations
5.4.1 Advantages
5.4.2 Partners
5.5 Community Engagement Initiatives
6. Operational Plan
6.1 Facility Description
6.2 Facility Requirements
6.2.1 Facility Maintenance
6.2.2 Information Technology
6.2.3 Programming
6.2.4 Collections and Exhibitions Management
6.2.5 Customer and Visitor Services
6.2.6 Marketing and Communications
6.2.7 Technical Production Services
7. Financial Projections
7.1 Revenue and Expense Projections
7.2 Economic Benefits
8. Risk Analysis and Mitigation Strategies
8.1.1 Marketing and Promotion
8.1.2 Market and Demand
8.1.3 Operational Considerations
8.1.4 Technological Considerations
8.1.5 Health and Safety
8.1.6 Reputation and Public Relations
8.1.7 Environmental and Sustainability
8.1.8 Economic and Financial
8.1.9 Parking Supply
8.1.10 Partner Relations
9. Impact and Evaluation
9.1 Measurement of Success and Impact
9.2 Continuous Improvement Strategies
Attachment 1 – Proposed Town Square Fees and Charges Schedule
Attachment 2 – Testimonials
Attachment 3 – 2024-2026 Financial Projections
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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 territories 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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1. Executive Summary
The Aurora Town Square (Town Square) Business Plan provides an overview of how this
dynamic community space will operate over its first three years. Moreover, it
• Reiterates the importance of Town Square to Aurora and how such a facility will
meet the needs of the community
• Identifies how the new spaces that comprise Town Square will be utilized, for
what purpose, and by whom.
• Outlines how Town Square will be managed effectively, including financial
considerations
• Recognizes potential risks and establishes a mitigation strategy for each.
• Highlights how the success of Town Square will be measured, evaluated, and
reported on over time
1.1 Overview of Aurora Town Square’s Mission and Vision
Town Square is a visionary project poised to transform the cultural landscape of our
community. It brings together many integral elements of Aurora’s fabric, including arts,
heritage, entertainment, economic development, innovation, cultural tourism, and more.
The success of sophisticated and inclusive community spaces like Town Square has
been demonstrated in countless other towns and cities across the globe. Through the
creation of Town Square, Aurora has chosen to leverage its assets to actively support a
vibrant downtown, build a strong and vital cultural sector, and expand partnerships that
contribute to a greater quality of life for everyone.
The Town Square Business Plan outlines a comprehensive strategy for bringing this
exceptional facility to life and for sustaining its success over the first three years of
operation and beyond.
1.2 Shared Vision, Mission, Values and Guiding Principles
Town of Aurora and Aurora Cultural Centre staff worked collaboratively to develop the
following Vision, Mission, Values and Guiding Principles for Aurora Town Square.
1.2.1 Shared Vision
Aurora Town Square is not just a building - it is a cultural nexus where creativity, talent,
and innovation converge to create unforgettable experiences. Our vision is to establish
Aurora Town Square as a leading destination where artists, educators, researchers,
audiences, and enthusiasts come together to celebrate the magic of arts, culture, and
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community. We will cultivate an environment that transcends boundaries and genres,
evokes emotions, inspires change, and promotes learning.
1.2.2 Shared Mission
Within a well-managed, high integrity environment that is fiscally responsible, Aurora
Town Square supports the community to:
• Create meaningful, quality experiences that inspire the community
• Inspire community connection through shared experiences and cultural exchange
to create a place of belonging
• Encourage community reflective/grassroots participation that embraces the
tapestry of voices, lived experience, histories, and stories to foster diverse
opportunities
1.2.3 Shared Core Values and Guiding Principles
The top values are:
• Excellence
• Collaboration
• Embracing Diversity and Equity
• Respect
• Accountability
These five core values will be used to build an operational strategy to work together and
better serve the public. We will expect current and new team members to live these
values as they do their work at Aurora Town Square.
Excellence means:
• Performances are on time, to the best of the artist’s ability, supported by quality
customer service, production and audience management
• Arts programming strives to be powerful and moving
• Educational programs provide learning that is deep and resonates with the
consumer
• There are authentic and sustainable partnerships between partners in the Hybrid
Governance Model
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Measuring success:
• The community recognizes the value of what they experience through survey
results, showing sustained/long-term excitement and return visits
• The venues are booked and busy
• Programming is well attended and consistently successful
• Rental clients are satisfied
• Conflicts are minimal between partners, solved with all interests being
considered
Table 1 . Aurora Town Square Guiding Principles 1
Excellence is delivered through Guiding Principles
Customer Service Clients are treated with utmost respect,
with clear information and helpful
suggestions in a timely manner. Staff
reach out to make sure every customer
experience is a great one. The hybrid
team recognizes the needs of other team
members and facilitates requests in a
timely and respectful manner.
Facility and Property Management The facility is safe, clean and free of
debris. Sidewalks are shovelled and de-
iced in the winter and landscaping is
maintained in the summer. Parking lot is
free of debris and snow. Accessible
parking signs are clear, obvious and
accessible parking spots are prioritized
for maintenance. Mechanical, operational
and security systems are maintained.
There are timely responses to emergency
situations. All repairs and maintenance
are scheduled to best suit the activity in
the building.
Programming and Events Programmers care deeply about finding
the highest quality artist and/or arts
educator to deliver the programming at
the level articulated for the program
(community, emerging, established).
Rental clients are offered coaching and
mentorship to produce the highest quality
experience in the most efficient way.
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Collaboration means:
• Working with others to achieve a shared goal and/or vision
• Recognizing and utilizing the differing skills, knowledge, specializations, and lived
experience from members of the collaborative team
• A successful collaboration results in a cohesive vision, story, and expression of
the project
Measuring success:
• Expectations and roles are clear, and results are achieved
• Collaborators feel heard, respected and are proud of the results
• Community stakeholders are satisfied with the outcomes
Table 2. Aurora Town Square Guiding Principles 2
Collaboration is delivered through Guiding Principles
Relationship Building Staff develop and nurture long-term
positive relationships with each other,
with partners in governance, and with
community stakeholders. Staff come to
collaborators with an unbiased, open
mind, use clear communication, show
mutual respect, and remain curious to
seek clarification and understanding of
shared interests.
Community Reach out to create relationships
throughout the community with a
diversity of voices and encourage
partnerships that foster new
programming outcomes with the
community.
Diversity Unique and different voices are sought
and invited to participate in
collaborations. When a voice is missing,
the collaborators seek a partner or
pathway to fill the void before continuing
the project.
Embracing Diversity and Equity means:
• The physical space is accessible for a diversity of abilities
• A variety of programming options and offerings are available
• Programming reflects the diversity of the communities we serve
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Measuring success:
• The community reflects that Aurora Town Square is a safe, welcoming, and
inclusive space
• Societal issues are welcome, reflected, and discussed in programming
• Representation is welcome and obvious
• All those who enter the facility feel safe and welcome
Table 3. Aurora Town Square Guiding Principles 3
Embracing diversity and equity is
delivered through
Guiding Principles
Policies Policies are welcoming and inclusive,
representing the diversity needed to
provide access to the venues. Operational
policies are open for consideration if new
information presents itself.
Programming Programmers curate bravely to encourage
dialogue in the community. Dialogue is
encouraged and respected as it evolves.
Bringing in voices to speak for
themselves when delivering cultural or
ethnic programs.
Recruitment Recruitment practices result in a diversity
of employees from different lived
experiences, backgrounds, abilities, ages,
and genders.
Respect means:
• Creating an environment that builds a deep sense of belonging for clients,
participants and staff
• Sensitivity to cultural appropriation
Measuring success:
• Cohesive working environment with few misunderstandings
• Clients report feeling a sense of belonging in the space
• Participants return for additional programming
• Staff are satisfied and engaged
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Table 4. Aurora Town Square Guiding Principles 4
Respect is delivered through Guiding Principles
Effective and Open Communication Using and building listening skills to
encourage active listening. De-centering
oneself from the discussion and using
plain language/plain speak. Staying
curious and asking questions to seek
understanding.
Trust, Respect, Mindfulness and Empathy
in Action
Finding ways to reflect this value for each
other as we work together, for
organizational values, strategy, approach,
and goals where they differ, for the
environment to ensure we are respectfully
choosing eco-friendly options, for the
clients and community as they interact
with either team to provide consistent
excellent customer service.
Programming Finding representative voices with diverse
perspectives. Being aware of, and
sensitive to, definitions of cultural or
ethnic appropriation.
Accountability means:
• Fiscal responsibility
• Maintaining integrity and being transparent
• Responding to environmental needs
• Providing access
Measuring success:
• Stakeholders feel satisfied with reporting frequency, results, and transparency
• External bodies recognize the integrity of the organizations
• Efficiency is monitored, reassessed, and adjusted as needed
• Financial accountability through reporting to stakeholders
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Table 5. Aurora Town Square Guiding Principles 5
Accountability is delivered through Guiding Principles
Integrity and Transparency Exercising good governance and integrity
to achieve goals and vision including
being fiscally responsible, accountable,
and transparent.
Environmental Sensitivity Adopting green practices where possible
and being sensitive to the need to protect
the environment. Connect culture to the
environment through programming and
seek to teach, inspire and evolve the
conversation in the community.
Accessibility Maximize access through program
affordability, adapting physical access,
programming for differing abilities, and
showing a sensitivity to cultural
requirements.
1.3 Strategic Context
Town Square supports the Town’s Strategic Plan by contributing to an exceptional
quality of life for residents and visitors alike. As a strategic investment in sustainable
infrastructure, Town Square celebrates and promotes culture, encourages an active
healthy lifestyle, strengthens the fabric of our communities by building on established
partnerships, and promotes economic opportunities and resiliency while positioning
Aurora as a desirable place to do business.
Town Square also supports the following corporate strategic documents:
Economic Development Strategic Plan
• Section 4.3., Theme # 3 – Downtown Aurora as a Destination & Focal Point for
the Community
• Section 4.4., Theme # 4 – Improving the Quality of Life through Heritage, Arts,
Culture, Tourism and Community Engagement
Aurora Promenade Concept Plan
• Strategy 3 - Strengthen the Cultural Precinct by leveraging the concentration of
cultural assets and by creating additional facilities and enhanced public spaces.
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Cultural Plan
• Strategic Direction 2: Expand Culture’s Role in Economic Development
• Strategic Direction 3: Build a Strong and Vital Cultural Sector
1.4 Program Overview
The following table provides an overview of the types of programs to be offered by the
Town, including the Museum & Archives, as well as the Town’s partners, the Aurora
Cultural Centre and Aurora Public Library.
Table 6. Aurora Town Square Programming Overview
Organization Primary Area of Focus Description
Aurora Cultural Centre Performing Arts (Music,
Theatre, Dance, family
programming etc.)
Visual/Fine Arts (Gallery
Exhibitions/Tours, Painting
& Drawing and
Photography Classes, etc.)
Curriculum-based/
Curriculum-enhanced arts
programming
Crafts (Textiles, Glass,
Jewellery Classes)
Camps
Community Events
The ACC develops
accessible/community-
focused programs geared
to beginners, right up to
pre-professionals and
professionals. They have
extensive experience
hosting professional live
performances and
professional visual arts
programs and exhibitions.
They also develop year-
round education programs
that complement their
performing arts and visual
arts streams.
Serves an audience from
18 months to adults.
Aurora Public Library Adult Learning
Literary Arts (Fiction, Non-
fiction, Poetry, Storytelling)
Electronic Arts (New
Media, Digital &
Animation)
The APL offers nearly
1,900 programs annually
that focus on providing
individuals with skills to
navigate everyday life. APL
staff are generalists, and
their goal is to enhance the
experience of residents in
a way that is
complementary/adjunct to
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STEAM (Science,
Tech nology, Engineering,
Arts and Math)
Crafts
Community Events
more advanced programs
offered by other
stakeholders (i.e., to create
excitement for ongoing
learning). Many of their
programs are not designed
for a specific skill level but
are meant to be more
experiential in nature and
open to people of all skill
levels and life experiences.
All ages learning.
Town of Aurora, Aurora
Museum & Archives
Heritage (Natural, Built,
Material, Folkloric Arts,
Artifact-based)
Community Events
Curriculum-based
Education Programs
The AMA provides
programs for generalists to
scholars. Their goal is to
tell the stories of our
communities through
exhibitions, research,
lectures/talks and tours.
Staff have also recently
undertaken film and
theatre programs/
initiatives. The AMA views
the entire town as a
museum, not just a
collection of artifacts
within four walls; activating
outdoor spaces has
become an increasing area
of focus (e.g., Pet
Cemetery)
Town of Aurora, Recreation
Services
Entry-level to intermediate
arts programming based
on demand and instructor
availability
Health and Wellness
Civic Arts (e.g., Public Art)
Community Events
Town staff are also
generalists that provide
entry-level/grassroots
programming, or programs
that allow individuals to
pursue their hobby. The
focus is on accessibility
and low cost, although they
work on a cost-recovery
basis. When developing
programs, Town staff
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Camps examine trends and seek
community feedback. The
Town provides many basic
or “learn to” programs,
such as Learn to Draw,
Learn to Play an
Instrument, etc. Fitness,
health and wellness
programming is a growing
field. Recreation Services
staff are currently
evaluating which programs
might transition to Aurora
Town Square once
operational.
In addition to the programs identified above, numerous other service providers,
including the Town’s Cultural Partners, will offer a range of programs at Town Square.
Such program opportunities will include film screenings, lectures, theatre productions,
concerts, specialized workshops and programs for all ages, community events,
gatherings and celebrations.
1.5 Background and Context
Historically, various locations across Aurora have been used for community assembly,
performances, and as cultural spaces, including:
• Mechanics’ Hall, built in 1870, hosted lectures, social gatherings, performances,
music festivals and community classes.
• The Armoury, built in 1874, has served as a venue for live music, dances, parties,
performances, and exhibition space. Currently operated by Niagara College, the
Armoury has transformed into a catering venue and culinary training facility,
however it continues to serve as a place for music, dances, parties and
performances hosted by a range of user groups.
• Although now gone, the second floor of the old Town Hall (1876- 1956) was a
large public auditorium that hosted a variety of events and programs.
• Beginning in 1877, the second floor of 15224 Yonge Street (known as the
Faughner Block) was used as a music hall as well as a reading room.
• The Aurora Historical Society, established in 1963, operated a community
museum in the former Town waterworks building.
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• The Aurora Community Centre, built in 1967, hosted sporting events as well as
several music performances and regular community events.
• Since 1973, Theatre Aurora, a not-for-profit community theatre, has been leasing
the Town owned Factory Theatre for live theatrical productions.
• In 1978, the 22 Church Street School became a cultural and recreation centre. It
was home to the Aurora Historical Society, Friendship Circle, Boy Scouts, Big
Brothers, the Pottery Guild, and now houses the Aurora Museum & Archives and
the Aurora Cultural Centre.
• Since 1992, the Aurora Historical Society has been operating a museum out of
Hillary House after first acquiring the property from the Hillary family in 1981.
• In 2001, the Aurora Public Library moved into a new building and their old
location on Victoria Street, as well as the former Senior’s Centre/Fire Hall, were
demolished.
• In 2003, the Aurora Historical Society signed an agreement for use of 22 Church
Street and embarked on a comprehensive renovation project. The project costs
were eventually taken over by the Town and the Aurora Cultural Centre was
granted use of the building to deliver cultural programs on behalf of the
municipality under a Provision of Cultural Services Agreement.
• In 2015, the Aurora Museum & Archives opened in 22 Church Street School,
offering heritage services, including temporary historical exhibitions, out of the
second floor Aurora Room.
1.6 Demand for Aurora Town Square
As Aurora’s population grows, so too has interest and participation in arts and cultural
events. The findings of the 2018 Culture Track: Canada study reveals a deep
appreciation for culture among Canadians, suggesting an inherent recognition of its
societal value[1]. The research shows that Canadian audiences partake in cultural
activities because they provide them with a sense of belonging, encourage
understanding and compassion, and expose them to new ideas and experiences. The
study also demonstrates that modern audiences prioritize relevance over traditional
categorizations. Notably, the study underscores that lack of relevance is a substantial
obstacle to cultural engagement.
The findings also reveal a shifting landscape when it comes to charitable giving. The
percentage of respondents contributing to cultural organizations demonstrated a
consistent upward trajectory, rising from 33 per cent in 2011 to 35 per cent in 2014, and
to 41 per cent in 2017. This data highlights the growing commitment of audiences to
support cultural initiatives that resonate with their values and interests.
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Aurora’s population growth, as well as a steady increase in cultural programming locally,
has not been met with a corresponding expansion of suitable facilities to accommodate
this growth and diversification. Town Square presents a unique opportunity to meet the
broadening cultural tastes and burgeoning appetite for cultural offerings within Aurora
and York Region. Town Square is also well situated to leverage the public’s favourable
perception of culture and the evolving cultural landscape to drive meaningful change
within Aurora and beyond.
Council’s approval in 2019 to forge ahead with the construction of Town Square
signalled the Town’s belief in the importance of culture to economic development,
community revitalization, and quality of life.
[1] 2018 Culture Track: Canada Study
2. Market Analysis
The following section assesses Town Square’s target market and audience in relation to
local and regional competitors.
2.1 Audience Demographics
Aurora has a diverse and growing population of 62,057 as of 2021, which represents a
change of 11.9 per cent from 2016. When compared to provincial and national growth
rates (5.8 per cent and 5.2 per cent respectively from 2016 to 2021), Aurora is growing
at over twice the pace. The Town covers an area of 50 square kilometers and has a
population density of 1,241 people per square km. In 2021, there were 21,506 private
dwellings occupied in Aurora, which represents a change of 14.1 per cent from 2016.[1]
The average age of the population in Aurora is 40.9, with the 45-54 age bracket
representing 15.6 per cent of the population. According to the 2021 Census, 61.5 per
cent of the Aurora population are non-immigrants, while 36.8 per cent are immigrants. In
Aurora, most residents speak English as their first language. However, Mandarin, Yue
(Cantonese), Iranian Persian Languages, Russian, and Spanish were indicated as non-
official languages spoken at home by the largest number of people in 2021. In terms of
education, 50.3 per cent of people aged 25 to 64 have a bachelor's degree or higher,
compared to 36.8 per cent in Ontario and 32.9 per cent in Canada[2]. Income levels for
Aurora residents are among the highest in the nation, with a median after-tax household
income of $102,000 in 2020[3].
Based on 2016 Census data, culture accounts for $2,086 per capita in Aurora, and
$1,775 per capita nationally, as of 2019. Census 2016 also shows that there are more
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than 1,425 culture related occupations in Aurora, and that workers in these occupations
earned an average salary of $57,400, while the average salary in Canada for these same
culture related occupations was $47,402.
Table 7 . 2016 and 2020 Census Quick Stats
Census 2016 Census 2021
• Total population – 55,445
• Men – 26,945
• Women – 28,500
• Average age – 39.6
• Average household size – 2.9
• 61% married or living common-law
• Average employment income for full-
year/full-time employees in 2015 – $89,330
• 96% English first language
• 27% visible minority
• 84% own their homes
• 62% have a postsecondary certificate,
degree, or diploma
• 94% employed/ 5.9% unemployed
• Total population – 62,057
• Men – 30,115
• Women – 31,940
• Average age – 40.9
• Average household size – 2.9
• 61% married or living common-law
• Average employment income for full-
year/full-time employees in 2020 –
$107,400
• 95% English first language
• 39% visible minority
• 81% own their homes
• 65% have a postsecondary certificate,
degree, or diploma
• 88% employed/ 12% unemployment rate
[1] Focus on Geography Series, 2021 Census of Population Aurora, Town
[2] Focus on Geography Series, 2021 Census of Population Aurora, Town
[3] Census Profile, 2021 Census of Population
2.2 Geography
Aurora is in the central part of York Region, about 40 km north of Toronto. It is bordered
by Newmarket to the north, King to the west, Richmond Hill to the south, and
Whitchurch-Stouffville to the east. It is part of the Oak Ridges Moraine, a geological
feature that forms the watershed between Lake Ontario and Lake Simcoe, and an
ecologically important landform that provides habitat for many species of plants and
animals.
2.3 Target Audiences
The marketing and communications activities of Town Square will enhance multi-
directional engagement and optimize exposure with the following target audiences.
2.3.1 Primary:
• Residents
o Families (age ranges 25-34 and 35-44) – the average age in Aurora is
40.9, with an average household size of 2.9. This segment represents a
cornerstone of the community and holds enormous potential for long-term
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engagement when it comes to education, arts, culture, and community
connection.
o Active Retirees (55+ years old) – Aurora has a growing population of
active retirees who are looking for ways to stay engaged, socialize, and
continue learning. Engaging this subset also contributes to the
intergenerational dynamics within the community.
• Downtown Aurora Businesses – on Yonge St. between Wellington and Golf Links.
• Project Partners – Aurora Cultural Centre, Aurora Museum & Archives, and
Aurora Public Library.
• Cultural Partners – Aurora Farmers’ Market, Aurora Historical Society, Aurora
Seniors Association, Aurora Sports Hall of Fame, Pine Tree Potters Guild, Society
of York Region Artists, and Theatre Aurora.
• Arts, Culture, and Heritage Groups – Aurora Community Band and the Borealis
Big Band, Aurora Film Circuit, Marquee Theatrical Productions, Music Aurora,
Aurora Philosophy Institute, York Region Arts Council, etc.
• Mayor Mrakas & Town Council
2.3.2 Secondary:
• York Region Communities – residents from neighbouring municipalities –
Newmarket, East Gwillimbury, Georgina, King City, Markham, Richmond Hill, and
Stouffville.
• Aurora Businesses – particularly local businesses in the performing arts, fine
arts, literary arts, food, and entertainment industries.
• Town of Aurora Staff – creating engaged and informed employee ambassadors
with a deeper understanding of the long-term vision for Town Square.
2.3.3 Tertiary:
• Residents – younger residents between the ages of 18-24 with interests in
entertainment, food, and shopping.
• Local Schools – near Town Square: Dr G.W. Williams Secondary School, St.
Maximillian Kolbe Catholic High School, etc.
• Nearby and Niche – arts and culture enthusiasts that live approximately 1 hour or
less from Town Square (Toronto, Simcoe County, etc.).
• Potential Sponsors – larger local businesses in the area, meeting and event
space opportunities, promoting their products and services, vendor opportunities,
etc.
• Other Cultural Organizations and Groups – religious, music, dance, etc. from
Aurora and York Region.
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2.4 Competitor Analysis
When assessing our performance against comparable entities, it is important to
measure inwards and monitor Town Square's progress along with the Town of Aurora.
Simultaneously, we must gauge our standing relative to our defined competitors, as
their dynamics impact our positioning. This provides valuable context for our
measurement and evaluation, reinforcing realistic milestones and growth from Town
Square’s opening year in 2024 through to 2026.
2.4.1 Nearby Municipalities
The Regional Municipality of York consists of nine municipalities, including the Town of
Aurora.
• City of Richmond Hill – the City of Richmond Hill is in York Region and is home to
more than 200,000 residents. Their Mission is, "The City of Richmond Hill Council
and staff are committed to providing exceptional public service to our
community."[1]
• City of Markham – more than 353,000 people call Markham home. So do
hundreds of corporate head offices and more than one thousand high tech and
life science companies.[2]
• Town of Stouffville – Stouffville is a vibrant town on the outskirts of Canada's
largest city, Toronto, with beautiful landscapes, bustling communities and friendly
neighbours.[3]
• King Township – King City is home to the Municipal Centre, and has an
exceptional education sector, which includes Seneca College King Campus,
Country Day School, Villanova College and the Kingsbridge Hotel and Conference
Centre.[4]
• Town of Newmarket – a Provincial Urban Growth Centre, located in York Region,
just north of Toronto. With a population of approximately 91,000 people,
Newmarket is home to over 41,000 local jobs, dozens of great restaurants, a
regional healthcare facility and much more.[5]
• Town of East Gwillimbury – located in the northern part of York Region, just 30
minutes north of Toronto. The municipality is a balanced community made up of
several growing urban areas and villages including Holland Landing, Queensville,
Mount Albert, River Drive Park, and Sharon.[6]
[1] City of Richmond Hill website
[2] City of Markham website
[3] Town of Stouffville website
[4] King City website
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[5] Town of Newmarket website
[6] East Gwillimbury website
2.4.2 Performing Arts, Culture, and Heritage
• Flato Markham Theatre – one of Canada's premier theatre houses serving the
GTA and Markham residents. With over 300 live performances each year, the
Theatre presents a performance calendar that showcases the cultural diversity of
the community.
• Main Street Newmarket – in 2016, Newmarket's Historic Downtown Newmarket
was named the “people's choice” best street in Canada in the Great Places in
Canada contest held by the Canadian Planners Institute.
• Main Street Unionville - Main Street Unionville is home to a variety of boutique
shops, local food, and historic buildings.
• New Roads Performing Arts Centre (Town of Newmarket) – the Newmarket
Theatre is now the NewRoads Performing Arts Centre – complete with an
updated theatre interior and a highly anticipated multi-purpose, redesigned lobby
space that is available as its own entity for special event rentals.
• Peel Art Gallery Museum & Archives (PAMA) – PAMA is an accessible, safe
space for the diverse communities of the Region of Peel (Brampton, Caledon and
Mississauga) to come together and celebrate arts and culture.
• Richmond Hill Centre for the Performing Arts (RHCPA) – located in the heart of
the historic downtown, (RHCPA) is a 4,000 square metre, 631 seat, state of the
art cultural facility that offers a full season of professional entertainment
celebrating the many cultures of York Region.
• 19 on the Park – located in Stouffville, 19 on the Park is a multi-purpose
municipal venue that hosts concerts, live theatre shows, fundraisers,
programming, weddings and private events.
• SaugaLIVE – a place to connect you to live events, entertainment and
experiences happening at five venues in Mississauga.
• King Heritage and Cultural Centre - home to the King Township Historical Society,
the Township of King’s museum and archival collections, a long-term museum
exhibition, and four historic buildings.
• Whitchurch-Stouffville Museum & Community Centre - home to over 18,000
artifacts; provides programs and services related to local history, culture and
heritage.
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2.5 Measurement
Robust measurement practices provide valuable insights into the long-term growth and
success of Town Square. Monitoring and analyzing attendance data, participant
feedback, and utilization rates supports strategic decision-making for resource
allocation, along with meeting evolving community needs. Data-driven evaluation
highlights trend identification and provides a comprehensive framework for informed
decision-making.
3. Organizational Structure and Overview of Roles and Responsibilities
Town Square requires an adaptive operating structure that reflects its multi-functional
capacity and diverse programming roster. It will allow for the expansion of performing,
visual arts, recreation and community programming, and heritage services offered by
the Aurora Cultural Centre, the Town and its partners. It will also function as a cultural
services hub to community groups, a real estate and facility management entity, and an
advocate for culture in general.
To minimize salary expenses during the start-up period, the Town will be strategic when
determining which positions are needed immediately, or within the first twelve months
of operations, and which ones can be onboarded as demand for space and
programming increases between year two and three.
The following organizational chart identifies all Town staff that support Town Square
operations, whether directly or indirectly:
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Figure 1. Aurora Town Square Organizational Chart including job titles from supporting Town Divisions
Organizational Chart Notes:
• Crew Lead position approved by Council, June 28, 2022. Start date was March
2023.
• 2 Facility Operators plus 2 Maintenance Persons recommended for recruitment
in early 2024.
• IT Service Desk Analyst/AV Specialist inherited from APL. Council approval
received July 2023. Anticipated start date Fall 2023.
• Recreation Services will relocate some existing programs to Town Square,
although which ones is yet to be determined.
• 1 Customer Service Representative approved by Council, June 28, 2022.
Anticipated start date late 2023-early 2024.
• 1 additional Customer Service Representative plus PT Customer Service
Representatives recommended for recruitment in early 2024.
• Marketing & Communications Specialist approved by Council in March 2022 and
started November 2022.
• Cultural Development Coordinator recruited in July 2022. Funded from the
existing Museum budget.
• Additional program staff to be recruited in future years based on demand for new
programs.
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• Based on proven need, business cases for the following additional staff may be
brought forward in future years:
o Venue Manager
o Program Instructors
o Cultural Services Programmer
o Contract and seasonal support staff
In addition to the staff listed above, the Town and ACC manage robust volunteer
programs and will continue to provide meaningful volunteer opportunities to support
and complement the work of staff at Town Square.
The above organizational chart also does not include ACC staff; however, both Audience
Services and Technical Production responsibilities may become part of the ACC’s
portfolio with Council approval. The ACC has demonstrated expertise in delivering
quality performing arts programming to the community over an extended period. To
expand the ACC’s existing Audience Services and Technical Production responsibilities
to include all Performance Hall activations, the ACC has proposed the following
additional staff be recruited to deliver these services:
• 1 Development Associate (FT)
• 1 Production Manager/Technical Director (FT)
• 1 Audience Services Supervisor (FT)
• 1 Technicians (FT)
• Technicians (PT)
• Front of House Coordinators (PT)
• 1 Finance Assistant (PT)
Note: one Technical Production Specialist was approved by Council on June 28, 2022.
Alternatively, if Audience Services and Technical Production services fell under the
Town’s portfolio, a different staffing model would be used. In addition to the already-
approved Technical Production Specialist, the Town would rely predominantly on
contracted services, existing staff, and volunteers to deliver these services, at least
during the initial 2-3 years of operation, or until there is demonstrated demand to recruit
additional staff.
Whether the ACC or the Town provides these services, the Audience Services and
Technical Production salaries will be partially offset by earned revenue from staff/cost
recoveries incurred by Performance Hall user groups.
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4. Detailed Program and Service Descriptions
4.1 Heritage Services
Town Square will be the headquarters for heritage services offered by the Town of
Aurora, through the Aurora Museum & Archives (the Museum). The Museum is guided
by the strategic plan, The Next Level: Growing a Robust and Relevant Community
Museum, which was endorsed in principle by Council on March 30, 2021.
Presently, the Museum collection consists of over 30,000 items, a number that grows
each year as members of the public reach out to find a safe place for their cherished
items that connect to Aurora’s history. Heritage services offered by the Museum include
research requests, image requests, donation inquiries, collections care, ongoing
documentation, educational programs, and curatorial activities. These services can be
categorized as being initiated by the public or initiated by Museum staff.
4.1.1 Services Initiated by the Public
Research requests, image requests, and donation inquiries are heritage services
initiated by members of the public. The topic of research and image requests varies, and
can include inquiries related to genealogy, property, businesses, object context,
landscape use, Indigenous presence, historic business owners, and much more. The
Museum maintains extensive research files; however, rarely are two inquiries the exact
same and each requires dedicated staff time.
Image requests are made by residents, business owners, political figures, researchers,
family descendants, and other institutions. Whether the purpose is to enhance
household décor, design a calendar, or feature a historic Aurora scene in a local
business, there is increasing demand for access to the Museum’s archival photographs.
The Museum is regularly approached by members of the public with donation inquiries
and actively accepts items that help to tell the story of Aurora. The Collection Storage
Area at Town Square has been designed with growth in mind. Over the past year, the
Museum has accepted a range of donations, including: a collection of 30 photos from
the 1950 Aurora Horse Show, a 1917 leather sewing machine used at Sisman Shoe
Factory, original watercolours showing post-WWII Aurora streetscapes, a pocket watch
awarded to the 1913 Metropolitan Hockey League champions, and an Aurora Canada’s
Birthday Town outfit worn during the first July 1st parade in 1969. The community has
come to trust that the Museum is the safest place for their cherished items related to
Aurora’s history.
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4.1.2 Services Initiated by Museum Staff
Collections care, ongoing documentation, educational programs, and curatorial
activities are heritage services that are primarily initiated by Museum staff. A large
proportion of staff time is focused on collections care. When a new donation is
accepted, each part of the donation needs to be moved through the accession process,
digitized, properly housed, examined through a preventative conservation lens, and if it
is slated for exhibition, have a proper mounting solution designed and implemented. In
the new Collection Storage Area at Town Square, collection care activities will be more
visible to the public than ever before due to the visible storage feature.
Staff regularly meet with members of the community to document memories and
stories related to Aurora. This service can be initiated by members of the public, or
Museum staff, depending on the topic. This engagement allows for nuanced reflections
to make their way into the historic record. While this activity is often included as part of
producing a larger exhibition or project, there are times when it is a stand-alone
occurrence. Some examples include an elderly Auroran coming in to share stories about
a long-forgotten airfield, a former resident reminiscing about growing up in their
grandparents Yonge Street hotel, or someone sharing a story about the Aurora Horse
Show. Providing space for community members to reflect on their Aurora memories
helps to broaden our understanding of the historical narrative.
A significant feature of Town Square programming will be education programs for the
local school community. These programs will support the Ontario curriculum and as
mentioned will be facilitated in partnership with the Aurora Museum & Archives.
Themes explored will include parts of Aurora’s history such as forms of communication,
technology, growth of business and economy, among other key areas. These topics will
be tied to relevant curriculum points as well as be reinforced with interactive and
exciting programs and activities.
Additional education program subject matter will include diversity, public art and
modern-day issues relevant to students, such as bullying and social media. These
themes will be explored through various collaborative and engaging activities. With the
addition of the Performance Hall and Performing Arts Dance Studio, students will be
able to explore learning opportunities through theatre and music. Further, with Town
Square located in the downtown core, there are rich historical and cultural features
accessible as content for education programs. Students will have the opportunity to
embark on a public art walking tour to view the Community Builds Community Diversity
and Inclusion Mural located on the Lind Realty Team building at 15105 Yonge Street, the
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“Lean on Me” Downtown Street Mural by Vicki Carruthers, the Little Free Art Gallery and
the York Region Arts Council Bee and Firefly sculptures by Indigenous artist Donald
Chrétien located at Aurora Town Park. As is the case with all education programs, this
tour will be reinforced with lessons on public art and its ability to connect a community
and celebrate all who are a part of it.
Education programs will also present the opportunity to partner with local community
organizations to provide fulsome and enriched programming while also providing
opportunities to those organizations to showcase their knowledge, skills, and
programming possibilities.
These programs will focus on providing an interactive and engaging learning experience
for children at home in Aurora, while instilling a knowledge and understanding of the
arts, history and culture, in their own community.
Town Square presents exciting exhibition opportunities that will be featured in the
Aurora Room and the newly constructed exhibition infrastructure in the addition. The
activation of these spaces is made possible through curatorial services and collections
care activities completed by staff.
The Aurora Room will house a long-term exhibition with connections to the curriculum
to complement the education programs in development. The curatorial direction for the
space is to explore the passage of time through a thematic approach that blends
historic and contemporary elements. The display will feature artifacts, textiles, and
archival material from the past up to the present.
The Aurora Room will also feature a mural by an Indigenous Artist, which will help
ensure that Indigenous histories, worldviews, and ways of knowing are included in
spaces where the history and ongoing narrative of Aurora is being presented.
The new addition contains four museum quality display cases and picture hanging rail
throughout. This infrastructure will be used to showcase archival materials, objects,
textiles, photographs, and stories connected to Aurora.
Staff are focused on broadening their understanding of the historical record while
completing exhibition and interpretive plans for the available spaces mentioned above.
Some guiding principles during the planning process include, truth and reconciliation,
diversity (cultural, gender, socioeconomic, belief systems, generational and physical),
and change and continuity.
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4.2 Grand Opening
Aurora Town Square’s Grand Opening will provide weeks of programming for people of
all ages and backgrounds. Kicking off with a VIP evening of live entertainment provided
by the Norman Dance Company, accompanied by a “taste of the downtown”, attendees
will enjoy delicious food prepared by some of Aurora’s downtown restaurants. This will
provide significant cultural entertainment and support local businesses, an important
mandate for Town Square.
Grand Opening festivities will also include a variety of both indoor and outdoor
entertainment and events. It will build excitement in the community by offering visitors
the opportunity to learn about the building’s design, functionality and programming
opportunities. All programs planned for the Grand Opening will provide a window into
future experiences at Town Square, such as mini hands-on workshops offered by the
Aurora Cultural Centre, the Town, and others.
Local community organizations and Cultural Partners, such as Pinetree Potters’ Guild
and Marquee Theatrical Productions will provide a sneak peek of some of the exciting
programming they will be providing at Town Square. Marquee will put on an exciting
Pantomime show, which will be the first of many shows they plan to stage at Town
Square. Community members will also have a chance to view and try out pottery making
with the Pine Tree Potters’ Guild and learn more about the important work they do in the
community.
Local musical talent, both beloved and up-and-coming, will grace the Performance Hall
stage with a series of live concerts. This contributes to Town Square’s important
objectives of supporting local talent, artists and businesses. Attendees will get a
glimpse at the new Candlelight Concert Series with a duo of concerts offered by the
Aurora Community Band. The York Chamber Ensemble will also perform a classical
music concert, the first of many to take place at Town Square.
Celebrations will also include an indoor Farmers’ Market, bringing the artisans and local
vendors to the community during the “off season”, demonstrating the programming
potential of Town Square.
Indigenous artists and performers will be a significant piece of the Grand Opening,
ensuring that programming is diverse, inclusive, and reflects all members of the Aurora
community, a crucial goal for Town Square. A new mural painted by an Indigenous artist
will be unveiled in the Museum’s exhibition space. The mural reflects the Museum’s
commitment to broaden its understanding of the historical record by creating space for
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different forms of knowledge and storytelling. Visitors will also have a chance to explore
the new Museum collection storage area and learn about how this new climate-
controlled space will ensure the long-term vitality of Aurora’s material culture.
Programming will include a multitude of additional experiences, such as film screenings
and talks hosted by the Aurora Film Circuit, poetry and spoken word events presented by
local youth, as well as literary and experiential programming by Aurora Public Library.
As a key partner in Town Square, the ACC will provide exciting visual and performing
arts experiences throughout the Grand Opening. For example, the Town , ACC and
Oddside Arts (formerly Black Speculative Arts Movement) are working together to
create a series of interactive banners to be displayed throughout Town Square. The
banners will feature an augmented reality component to engage viewers. To design the
panels, a select group of local high school art students will collaborate with Oddside
Arts and the ACC’s Gallery Manager during a virtual workshop held in late Fall 2023. The
project will be a valuable learning experience for participating students, growing the
capacity of our local arts community.
To ensure that the community can participate in as many Grand Opening activities as
possible, and instill excitement for continued participation, all Grand Opening events
and programs will be offered at low or no cost.
4.3 Programs & Performances
As co-located organizations, the Town, ACC and APL will work collaboratively to ensure
the public receives a range of complementary programs geared to various skill levels
and life experiences.
ACC will continue to provide the following types of programs:
• Performing Arts (Music, Theatre, etc.)
• Visual/Fine Arts (Gallery Exhibitions/Tours, Painting & Drawing and Photography
Classes, etc.)
• Curriculum-based/Curriculum-enhanced arts programming
• Crafts (Textiles, Glass, Jewlery Classes)
• Camps
• Community Events
Whereas the ACC previously hosted performing arts and visual arts programs in Brevik
Hall and the basement Activity Room respectively, these programs will be relocated to
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the new Performance Hall and Visual Arts Studio, which are custom-built spaces with
larger capacities and greater amenities.
The ACC develops accessible/community-focused programs geared to beginners, right
up to pre-professionals and professionals. They serve an audience from 18 months
(about 1 and a half years) to adults and have extensive experience hosting professional
live performances and professional visual arts programs and exhibitions. They also
develop year-round education programs that complement their performing arts and
visual arts streams.
APL will continue to provide the following types of programs in their home space, but
may relocate or expand certain programs to Town Square:
• Adult Learning
• Literary Arts (Fiction, Non-fiction, Poetry, Storytelling)
• Electronic Arts (New Media, Digital & Animation)
• STEAM (Science, Technology, Engineering, Arts and Math)
• Crafts
• Community Events
APL offers nearly 1,900 programs annually that focus on providing individuals with skills
to navigate everyday life. APL’s goal is to enhance the experience of residents of all ages
in a way that is complementary/adjunct to more advanced programs offered by other
stakeholders (i.e., to create excitement for ongoing learning). Many of their programs
are not designed for a specific skill level but are meant to be more experiential in nature
and open to people of all skill levels and life experiences.
In addition to the Town, ACC and APL, numerous other service providers, including the
Town’s Cultural Partners, will offer a range of programs in the new spaces. These
programs will include film screenings, lectures, theatre productions, concerts,
specialized workshops, community events and more.
The versatility of Town Square will allow for various Town programs to find a home in a
space that supports their intention and specialization. Town Recreation dance, music
and theatre programs will be offered in the Performing Arts Dance Studio where
participants will enjoy sprung floors, ballet barres and mirrored walls.
Town Square will present opportunities for the Town to work with local organizations
and businesses to provide exciting and enriching experiences. These programs will
include “date nights” featuring special programming and dining opportunities, with the
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added feature of onsite activities to keep children safe and engaged in other areas of
the facility.
Additional Town workshops will connect the community to fun and exciting arts and
culture activities that will also touch on important global factors such as sustainability
and environmentally friendly practices. Participants of all ages will be invited to try out
current craft and DIY trends, learn about environmental sustainability while upcycle
crafting and learning about how to use creativity as a form of self-care. These will be
just the start of special Town-run workshops with so many more possibilities in the
coming years.
The Performance Hall will be the perfect setting for an array of new and exciting
experiences for the Aurora community. The 250-seat black-box Performance Hall is
equipped with LED stage lighting systems, audio induction loop, retractable seating and
reconfigurable acoustics, making it ideal for a wide range of uses. It will host live music,
comedy, film screenings, speaker series, conferences, receptions, dance recitals, theatre
and community events year-round with some themes matching holidays and significant
times of year, such as Black History Month in February, Indigenous Peoples Month in
June and holiday time in December.
Live programming will also include candlelight concerts by the Aurora Community Band,
tribute acts and York Chamber Ensemble concerts. Adding to this schedule will be a
variety of theatrical and dance experiences including plays, pantomime, live poetry,
spoken word, and cultural dance. Enhanced experiences such as dinner theatre and
burlesque brunches will also be offered, to appeal to a greater audience and provide
more diverse experiences. The Performance Hall and Outdoor Square will provide the
ideal atmosphere to introduce activities like silent disco, where participants are
provided with headphones to enjoy their very own dance party.
Audience members and program participants will embark on an entertaining journey
when they attend a live performance, show or event at Town Square. The strong array of
cultural programming will provide community members an opportunity to both broaden
their horizons and develop connections with each other, and the material they are
engaging with.
Recreation and Culture programs will take place seasonally at Town Square and will
continue to follow the Town’s established seasonal schedule. Programs will take place
in Fall, Winter and Spring sessions with summer camps being offered in July and
August when children are on summer break.
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The fall session will begin mid-September and run through to mid-December. The winter
session will run from early January through to the end of March and Spring will begin
mid-April and wrap up at the end of June.
Education programs will run throughout the school year during the school day from late
September to June.
4.4 Special Events
A variety of Town Special Events are being considered for Town Square. Evolving
discussions are taking place while staff evaluate various options as there could be
different opportunities available. The following list identifies the events that could be
hosted at Town Square:
• Mayor’s Levee – January
• Black History Month – February
• Arctic Adventure – Hybrid with Town Park – Family Day Weekend, February
• Aurora Art Show & Sale – First weekend of May
• Aurora Performing Arts Festival – June
• National Indigenous History Month – June
• National Indigenous Peoples Day – June 21
• Culture Days – Mid-September to Mid-October
• National Day for Truth & Reconciliation – September 30
• Aurora’s Christmas Market – December
• Menorah Lighting Ceremony – Hanukkah – December/January
• Family First Night – Hybrid with AFLC – December 31
4.5 Pricing and Fee Structure
The Town’s goal for each program and performance at Town Square is to balance cost
recovery through earned revenue generation with accessibility and affordability. The
Town Square Fees and Charges Schedule (Attachment 1) has been developed in
consultation with internal staff and external partners, such as the ACC. It ensures that a
range of user groups can access each of the spaces that comprise Town Square
without negatively impacting their capacity to deliver services to the community.
5. Marketing and Communications
Town Square is the largest capital project ever undertaken by the Town of Aurora. It is a
key part of the Town’s downtown revitalization, complementing Aurora’s small-town
charm with big-city amenities. Town Square will help foster Aurora as an innovative and
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sustainable community, benefit local businesses, and support future investment,
advancing the Town as a destination for locals and visitors alike.
As the project nears the end of construction and approaches its opening in 2024,
marketing and communications efforts – that are rooted in Town Square’s Business
Plan objectives – are well-underway.
5.1 Marketing and Communications Strategy
The Town Square Marketing and Communications Strategy aims to create excitement
about the opportunities at Town Square for residents, community members, and local
businesses, positioning the Town as a destination with modern amenities and small-
town charm. Long-term supporters of Town Square will emerge from the target
audiences identified in the Marketing and Communications Strategy, creating a lasting
foundation for successful programs, events, and experiences.
The Marketing and Communications Strategy positions Town Square as a well-
managed, large-scale project, while establishing the credibility and trust necessary to
sustain excitement through the final phases of construction. It guides the execution of
engaging marketing and communications activities that demonstrate Town Square’s
long-term value for arts and cultural experiences, as well as community connection in
Aurora. Moreover, it addresses residents' need for accurate information – building
anticipation and facilitating a communication continuum.
The strategy outlines all marketing communications tactics and promotional activities,
including: the 2023 Social Media Strategy; partnerships and collaborations; community
engagement initiatives (outlined below); the launch of the Town Square microsite; the
Town Square monthly e-newsletter; media relations; and all print and digital marketing
materials, videos, and ads that lead into Town Square’s first full year of programming.
The Town Square Marketing and Communications Strategy is the foundation upon
which all current and future marketing efforts will be built. It leverages Town Square
branding that was implemented in 2021, ensures alignment across Town of Aurora and
Town Square communications, and creates long-lasting recognition amongst all target
audiences.
5.2 Grand Opening Strategy
A complementary Grand Opening Strategy will be created as part of the Town Square
Marketing and Communications Strategy. The Grand Opening Strategy will highlight this
pivotal time in Aurora’s history through a blend of traditional and digital mediums,
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ensuring widespread visibility and engagement across target audiences. The Grand
Opening Strategy aims to not only set the tone for the opening of Town Square, but how
the community will feel about it for years to come.
5.3 Social Media Strategy
The Social Media Strategy was developed as part of the Marketing and
Communications Strategy to guide the implementation and growth of Town Square’s
social media channels – Facebook, Instagram, and X (formerly Twitter).
Through Town Square’s communication channels – including social media – target
audiences will gain a greater understanding about the important role that Town Square
plays in Aurora’s downtown revitalization, providing cultural opportunities to community
members, and improving the overall quality of life in Aurora.
With changing algorithms and saturated platforms, starting new social media channels
inevitably poses challenges. A profound understanding of audience behavior patterns
and where our channels fit into the mix is imperative for Town Square’s platforms to
remain relevant, grow, and meet our social media objectives. The Socia Media Strategy's
dual focus on paid and organic content ensures a holistic approach to audience
engagement. Paid content serves as a targeted means to reach specific demographics
and amplify the reach of organic posts.
5.4 Partnerships and Collaborations
Fostering partnerships and collaborations yield results that are mutually beneficial and
often exceed individual marketing and communications efforts and capacities. They
amplify reach, connect resources, and enhance credibility, ultimately cultivating a
stronger, more engaged community for all.
5.4.1 Advantages:
• Reach and Exposure – by partnering, individual networks and audiences are
expanded. This synergy enhances brand visibility and attracts diverse audiences
for each partner. Additionally, partnering with organizations that share target
audiences can lead to highly targeted efforts with greater engagement rates.
• Expertise and Resources – marketing tactics are strengthened by new
perspectives and specialized skills of partners and collaborators.
• Shared Costs and Efficiencies – joint efforts can lead to shared expenses,
extending the reach of each partner’s budget, in addition to increasing efficiency
across partnering teams.
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• Credibility – reputable partners enhance credibility, which can expedite audience
participation and shifts to neutral, and ideally positive, sentiment.
• Community – partnerships and collaboration reinforce a commitment to the
community and local growth.
• Sustainability – collaborative relationships set the foundation for mutually
sustained success.
5.4.2 Partners:
• Project Partners – Town Square’s partners – the Aurora Cultural Centre, Aurora
Museum & Archives, and Aurora Public Library – operate independently from
Town Square. Each partner has a wealth of expertise and experience that
collaboratively enhances opportunities for arts and culture in Aurora. As partners,
we support one another and build on our individual capacities, by drawing upon
each other’s internal competencies. Together, we will provide the community with
greater opportunities for arts, culture, and connection for generations to come.
• Celebrating Culture through Partnerships – foster collaboration with the Town’s
Cultural Partners to amplify impact and deepen community engagement
resulting in mutually beneficial results.
• Downtown Revitalization – bolster the Town’s downtown revitalization efforts
through an action-oriented and community focused approach. Building
relationships with local business owners in downtown Aurora encourages cross-
promotion and future collaborations as opportunities arise. These relationships
are the foundation of converting contacts to local ambassadors of Town Square.
• Local Ambassadors – collaboration that nurtures a network of diverse, local
ambassadors.
5.5 Community Engagement Initiatives
Robust community engagement efforts play a vital role in driving awareness, building
excitement, and ensuring long-term sustainability. By consistently attending Town-led
and Town-supported community events, we establish deeper connections with
residents and members of the broader community, ultimately fostering excitement,
transparency, and on-going credible communication.
• Creating Excitement and Anticipation – community events provide a platform to
generate excitement and anticipation for Town Square’s grand opening
celebrations and beyond. Through community engagement initiatives, the Town
Square team highlights the diverse range of programs, events, and unlimited
opportunities the facility will offer upon completion. Branded swag distributed at
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community events acts as a tangible reminder of the project and supports
positive sentiment following each interaction.
• Two-way Communication – our engagement efforts present a unique
opportunity for residents to ask questions, provide feedback, and voice concerns
in-person. This open dialogue fosters transparency and trust between the project
team and Aurora community. By actively listening and responding to comments,
questions, and challenges, we demonstrate our commitment to creating a facility
that meets the needs and desires of the residents it serves.
• Long-term Sustainability – community initiatives set the tone for ongoing
community engagement for years to come, propelling Town Square into a thriving
community hub. Sustained interest translates into consistent patronage and
generates revenue streams.
6. Operational Plan
The operational plan outlines the key strategies and activities necessary for the
successful day-to-day functioning of Town Square, which aims to be a vibrant hub that
fosters cultural engagement, community interaction, and artistic expression.
6.1 Facility Description
Parts of the following section provided by Thomas Nemeskeri, RAW Design, OAA, CPHD,
MRAIC, CaGBC.
Town Square is representative of the built form evolution of the Town of Aurora,
spanning three centuries. The Church Street School, built in 1885, is one of the finest
examples of Victorian School architecture in Ontario and an excellent example of
adaptive reuse of a significant heritage resource.
The 22 Church Street Addition, Bridge and Outdoor Square will be completed over a
century and a half after the Church Street School, thus unifying the existing structures,
and creating a major public destination in the heart of Aurora. It also continues the
tradition of constructing, preserving, adapting and repurposing significant architectural
works to meet the Town’s ever-evolving needs.
Town Square encompasses approximately 100,000 square feet and includes a variety of
key spaces, including:
• A 29,000 square foot outdoor public square, animated by a skating track in winter
that transforms into a water feature in the spring/summer, an Amphitheatre and
community event space, all under a catenary lighting system that will provide a
constellation of lights during evening gatherings.
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• An enclosed pedestrian bridge connecting APL with the Church Street School and
new Aurora Museum and Cultural Centre addition.
• A 32,000 square-foot addition wrapped in a diaphanous bronze-coloured veil, to
be called the Aurora Museum and Cultural Centre, that includes a triple-height
glazed atrium that connects to the heritage School through which circulation
takes place.
• The Museum and Cultural Centre also includes a performance hall with seating
for up to 250, multi-purpose programming spaces, a visual arts studio, dance
studio, café, and a climate-controlled museum storage space.
• Two additional programming rooms and a roof-top reading garden at APL.
Additional highlights include: a highly sustainable design, targeting a high standard
through carefully integrated energy and water conservation systems within a high-
performance building envelope; bird-friendly glazing; stormwater management to a 200-
year standard through a well-planted permeable landscape, meadowscape green roofs,
and water-recycling cisterns; LED stage lighting systems, retractable seating and
reconfigurable acoustics; gender neutral facilities; fully-accessible public spaces and
back-of-house amenities; and arts programming imbued with craftsmanship and
attention to detail.
6.2 Facility Requirements
The following areas of expertise are required to operate Town Square successfully:
• Facility Maintenance
• IT Services
• Programming
• Collections and Exhibitions Management
• Customer and Visitor Services
• Marketing and Communications
• Technical Production Services
• Audience Management
The Town is responsibility for facility maintenance, IT service delivery, customer service,
bookings and rentals, box office administration, program registration, heritage services
and museum management, café and concession services, and some programming,
including community events.
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6.2.1 Facility Maintenance
Currently, the Facilities Division supports the APL, Victoria Hall, Church Street School,
the Armoury and the commercial properties on Yonge Street. Town Square adds
approximately 72,000 of additional square feet for staff to maintain.
The proposed operating hours for Town Square are:
• Monday - Saturday 8:30am - 9:00pm
• Sunday 8:30am - 5:00pm
• Holidays 9:00am - 2:00pm
Like the Town’s recreation centres, the Town Square operating hours require seven days
a week coverage. To do so, a fulltime Crew Leader, two fulltime Facility Operators, and
two fulltime Maintenance Persons are required, complemented by part time
maintenance staff when necessary.
Facility maintenance staff will ensure the building is clean and maintained in good
repair, including interior and exterior architectural and structural features, parking area,
skating loop, water features, the Amphitheatre, storm water drainage systems,
plumbing, electrical, roofing, HVAC (Heating Ventilation and Air Conditioning), fire
suppression and fire alarm equipment, elevating systems, and security systems.
Town Square will be operated in an environmentally responsible manner and adopt
sustainable practices wherever possible. As part of the asset management program,
staff will continuously assess the facility's state of repair to ensure its long-term
sustainability.
Facility maintenance staff will also establish clear procedures and protocols for
handling emergencies and evacuations, including fire drills.
To assist with booking and rentals, facility maintenance staff will provide labour support
for setups and takedown of furniture and equipment required for all user groups
throughout Town Square.
Some exterior grounds maintenance, including landscaping and snow removal, will be
provided by the Town’s Parks Division and contracted services respectively.
6.2.2 Information Technology (IT)
The Town’s IT Division will support all Town and ACC staff working out of Town Square,
and their portfolio will include:
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• Maintenance and life-cycling of hardware/software
• Technical help desk support for hardware/connectivity issues
• Technical help desk support for software in Town’s IT Business Unit
• Telephony equipment and support
• Cellular equipment and support (where required)
• Domain hosting for the Town Square microsite and e-commerce
• Architecting, installing, and administering both the wired and wireless networks
• Cybersecurity services and Active Directory account administration
• A/V equipment and support (excluding the Performance Hall)
6.2.3 Programming
Town Square will feature a well-rounded calendar of cultural programs and events,
including art exhibitions, live performances, workshops, lectures, film screenings, and
cultural festivals that cater to a wide range of interests. Programs will also include the
development of education programs for local school groups that will be supported by
the Museum. The Town’s Cultural Development Coordinator will lead the development
and implementation of Town programs at Town Square.
6.2.4 Collections and Exhibitions Management
Town S quare will be home to the Aurora Collection and will serve as the primary venue
for exhibitions. Collections management activities include accessioning, cataloguing,
ongoing documentation, digitization, preventative conservation, and item specific
storage and mounting solutions. The process of creating exhibitions includes creating
an interpretive plan, research, developing didactics, writing, artifact selection, and
exhibit installation. The Collections & Exhibitions Coordinator and Museum Assistant
will be responsible for providing this subject matter expertise.
6.2.5 Customer and Visitor Services
Town Square will have a customer service counter like other recreation centres and
Town Hall. Customer Service Representatives will provide similar services as they do at
all Town locations, such as day-to-day support for public inquiries, program
registrations, facility rental information, and all data entry for programs and events that
take place at Town Square. This includes promotion and sales of third-party bookings
such as ACC performances. Customer Service Representatives will also manage box
office transactions, in person and online.
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Two fulltime Customer Service Representatives, supplemented by parttime customer
service staff will be required to cover all operating hours. Additional parttime support
may be required for events and activities outside of normal customer service desk
operating hours.
Town Customer Services staff will be responsible for:
• Box office administration using the Town’s ticketing software
• Program registration using the Town’s booking administration software
• Customer and referral services for the ACC’s programs and services
6.2.6 Marketing and Communications
Town Square’s marketing and communications efforts foster collaboration that
enhances the collective capacity and supports the success of each partner in meeting
their objectives. Marketing and communications activities align partner goals, target
audiences, and key messaging, to enhance community recognition, awareness, and
value proposition.
Partner Marketing and Communications Initiatives:
• Community-Driven Events and Cross-Promotion – in organizing and promoting
shared community events, we will showcase the synergy between Town Square
and its partners. Co-hosting events that intertwine our offerings creates
opportunities for residents and the Aurora community to learn more about
enriching experiences available at Town Square. Events will provide additional
opportunities to distribute partner focused marketing materials. Further, cross-
promotion at community events that Town Square participates in maximizes
exposure for our partners and emphasizes a sense of unity and shared purpose
within the community.
• Marketing Collateral – to enhance community engagement and awareness,
partner marketing collateral will serve as tangible reminders of the unique
experiences and opportunities to learn and immerse in arts, culture, and heritage
at Town Square.
• Microsite – a dedicated section on the Town Square microsite will house
information about our partners. By integrating this partner information into Town
Square's online presence, we ensure that the partnership remains at the forefront
of communications efforts.
• Social Media – monthly partner spotlight posts provide in-depth insights into
their unique offerings and current initiatives, further strengthening the connection
between Town Square and its partners.
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• Newsletter – to amplify each partner's reach, we dedicate a recurring section in
our monthly Town Square newsletter to highlight their current news, events, and
initiatives.
The Marketing and Communications Specialist will lead all Town Square marketing and
communications initiatives, supported by the Communications Division and Cultural
Services Division.
6.2.7 Technical Production Services
The Town Square Performance Hall will be equipped with specialized technology,
including stage, sound, lighting, and video equipment that requires skilled and
knowledgeable personnel to operate. Technical Production costs/salaries will be
partially offset by earned revenue from recoveries incurred by Performance Hall user
groups. Technical Production staff will:
• Manage the technical needs for each client in Town Square including advance
quoting and production consultation, recruiting for and staffing events
• Facilitating equipment needs, reporting, and backstage health and safety
• Providing audio and lighting requirements that meet the client’s expectations for
each event
6.2.8 Audience Management
Audience management includes the activities that support a safe, welcoming and
professional audience experience including ticketing issues, seating, emergency
evacuation, health concerns, latecomer entry, reception needs, special concession
requests, and hearing-assist support. Audience management also supports a robust
volunteer program to recruit, train, schedule and manage community participation in
Town Square.
Staff can include paid and/or volunteer personnel to reduce costs, and are responsible
for:
• Volunteer recruitment, training, scheduling, and management during events
• Facilitating front of house client needs
• Ensuring audience health and safety
Audience Management costs/salaries will be partially offset by earned revenue from
recoveries incurred by Performance Hall user groups.
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7. Financial Projections
The original 2019 Business Plan and financial strategy was based on a Municipal
Services Board Governance Model and estimated that net annual operating costs for
Town Square would be $720,000. This amount was approved by Council and phased in
over three years (2019, 2020 and 2021) to ensure Town Square would be funded prior to
opening and to minimize the tax impact.
The total annual incremental net operating requirements for the Municipal-Not-for-Profit
Governance Model is now estimated to be $1,070,000, an increase of $350,000 over the
2019 estimate. To address the additional budget pressure, staff recommend that a
similar multiyear funding strategy be used again (i.e., phased into the operating budget
over a three-year period), so that the new pressure is fully funded by the tax levy by
2026. In the interim, any budget shortfalls should be funded from past unused Town
Square operating funding that is being held within the tax rate stabilization reserve.
The Town’s new net operating requirement of $1,070,000 will allow the Town to provide
the following services at Town Square:
• Facility Maintenance
• IT Service Delivery
• Customer Service
• Bookings and Rentals
• Box Office Administration
• Program Registration
• Heritage Services and Museum Management
• Café and Concession Services
• Programming, including community events
Audience Services and Technical Production are currently outside the Town’s scope.
These services can be provided by the ACC at an additional cost beyond their base
allocation. The ACC has identified additional staff and budget requirements to provide
these services as outlined in Attachment 3.
If not provided by the ACC, the Town could supply these additional services beyond their
current scope using contracted services, volunteers and existing staff. In both cases,
the costs for providing these services can be partially recouped through earned revenue.
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7.1 Revenue and Expense Projections
When creating the revised Town Square operating budget, several factors contributed to
the increased annual incremental net operating requirements, including the following:
• The original net annual operating costs of $720,000 were not subject to an
inflationary increase since their inclusion in the operating budget in 2019. As a
result, this amount has foregone approximately $75,500 in inflationary increases
from 2019 to 2023.
• The 2019 financial strategy and operating cost estimates did not account for the
10,000+ sq. ft. (or 12% more space) subsequently added to the project that
contributed to higher annual facility maintenance costs of approximately
$160,000, not including the additional staff salaries required to operate the
expanded facility.
• The adoption of the Municipal-Not-for-Profit Hybrid Governance Model meant
that the Town’s projected income would be lower as revenue will now be shared
by the Town and ACC.
Like the 2019 financial projections, the revised 2024-2026 projections take into
consideration that it will take approximately three to five years to ramp up and maximize
the opportunities that exist for additional revenue generation and added cultural and
community activities within the expanded facility.
The following table provides an overview of the Hybrid Model operating budget. See
Attachment 3 for a detailed budget comparison between the Municipal Service Board
Model and Hybrid Governance Model.
Table 8. Hybrid Model Net Operating Budget
Year Total Hybrid
Revenue
(Town + ACC)
Total Hybrid
Expenditures (Town
+ ACC)
Total Hybrid Model Net
Operating Budget
(Town + ACC)
2024 $2,837,719 $3,375,178 -$537,459
2025 $3,155,741 $3,601,031 -$445,290
2026 $3,278,927 $3,725,643 -$446,643
7.2 Economic Benefits
Vibrant spaces such as Town Square exert a noticeable economic influence on their
communities. They foster job creation, invigorate tourism, and yield revenue for local
enterprises. The information presented below was prepared using the Ontario Tourism
Regional Economic Impact Model (TREIM), which is a regional economic impact model
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that helps to determine the economic impact of tourism-related activities on the local
and provincial economies.
Aurora Town Square Economic Benefits in York Region
Direct Economic Impact of Capital Investment in a Tourism Facility*
Based on $53,000,000 Capital Investment in Arts, Entertainment, and Recreation
GDP Labour Income
Full-time Job
Equivalents
Tax Revenue (Federal, Provincial,
Municipal combined)
$18.75M $15.4M 157 $4.2M
*2025 Dollars
Aurora Town Square Direct Economic Benefits in York, Durham and Hills of Headwaters
Based on $3,250,000 Combined Annual Revenue from Cultural Performances*
GDP Labour Income
Full-time Job
Equivalents
Tax Revenue (Federal, Provincial,
Municipal combined)
$1.655M $1.385M 22 $1.085M
*2023 Dollars
Notes:
Direct impact: refers to the impact generated in businesses or sectors that produce or
provide goods and services directly to travelers, e.g., accommodations, restaurants,
recreations, travel agents, transportation and retail enterprises etc. Direct impact on
GDP, employment and tax revenues is also called tourism GDP, tourism employment and
tourism tax revenues.
Employment: refers to number of jobs; it includes full-time, part-time, seasonal and
temporary employment (based on the share of the year worked), for both employed and
self-employed workers.
8. Risk Analysis and Mitigation Strategies
The Risk Analysis below identifies several potential risks and analyses the appropriate
ways in which they can mitigated.
8.1.1 Marketing and Promotion
• Risk: Construction delays challenge strategic and proactive marketing and
promotion, result in negative sentiment about the project, and diminish credibility,
leading to risks with sustaining excitement, positive brand image, and value
proposition.
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• Mitigation Strategy: The Town Square communications team takes a customer
service-oriented approach to address questions, comments, and concerns
through all communications channels. Marketing, communications and social
media strategies are flexible to meet schedule demands, while activities are
professional, consistent, and creative to highlight the vision of Town Square.
8.1.2 Market and Demand
• Risk: Low audience turnout and program participation due to misjudged
community interest or duplication of services from other arts and cultural
institutions.
• Mitigation Strategy:
o Develop a comprehensive programming and performance schedule that
includes an ongoing plan of action to ensure meaningful and appropriate
programming at Town Square.
o Work with project partners and local cultural organizations to understand
the community's cultural preferences and interests.
o Ensure the programming schedule includes a variety of events and
programs that cater to different demographics.
o Ensure the performance schedule includes a diverse and appealing lineup
of local and regional talent that appeals to Aurora and York Region
residents.
o Seek community feedback on an ongoing basis to ensure programming is
meeting community needs.
o Ensure staff are provided with the necessary networking and professional
development opportunities to remain on top of industry trends.
8.1.3 Operational Considerations
• Risk: Inadequate staff training, staff coverage and infrastructure for smooth
facility operation.
• Mitigation Strategy: Develop a comprehensive training program for all staff
members and volunteers that includes ongoing training sessions and a process
for regular feedback and communication. Implement regular maintenance
schedules for equipment and facilities and ensure it is followed thoroughly.
Invest in appropriate technology systems to streamline ticketing, scheduling, and
resource allocation and provide appropriate training for staff accordingly.
• Risk: Damage to and/or theft of Museum collection.
• Mitigation Strategy: Follow established operational security plan and
preventative measures.
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8.1.4 Technological Considerations
• Risk: Technical glitches during performances, impacting audience experience.
• Mitigation Strategy: Perform thorough testing of all technical systems before
events. Have backup equipment readily available. Employ skilled technicians to
manage and troubleshoot technical setups during performances. Ensure
appropriate customer service strategies are in place and staff are prepared to
employ them when necessary.
8.1.5 Health and Safety
• Risk: Accidents, injuries, or health emergencies during programs, performances
and events or within the facility.
• Mitigation Strategy: Develop and communicate comprehensive health and safety
and emergency protocols to staff and visitors. Install safety equipment, such as
fire alarms, first aid stations, automated external defibrillator, and emergency
exits, in compliance with regulations. Ensure all on site staff members are up to
date in Standard First Aid and CPR level C certifications.
8.1.6 Reputation and Public Relations
• Risk: Negative publicity, public backlash, or controversy surrounding
programming choices.
• Mitigation Strategy: Engage with diverse perspectives throughout the community
to address concerns and feedback. Have a strong and responsive marketing and
communications team to manage communications and address any issues
promptly. Develop standardized and thorough messaging in response to such
concerns.
8.1.7 Environmental and Sustainability
• Risk: Inadequate sustainability measures leading to negative environmental
impact.
• Mitigation Strategy: Incorporate sustainable design elements into the facility's
construction, such as energy-efficient systems and waste reduction initiatives.
Implement waste diversion programs. Educate staff and visitors about the
facility's sustainability goals. Develop an ongoing sustainability model with all
programs, supplies and equipment.
• Risk: Environmental damage to the Museum collection.
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• Mitigation Strategy: Follow a regular schedule on environmental monitoring and
insect/pest monitoring. Ensure HVAC system is regularly serviced so that an
optimal storage climate is maintained.
8.1.8 Economic and Financial
• Risk: Economic downturn affecting program registration, performance
attendance and sponsorships.
• Mitigation Strategy: Develop flexible pricing strategies to accommodate a range
of economic conditions. Diversify revenue streams beyond ticket sales, such as
offering memberships or exclusive packages. Maintain flexibility and creativity
with programming options to allow for a programming pivot accordingly.
Maintain strong relationships with partners.
8.1.9 Parking Supply
• Risk: Customer dissatisfaction with quantity of available parking for
programming and events.
• Mitigation Strategy: Develop and put into action a comprehensive and thorough
communication strategy to inform customers of available parking locations and
carpool or public transportation options. For larger events or audience draws
facilitate additional strategies such as shuttles, valet parking, and eased parking
restrictions.
8.1.10 Partner Relations
• Risk: Failure to engage with local organizations and Cultural Partners to develop
relevant exhibitions, programs and collaborations.
• Mitigation Strategy: Continue to meet monthly with Aurora Arts, Culture &
Heritage Network. Ensure ongoing communication with invested parties is
maintained and a collaborative approach to programs and exhibitions is utilized.
Dedicate staff time on an ongoing basis to ensure thorough consultation and
collaboration.
9. Impact and Evaluation
Measurement and evaluation play a pivotal role in executing effective marketing
strategies year-over-year. Detailed data on target audiences, their preferences, and
engagement patterns will continue to inform our tactics and marketing channels to
maximize our impact, and ultimately increase Town Square brand visibility and
community participation from grand opening through to 2026. Measuring ROI for
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marketing expenditures ensures that resources are allocated to initiatives that deliver
tangible results.
Evaluation and benchmarking to sustain or improve performance will be reported
quarterly and annually. Measures will consider current events, trends and technology,
along with competitor benchmarking. Town Square’s marketing and communications
tactics require consistent monitoring and modification to best reach and resonate with
target audiences and various marketing channels. The Town Square communications
team will examine the impact of our efforts on both the Town Square and Town of
Aurora channels in achieving our objectives, assessing implementation and outcomes.
9.1 Measurement of Success and Impact
Robust measurement practices provide valuable insights into the long-term growth and
success of Town Square. Monitoring and analyzing attendance data, participant
feedback, and utilization rates supports strategic decision-making for resource
allocation, along with meeting evolving community needs. Data-driven evaluation
highlights trend identification and provides a comprehensive framework for informed
decision-making.
Table 14. Town Square Measurement and Tracking Methods
Measurement Tracking Method
Customer satisfaction with the quality of
Town Square programs
Annual and Program Survey
% of satisfaction in each program area
Customer satisfaction with the diversity
of program offerings
Annual Survey
% of satisfaction
Customer satisfaction with Box Office,
Facility Maintenance, Customer Service,
Programming, Heritage Services
Survey of User Groups
% of satisfaction in each area
Community satisfaction with donation
inquiries and Museum research requests
Survey donors and researchers
Ask for brief testimonials
# of participants in Town programs at
Town Square
Reports from Red61 and ActiveNet
Shown as a figure
Community engagement (volunteering) Track number of volunteer hours earned at
Town Square
Earned Revenue (programs and rentals) Shown as a figure
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9.2 Continuous Improvement Strategies
By consistently implementing improvement strategies based on thorough evaluation,
Town Square will continue to deliver quality and dynamic programs and events that
cater to the community and provide a vibrant and creative experience to attendees and
participants.
Feedback will be collected regularly from artists, performers, staff, and audience
members. This will be done through surveys and comment cards and will provide
valuable insight into areas of improvement as well as identifying success.
After each event, performance, exhibition and program, staff and volunteers will conduct
a thorough debrief to review successes and challenges, opportunities for enhancement
and additional feedback to explore. This will help to gauge community impact as well as
the performer/instructor experience and identify any changes that may be required.
Staff will continue to benchmark Town Square performances with similar venues to
analyze their programming, audience engagement strategies and overall management
practices. This will help to ensure Town Square is following industry best practices and
identify methods for improvement.
Ticket sales and program registration records will assist in analyzing audience and
participant demographics. This will help to provide insight into the popularity of genres,
dates and times for programming and the types of audiences being engaged, therefore
also identifying any gaps.
As part of the comprehensive staff training program, staff and volunteers will
participate in ongoing training and development opportunities, as well as performance
appraisals to identify areas for learning and growth. This will enhance the overall
customer experience at Town Square.
Staff will also continue to implement the Cultural Action Plan, reviewing progress and
adjusting goals and strategies to align with changing circumstances and emerging
trends in arts and culture. Further, the team will continue to collaborate with Cultural
Partners and local organizations to gather insight and address feedback and
recommendations from vested parties.
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Attachment 1 – Proposed Town Square Fees and Charges Schedule
Description Unit of
Measure
Fee or
Service
Charge
Notes
Program Room 1 and
2 (at APL)
Hourly $47.15 Equivalent to Holland Room
(Town Hall)
8 Hours $330.05 Hourly rate x 7
Full day $565.80 Hourly rate x 12
Program Room 2
Kitchenette (at APL -
includes fridge and
counter space)
Hourly $10.00 N/A
8 Hours $70.00 Hourly rate x 7
Full day $120.00 Hourly rate x 12
Conference
Lounge/Boardroom
(at APL)
Hourly $37.50 Equivalent to AFLC Program Room A
and SARC Meeting Room
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Reading Garden (at
APL)
Hourly $11.75 Approximately 1/4 of Program Room
rate
8 Hours $82.25 Hourly rate x 7
Full day $141.00 Hourly rate x 12
Magna Room Hourly $47.15
8 Hours $330.05 Hourly rate x 7
Full day $565.80 Hourly rate x 12
Lebovic Room Hourly $47.15
8 Hours $330.05 Hourly rate x 7
Full day $565.80 Hourly rate x 12
Entire Outdoor
Square
(exclusive use only)
Commercial -
Hourly
$135.00
Commercial -
8 hours
$945.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$1,620.00 Hourly rate x 12
NFP - Hourly $105.00
NFP - 8 hours $735.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $1,260.00 Hourly rate x 12
Event Set-up
Fee - flat rate
$377.60 Equivalent to Town Park Bandshell
Amphitheatre Commercial -
Hourly
$32.25 Same as Town Park Bandshell
Commercial -
8 hours
$225.75 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$387.00 Hourly rate x 12
NFP - Hourly $27.40
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Page 49 of 54
NFP - 8 hours $191.80 1 hour discount (Hourly x 7 hours)
NFP - Full day $328.80 Hourly rate x 12
Event Set-up
Fee - flat rate
Equivalent to Town Park Bandshell;
does not include technical needs/set
up
Performance Hall Commercial -
Hourly
$125.00 All PH rentals include access to Crush
Space, Bar, Green Room and Dressing
Rooms; also includes access to
tables/chairs, house soft goods,
lighting and sound equipment
Commercial -
8 hours
$875.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$1,500.00 Hourly rate x 12
NFP - Hourly $90.00
NFP - 8 hours $630.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $1,080.00 Hourly rate x 12
Box Office Fees CIF - per
ticket
$1.50 Capital Investment Fund/Facility
Charge
Online Fee -
per ticket
$0.00
Handling/Pro
cessing Fee -
per ticket
$2.00 (plus
3%)
Covers credit card charges, transaction
fee for the pin pad
Admin Fee -
flat rate
$200.00 Covers staff time to build program or
event into the system for third-party
groups
Staff Fees Technician -
Hourly
$50.00 OT after 8 hours, double time after 12
hours or after 44 hours in a week
FOH
Manager -
Hourly
$30.00
Usher(s) - per
rental
$150.00
Overtime -
Hourly
1.5 X
regular
hourly rate
OT after 8 hours; double time after 12
hours or 44 hours in a week
Production Service
Fees
Digital
Projector &
Screen,
Performance
Hall
$50 per
rental/day
Wireless Mic $25 per mic
Page 191 of 241
Page 50 of 54
Piano - Brevik
Hall
$100/day
Piano Move -
Brevik Hall
Actual cost,
plus 10%
admin
subject
to HST
Portable
Stage
$125 per
rental
Piano Tuning $175 per
tuning
If piano tuning coordinated by ACC,
then Town to collect from the user
group with revenue to go to ACC
Additional
Equipment
Rental (e.g.,
keyboard,
piano, spot or
hazer)
Actual cost,
plus 10%
admin
subject
to HST
Portable PA
System - per
booking
$250.00 For use in spaces beyond Performance
Hall (e.g., PADS)
Lighting - per
booking
$75.00
Crush Space and Bar
Commercial -
Hourly
$65.00
Commercial -
8 hours
$455.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$780.00 Hourly rate x 12
NFP - Hourly $50.00
NFP - 8 hours $350.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $600.00 Hourly rate x 12
Brevik Hall Commercial -
Hourly
$75.00 All BH rentals come with Great Hall (to
serve as crush space)
Commercial -
8 hours
$525.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$900.00 Hourly rate x 12
NFP - Hourly $60.00
NFP - 8 hours $420.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $720.00 Hourly rate x 12
Commercial -
Hourly
$70.00
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Page 51 of 54
Performing Arts
Dance (PADS) Studio
A + B
Commercial -
8 hours
$490.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$840.00 Hourly rate x 12
NFP - Hourly $55.00
NFP - 8 hours $385.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $660.00 Hourly rate x 12
PADS A Commercial -
Hourly
$40.00
Commercial -
8 hours
$280.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$480.00 Hourly rate x 12
NFP - Hourly $30.00
NFP - 8 hours $210.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $360.00 Hourly rate x 12
PADS B Commercial -
Hourly
$40.00
Commercial -
8 hours
$280.00 1 hour discount (Hourly x 7 hours)
Commercial -
Full day
$480.00 Hourly rate x 12
NFP - Hourly $30.00
NFP - 8 hours $210.00 1 hour discount (Hourly x 7 hours)
NFP - Full day $360.00 Hourly rate x 12
Bridge TBD
School Meeting
Room
Hourly $37.50 AFLC Program Room A/ SARC Meeting
Room
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Program Room A + B
(by Cafe)
Hourly $69.00
8 Hours $483.00 Hourly rate x 7
Full day $828.00 Hourly rate x 12
Program Room A Hourly $37.50
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Program Room B Hourly $37.50
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Multipurpose
Studio/Meeting
Room
Hourly $37.50 AFLC Program Room A/ SARC Meeting
Room
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
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Page 52 of 54
Dressing Room 1 Hourly $37.50 Only available when performance hall
is not booked; not to be charged to
Performance Hall renters as the
dressing rooms are included with the
rental fee.
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Dressing Room 2 Hourly $37.50 Only available when performance hall
is not booked; not to be charged to
Performance Hall renters as the
dressing rooms are included with the
rental fee.
8 Hours $262.50 Hourly rate x 7
Full day $450.00 Hourly rate x 12
Green Room/Staff Lounge Not available to rent on its own.
Comes with rental of Performance Hall
or Brevik, PADs, and Outdoor Square if
needed and if Performance Hall is not
booked.
Visual Arts Studio
A + B
Hourly $69.00
8 Hours $483.00
Full day $828.00
Visual Arts Studio A Hourly $37.50
8 Hours $262.50
Full day $450.00
Visual Arts Studio B Hourly $37.50
8 Hours $262.50
Full day $450.00
Page 194 of 241
Page 53 of 54
Attachment 2 - Testimonials
"We are thrilled to announce that, in 2024, our Annual Induction Celebration Evening will
now find its home at the Aurora Town Square. This incredible space perfectly
encapsulates the essence of community, providing the ideal location to honour and
celebrate the exceptional sport legends who have graced our town. Whether as athletes,
coaches, or builders, these individuals have left an indelible mark on our sporting
heritage, and it is only fitting that we gather in this symbolic venue to recognize their
excellence.
Just as the Aurora Sports Hall of Fame serves as a unifying force, the Aurora Town
Square stands as a beacon of unity, bringing together our community through shared
values and collective pride. This new partnership not only enhances the event
experience, but it also strengthens our commitment to preserving the sporting legacy
that defines our town and its people."
- Javed S. Khan, President & Chair, Aurora Sports Hall of Fame
There is nothing more exciting to an art society that a state-of-the-art, purpose-built
facility for cultural activities and being able to call it 'home'. Moving into 22 Church St. in
2012 created a ripple effect - an increase in membership and status. When a venue is
compatible with the organizations that operate within it, it clearly shows that Aurora
values culture. The arts gained status in Aurora because we featured local and regional
adult artists, provided them with a place to connect, network and learn from each other.
It's good for them and the Town. So it is with great anticipation that the Society of York
Region Artists (SOYRA) looks forward to the opening of Aurora Town Square as a place
we can call home once more.
- Linda Welch, President, Society of York Region Artists
Marquee Theatrical Productions is thrilled to have the opportunity to perform in our own
hometown. Now with the new Town Square theatre opening, it will not only allow for us
to perform our many youth productions in a great new space, but it will also allow us to
expand on what we offer and to better serve our community.
- Sheryl Thomas, Executive Director, Marquee Theatrical Productions
York Region Arts Council congratulates the Town of Aurora, the Aurora Cultural Centre
and all the partners involved in making this cultural hub a reality! Aurora is truly
exemplifying the commitment to put ART at the centre of the community.
Page 195 of 241
Page 54 of 54
In a time when creative space is so hard to find, it is so important to have dedicated
space for creativity and expression and for community members and visitors to
experience. As an established art hub, Aurora Town Square will be a place that artists
of all disciplines will want to meet, create, thrive and collaborate in! We can't wait to see
the impact we know this space will create!
- Monica Pain, Director of Programming & Operations, York Region Arts Council
For over 40 years, the Pine Tree Potters’ Guild has put down roots in Aurora, teaching
and growing pottery arts. Our mutually beneficial relationship with the Aurora Cultural
Centre has included sales, exhibitions, demonstrations and the Empty Bowls charity
fundraising event. This successful partnership also included providing a well-received
Kids Clay Camp at the Cultural Centre.
We are so excited about growing our relationship and participating in the many cultural
opportunities that Aurora Town Square will bring to Aurora.
- Pine Tree Potters’ Guild
The Aurora Film Circuit is very excited to have Aurora Town Square in our community.
Town Square will offer the Aurora Film Circuit the opportunity to screen additional films
throughout the year and provide theme-based programming for special events. AFC
Subscribers have been asking for more and Town Square will allow us to deliver!
- Nelia Pacheco, Chair & Programmer, Aurora Film Circuit
Page 196 of 241
Revenue MSB*Hybrid Town Hybrid ACC Hybrid ACC
(Tech/FOH)
Hybrid ACC (ATS
impacts)
Total Hybrid
(Town + ACC)
Municipal Contribution $1,519,645 $720,000 $463,420 $1,183,420
ACC Historical Top Up (not yet approved by Council)$86,149 $86,149
ACC Displacement Costs $95,989 $95,989
Government Grants $77,500 $39,500 $258,156 $297,656
Ticket Sales $434,560 $175,000 $74,000 $249,000
Program $185,485 $14,450 $213,900 $228,350
Sponsorship & Donations $177,740 $405,000 $405,000
Staff Recoveries 135,280 $135,280
Rentals $156,875 $156,875
TOTAL REVENUE $2,630,330 $1,105,825 $1,596,614 $135,280 $0 $2,837,719
Expenditures
Salaries & Benefits $1,537,730 $1,060,000 $937,635 $1,997,635
ACC Additional Staffing costs for ATS $210,673 $121,571 $332,244
Previously approved Production Technician $80,000 $80,000
Efficiencies created by ACC -$91,780 -$91,780
Artistic Fees $434,735 $41,250 $300,556 $341,806
Marketing Expense $88,125 $99,600 $101,000 $200,600
Program $186,840 $69,050 $128,598 $197,648
Sponsorship & Professional Fees $54,750 $2,000 $28,132 $30,132
Office Expenses $122,150 $19,200 $100,693 $119,893
Facility Expenses $206,000 $167,000 $167,000
TOTAL EXPENDITURES $2,630,330 $1,458,100 $1,596,614 $198,893 $121,571 $3,375,178
Net $0 -$352,275 $0 -$63,613 -$121,571 -$537,459
*2018 numbers as presented in the Library Square Business Plan
$235,400
Attachment 3
2024 MSB-Hybrid Budget Comparison
Page 197 of 241
Revenue MSB*Hybrid Town Hybrid ACC Hybrid ACC
(Tech/FOH)
Hybrid ACC (ATS
impacts)
Total Hybrid
(Town + ACC)
Municipal Contribution**$1,519,645 $720,000 $472,688 $1,192,688
ACC Historical Top Up (not yet approved by Council)$87,872 $87,872
Grants $77,500 $30,000 $141,876 $171,876
Ticket Sales $434,560 $264,395 $81,000 $345,395
Program $185,485 $16,000 $219,500 $235,500
Sponsorship & Donations $177,740 $530,000 $530,000
Staff Recoveries $296,010 $296,010
Rentals $296,400 $296,400
TOTAL REVENUE $2,630,330 $1,326,795 $1,532,936 $296,010 $0 $3,155,741
Expenditures
Salaries & Benefits $1,537,730 $1,081,200 $939,526 $2,020,726
ACC Additional Staffing costs for ATS - $328,306 $126,018 $454,324
Previously approved Production Technician $81,600 $81,600
Efficiencies created by ACC -$92,604 -$92,604
Loss of Rental Income for ACC (no longer running program)$25,000 $25,000
Artistic Fees $434,735 $103,750 $267,731 $371,481
Marketing $88,125 $101,600 $81,000 $182,600
Program $186,840 $91,825 $116,300 $208,125
Sponsorship & Professional Fees $54,750 $2,000 $30,195 $32,195
Office Expenses $122,150 $19,400 $98,184 $117,584
Facility Expenses $206,000 $200,000 - $200,000
TOTAL EXPENDITURES $2,630,330 $1,599,775 $1,557,936 $317,302 $126,018 $3,601,031
Net $0 -$272,980 -$25,000 -$21,292 -$126,018 -$445,290
*2018 numbers as presented in the Library Square Business Plan
$235,400
Attachment 3
2025 MSB-Hybrid Budget Comparison
Page 198 of 241
Revenue MSB*Hybrid Town Hybrid ACC Hybrid ACC
(Tech/FOH)
Hybrid ACC (ATS
impacts)
Total Hybrid
(Town + ACC)
Municipal Contribution**$1,519,645 $720,000 $482,142 $1,202,142
ACC Historical Top Up (not yet approved by Council)$89,630 $89,630
Government Grants $77,500 $15,000 $105,000 $120,000
Ticket Sales $434,560 $298,925 $88,500 $387,425
Program $185,485 $19,000 $225,500 $244,500
Sponsorship & Donations $177,740 $605,000 $605,000
Staff Recoveries $315,680 $315,680
Rentals $314,550 $314,550
TOTAL REVENUE $2,630,330 $1,367,475 $1,595,772 $315,680 $0 $3,278,927
Expenditures
Salaries & Benefits $1,537,730 $1,102,830 $978,208 $2,081,038
ACC Additional Staffing costs for ATS $352,622 $138,738 491,360
Previously approved Production Technician $83,232 $83,232
Efficiencies created by ACC -$94,456 -$94,456
Loss of Rental Income for ACC (no longer running program)$15,000 $15,000
Artistic Fees $434,735 $110,500 $273,853 $384,353
Marketing Expense $88,125 $103,630 $81,000 $184,630
Program $186,840 $96,125 $120,684 $216,809
Sponsorship & Professional Fees $54,750 $2,000 $33,355 $35,355
Office Expenses $122,150 $19,650 $108,672 $128,322
Facility Expenses $206,000 $200,000 - $200,000
TOTAL EXPENDITURES $2,630,330 $1,634,735 $1,610,772 $341,398 $138,738 $3,725,643
Net $0 -$267,260 -$15,000 -$25,718 -$138,738 -$446,716
*2018 numbers as presented in the Library Square Business Plan
$235,400
Attachment 3
2026 MSB-Hybrid Budget Comparison
Page 199 of 241
Page 200 of 241
Aurora Town Square2024-2026 Business PlanCMS23-038 Attachment 2Page 201 of 241
Business Plan Context•Culmination of four years of planning, engagement and analysis•Reflects switch from Municipal Services Board GovernanceModel to Hybrid Governance Model•Governance and business planning are iterative processes thatrequire ongoing analysis•An organization’s performance is greatly influenced by the way inwhich its personnel and partners interact•Every governance model possesses advantages and risks thatmust be evaluated and understood in advancePage 202 of 241
Executive Summary Identifies how the new spaces that comprise Town Square will be utilized, for what purpose,and by whomOutlines how Town Square will be managed effectively, including financial considerations.Recognizes potential risks and establishes a mitigation strategy for eachHighlights how the success of Town Square will be measured, evaluated, and reported on overtimePage 203 of 241
Operational Plan and Staffing StructureThe following areas of expertise are required to operate Town Square successfully:•Facility Maintenance•IT Services•Programming•Collections and Exhibitions Management•Customer and Visitor Services•Marketing and Communications•Technical Production Services•Audience ManagementPage 204 of 241
Strategic Marketing and Communications2023-2024 Town Square Marketing and Communications Strategy•Aims to create excitement about the opportunitiesat The Square for residents, community members,and local businesses•Positions the Town as a destination with modernamenities and small-town charm•Long-term supporters of The Square will emergefrom the target audiences, creating a lastingfoundation for successful programs, events, andexperiences•Grand Opening Strategy•Social Media StrategyPage 205 of 241
Community Engagement Initiatives•Drive awareness•Build excitement•On-going crediblecommunicationPartnerships & Collaborations•Amplify reach•Connect resources•Enhance credibilityPage 206 of 241
Marketing and Communications Measurement•Evaluation andbenchmarking to sustain orimprove performance•Measure and evaluate to achieveour objectives, assessimplementation and outcomes•Continuous improvementPage 207 of 241
Financial ProjectionsYear Total Hybrid Revenue(Town + ACC)Total Hybrid Expenditures (Town + ACC)Total Hybrid Model Net Operating Budget (Town + ACC)2024$2,837,719 $3,375,178 -$537,4592025$3,155,741 $3,601,031 -$445,2902026$3,278,927 $3,725,643 -$446,643Page 208 of 241
Risk Analysis•Marketing and Promotion•Market and Demand•Operational Considerations•Technological Considerations•Health and Safety•Reputation and Public Relations•Environmental and Sustainability•Economic and Financial•Parking Supply•Partner RelationsPage 209 of 241
Impact and EvaluationMeasuring Success:•Customer satisfaction with the quality of Town Square programs•Customer satisfaction with the diversity of program offerings•Customer satisfaction with Box Office, Facility Maintenance,Customer Service, Programming, and Heritage Services•Community satisfaction with Museum donation inquiries andresearch requests•# of participants in Town programs at Town Square•Community engagement (volunteering)•Earned Revenue (programs and rentals)Page 210 of 241
Performance Hall Activations, All Users, 2024-2026202420252026Page 211 of 241
Town Performances, 2024-2026202420252026Page 212 of 241
202420252026Town Programs, 2024-2026Page 213 of 241
Town Presenting Revenue 2024-2026202420252026Page 214 of 241
Town Rental Revenue 2024-2026202420252026Page 215 of 241
Follow Along@AuroraTownSquareMonthly Newsletter – Behind the Scenesengageaurora.ca/AuroraTownSquarePage 216 of 241
Thank You Page 217 of 241
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. CMS 2 3 -0 42
Subject: Aurora Cultural Centre Staffing Plan
Prepared by: Phil Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
_
Recommendation
1. That Report No. CMS23-042 be received for information.
Executive Summary
The attached report prepared by the Aurora Cultural Centre Executive Director, Suzanne
Haines, details the ACC’s proposed staffing plan for Aurora Town Square (ATS). It
details the new staffing complement ACC would require if Audience Management
Services and Technical Production Services for all of ATS were to be added to their
existing portfolio as detailed in the Provision of Cultural Services Agreement with the
Town.
Background
On July 11, 2023, Council passed a resolution stating, “that the Aurora Town Square
operating plan be brought before Council prior to budget 2024 deliberations, including
the Aurora Cultural Centre’s (ACC) programming and staffing plan.”
Analysis
See attached Report.
Advisory Committee Review
Not applicable.
Page 218 of 241
September 25, 2023 2 of 3 Report No. CMS23-042
Legal Considerations
None.
Financial Implications
This report summarizes staffing positions, costs related to this proposal will are
outlined in the ATS Business Plan and will be tabled during the upcoming budget for
Council consideration.
Communications Considerations
None.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business
Page 219 of 241
September 25, 2023 3 of 3 Report No. CMS23-042
Alternative(s) to the Recommendation
1. Council can provide further direction.
Conclusions
The attached report prepared by the ACC’s Executive Director summarizes how the
ACC’s staffing model would change if Technical Production Services and Audiences
Services for all of ATS were added to their existing responsibilities.
Attachments
Attachment 1 - Aurora Cultural Centre Staffing Plan Report
Previous Reports
None.
Pre-submission Review
Not applicable.
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 220 of 241
Page 1 of 5
CMS23-042 - Attachment 1
Aurora Cultural Centre at Aurora Town Hall
Introduction
The relationship between the Aurora Cultural Centre (ACC) and the Town of Aurora (Town) will
change in 2024 in response to decisions made by Town Council about how Aurora Town Square
(Town Square) will operate. These changes are contained in the Aurora Town Square business
plan and this document. Discussions regarding use and management of Town Square have been
ongoing since 2019 when the project was initially approved by Council. Throughout the last 4
years, Council also made decisions affecting operations in Town Square.
Town Square is ACC ’s home. As a mission driven, grassroots organization, we regularly poll and
respond to the community to deliver cultural programming. Through a recent community-wide
arts survey, residents identified the appetite and interest to grow cultural programming in
Aurora. Town Square’s success is linked with this community interest, and efficient, professional
operations that drive a strong reputation in the industry to encourage return rental clients.
ACC has built an audience of patrons enjoying performing arts events, visual arts gallery
exhibits, a school for arts learners, and a client base for renting a cultural venue. ACC also has
specific producing acumen within our staff gained through years of experience and training that
will benefit the community participating and renting Town Square.
A New Relationship Between the Aurora Cultural Centre and the Town of Aurora
The optimal operating structure optimizes the professionalism of the customer experience,
effectively produces rental clients’ events, and streamlines operations to find efficiencies and
cost-savings. The Aurora Cultural Centre is excited for the new opportunities available through
the Hybrid Governance model, including the ability to participate in creating exceptional
experiences for clients and audiences at Aurora Town Square.
Town Council determined that Town staff will now be managing areas in Town Square that used
to be managed by ACC, and ACC has been asked to take on additional roles using ACC’s
expertise.
New Town responsibilities include:
Permitting all spaces in Town Square, including Brevik Hall, previously managed by ACC,
Venue management,
Customer Service, including ticket sales for ACC shows and registrations for ACC’s
programs.
ACC built our audience through excellence in all aspects of customer service. This connection
starts with marketing and communications, moves through the box office experience, and
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Page 2 of 5
concludes with in-person activations where the community feels welcome, safe, and valued in a
professional setting. The loss of customer service roles in Town Square removes ACC’s direct
access to our audience by separating the purchase location, process, and conversations.
ACC responsibilities in the new model include:
Technical Production Services for all events in Town Square
Audience Management Services for all events in Town Square
These new areas of responsibility for ACC require staffing to fulfill these roles. ACC has
operational staff in place with the skills to effectively manage these roles for approximately 20
ACC events currently produced offsite. There are efficiencies to move these staff into roles that
manage the larger Town Square facility. Additional staff are required to operate the events
themselves. Further, as the volume of activities increase, there will be a need for additional
administrative support to ensure the efficient reporting, reconciliation, payroll, and accurate
chargebacks to rental clients.
Staffing for ACC ’s New Responsibilities
Audience Development
As previously noted, the new relationship and structure separates ACC from our audience by
requiring the community to use the Town’s website, Town customer service, and software tied
to Town processes to purchase ACC services. This streamlines the resident’s experience as there
is one place to call to get services at Town Square. However, our viability relies on the
relationships we have developed with their audience, so we need to find another way to
connect with our audience to support audience development and growth.
This work includes the ability to gather and process audience information for events and
programs, encourage buying patterns, solicit support and feedback, and encourage participation
in a wide selection of cultural activities. Audience development activities could be achieved
through a Development Associate role.
The Development Associate is a fulltime position which takes ACC ’s data from the Town’s two
software systems that capture audience information to build audience development
opportunities. These activities have many positive outcomes including, encouragement of
greater participation in our programs, opportunities to speak to patrons about their experiences
and solicit feedback for improvement, asking patrons for support for our not-for-profit activities,
and to welcome the patrons back to Town Square at their next event.
Production and Front-of-House
These additional staffing levels are required to build professional production and front of house
departments for Town Square. These roles streamline operational effectiveness to create a safe
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Page 3 of 5
and welcoming environment for residents while providing excellent customer service to clients
with clear communication and accurate billing for rentals in Town Square.
Technical Production Department
The technical production department manages all the backstage needs for an event, including
producing each event in the most efficient process with an experienced and skilled team of
technicians. The department is also responsible for backstage safety for clients, artists, and staff,
including power safety, working at heights, pyrotechnics, audio levels, green room
management, dressing room assignment and management, communication tools etc.
Production Manager/Technical Director (PM/TD)
This fulltime production administrative role is responsible for managing partner and rental
events and managing departmental and equipment needs. They manage production technicians
to facilitate each event. Tasks include:
providing feedback on technical questionnaire for booking agents to assemble quotes
for each event,
advancing the event for the client including:
o discussing the event with the client in advance if required,
o ensuring appropriate production equipment availability to meet the needs of
each event,
o communicating facility equipment needs for each event,
o scheduling technical staff required for each event,
o preparing production reports for each event including dressing room and green
room requirements, and
o arranging logistics for rental/removal of production rentals if needed.
supporting calendar management to manage overtime, cleaning time, catching overlaps
or issues in advance, deploying equipment as needed to reduce conflicts and extra costs,
recruiting, training, managing, and scheduling technicians,
payroll reporting, and
assessing and maintaining technical production equipment needs.
Initially, the PM/TD and approved funding for the fulltime Technical Production Specialist will be
used to cover the technical hours required for events until the volume of activities require s
hiring additional staff.
Technical Production Specialists (technician)
These full and parttime roles facilitate events for clients including setup and tear down of
equipment needed for an event, running technical lighting and audio systems, running
specialized equipment including video, broadcasting, projectors, hazer etc. as needed,
backstage safety meeting, and reporting back to PM/TD on each event. The technician is not in
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Page 4 of 5
contact with the client in advance of the event, they are scheduled to read the production
report for the event, setup and prepare for the event. They are trained to facilitate the needs of
the client, support backstage artists and client personnel, adjust needs to expectations of the
event on the spot with the most efficient processes. This ensures optimal results in load-out and
event success and issues management reporting back to the PM/TD. This role provides key
backstage customer service and health & safety oversight for clients and artists. All technicians
are trained specialists in either lighting or audio and have a working knowledge of other
technical roles. Fulltime staff are most knowledgeable of the equipment, operation of the space,
and will flag and fix maintenance issues as needed throughout the year. Parttime staff are
brought in to mitigate overtime costs and support Town Square when multiple events are
booked across the venues.
Audience Management (Front of House)
The audience management department is primarily responsible for audience safety and
compliance with the emergency, health, and fire safety plans. Duties include staffing events with
trained, competent staff and volunteers who understand their roles and responsibilities,
supporting ticketing, seating, and customer service needs for each event, and delivering
specialized requests of the client to serve their patrons (reception needs, specialized bar
services, hearing-assist, response to health crisis’, latecomers). The department also manages
the volunteer program to build community involvement and effectively support each event.
Audience Services Supervisor
This fulltime administrative role is responsible for managing the volunteer program and front of
house (FOH) needs to make sure all events are safe and welcoming. All performing arts venues
have a specific fire safety plan that designates the number of personnel (staff and volunteers)
required to safely operate the venue. This position ensures that adequate support is available
for the events. They manage staff Front of House Coordinators to facilitate the audience needs
of each event. Tasks include:
providing feedback on front of house questionnaire for booking agents to assemble
quotes for each event,
advancing the event for the client including;
o discussing the event with the client in advance (if required),
o communicating facility equipment needs for each event,
o scheduling a Front of House Coordinator for each event,
o scheduling appropriate number and skill set of volunteers for each event,
o preparing FOH reports for each event including specialized bar and ticking
requests, reception needs, accessibility awareness for wheelchair needs, hearing-
assist requirements (if known), and any other details provided by the client, and
o arranging logistics for rental and removal of FOH rentals if needed.
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Page 5 of 5
responsibility for maintaining audience safety and security by preparing policies and
procedures, training all involved, maintaining fire safety plan requirements,
First Aid, CPR, and AED certification,
recruiting, training, managing, and scheduling Front of House Coordinators,
payroll reporting, and
volunteer program management including recruitment, training, policy management,
personnel management, and scheduling into suitable roles.
Initially the Audience Services Supervisor will run events until the volume requires hiring
parttime Front of House Coordinators.
Front of House Coordinators
These parttime roles facilitate the audience needs for each event to ensure public safety. They
are scheduled a minimum of 2 hours prior to public access to the event to read the prepared
FOH report, organize the lobby and other public venue areas to receive the patrons, and stay for
at least 1 hour after the event concludes and all audience members depart. Work includes
receiving the ticketing information, preparing for accessibility needs, blocking off seating as
requested by the client, cleaning, testing and preparing hearing-assist equipment, setting up
tables/chairs with linens, cleaning (or preparing for cleaning service) linens at the end of the
event, communicating concession/bar specialities to the concession vendor, assigning volunteer
positions, safety instructions to volunteers, retraining or reminders for those who need it on the
night of the event, supporting latecomer access to the event, and releasing the house to the
backstage crew once it is safe to allow the event to start.
Administration
With the new tasks and reporting requirements, compliance and additional payroll needs, the
ACC requires a parttime Finance Assistant to support the operations of Town Square. ACC
payroll is currently managed by me, which will be less possible in this new relationship with a
larger complement of parttime staffing and reconciliations required to Town booking agents.
The Finance Assistant will reconcile reporting on production and front of house requirements
for chargeback to the client, reconcile equipment/tuning/material rental costs to be charged
back to the clients, and facilitate payroll for a larger staff complement. This role would be
implemented first as a parttime role, with a recommendation to increase to fulltime should
volume require.
Page 225 of 241
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. CMS 2 3 -0 34
Subject: Aurora Town Square Grand Opening
Prepared by: Phil Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
_
Recommendation
1. That Report No. CMS23-034 be received for information.
Executive Summary
Aurora Town Square’s Grand Opening will provide weeks of programming for
people of all ages and backgrounds.
Background
Staff have worked with various groups and individuals to plan for Town Square’s Grand
Opening, which is anticipated to take place in Spring 2024.
Analysis
Aurora Town Square’s Grand Opening will provide weeks of programming for people of all
ages and backgrounds.
The Aurora Town Square Grand Opening will build excitement in the community by
offering visitors the opportunity to learn about the building’s design, functionality and
programming opportunities.
Kicking off with a VIP evening of live entertainment provided by the Norman Dance
Company, accompanied by a “taste of the downtown”, attendees will enjoy delicious
food prepared by some of Aurora’s downtown restaurants. This will provide significant
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September 25, 2023 2 of 5 Report No. CMS23-034
cultural entertainment and support local businesses, an important mandate for Town
Square.
Grand Opening festivities will also include a variety of both indoor and outdoor
entertainment and events. All programs planned for the Grand Opening will provide a
window into future experiences at Town Square, such as mini hands-on workshops
offered by the Aurora Cultural Centre, Town staff, and others.
Local community organizations and Cultural Partners, such as Pinetree Potters’ Guild
and Marquee Theatrical Productions will provide a sneak peek of some of the exciting
programming they will be providing at Town Square. Marquee will be putting on an
exciting Pantomime show, which will be the first of many shows they plan to stage at
Town Square. Community members will also have a chance to view and try out pottery
making with the Pine Tree Potters’ Guild and learn more about the important work they
do in the community.
Local musical talent, both beloved and up-and-coming, will grace the Performance Hall
stage with a series of live concerts. This contributes to Town Square’s important
objectives of supporting local talent, artists and businesses. Attendees will get a
glimpse at the new Candlelight Concert Series with a duo of concerts offered by the
Aurora Community Band. The York Chamber Ensemble will also perform a classical
music concert, the first of many to take place at Town Square.
Celebrations will also include an indoor Farmers’ Market, bringing the artisans and local
vendors to the community during the “off season”, demonstrating the programming
potential of Town Square.
Indigenous artists and performers will be a significant piece of the Grand Opening,
ensuring that programming is diverse, inclusive, and reflects all members of the Aurora
community, a crucial goal for Town Square. A new mural painted by an Indigenous artist
will be unveiled in the Museum’s exhibition space. The mural reflects the Museum’s
commitment to broaden its understanding of the historical record by creating space for
different forms of knowledge and storytelling. The objective of the mural is to help
ensure that Indigenous histories, worldviews, and ways of knowing are included in
spaces where the history and ongoing narrative of Aurora is being presented. Visitors
will also have a chance to explore the new Museum collection storage area and learn
about how this new climate-controlled space will ensure the long term vitality of
Aurora’s material culture.
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September 25, 2023 3 of 5 Report No. CMS23-034
Programming will include a multitude of additional experiences, such as film screenings
and talks hosted by the Aurora Film Circuit, poetry and spoken word events presented
by local youth, as well as literary and experiential programming by Aurora Public Library.
As a key partner in Town Square, the Aurora Cultural Centre (ACC) will provide exciting
visual and performing arts experiences throughout the Grand Opening. For example, in
preparation for the Grand Opening, Town staff are working with ACC and Oddside Arts
(formerly Black Speculative Arts Movement) to create a series of interactive banners to
be displayed throughout Town Square. The banners will feature an augmented reality
component to engage viewers. To design the panels, a select group of local high school
art students will collaborate with Oddside Arts and the ACC’s Gallery Manager during a
virtual workshop held in late Fall 2023. The project will be a valuable learning experience
for participating students, growing the capacity of our local arts community.
Staff will continue to explore additional opportunities for the Grand Opening and work
with as many community groups and individuals as possible to ensure broad
participation throughout Aurora and York Region.
To ensure that the community can participate in as many Grand Opening activities as
possible, and instill excitement for continued participation, all Grand Opening events
and programs will be offered at low or no cost.
Advisory Committee Review
None.
Legal Considerations
None.
Financial Implications
The budget for the Town Square Grand Opening is estimated to be approximately
$100,000. It is recommended that this cost be fully funded from past ATS operating
budget savings that have been collected within the tax rate stabilization reserve. This
event’s cost and its offsetting tax rate stabilization reserve funding source will be
included in the Town’s proposed 2024 operating budget for Council’s review and
approval.
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September 25, 2023 4 of 5 Report No. CMS23-034
Communications Considerations
The 2023-2024 Town Square Marketing and Communications Strategy is the foundation
upon which all current and future marketing efforts will be built. It leverages Town
Square branding that was implemented in 2021, ensures alignment across Town of
Aurora and Town Square communications, and creates long-lasting recognition
amongst all target audiences.
A Grand Opening Communication Strategy will be created as part of the Town Square
Marketing and Communications Strategy. The Grand Opening Strategy will highlight this
pivotal time in Aurora’s history through a blend of traditional and digital mediums,
ensuring widespread visibility and engagement across target audiences. The Grand
Opening Strategy aims to not only set the tone for the opening of Town Square, but how
the community will feel about it for years to come.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business
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September 25, 2023 5 of 5 Report No. CMS23-034
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
Slated for Spring 2024, Aurora Town Square’s Grand Opening celebrations will
showcase local and regional talent, feature Town partners and Aurora-based cultural
groups, provide visitors with a chance to explore the new spaces, try out various
programs, and foster the love of arts, culture and heritage in an accessible and inclusive
manner.
Attachments
Aurora Town Square – Grand Opening Presentation
Previous Reports
No previous reports.
Pre-submission Review
Agenda Management Team review on August 31, 2023
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 230 of 241
Aurora Town SquareGrand OpeningCMS23-034Attachment 1Page 231 of 241
Grand Opening Spotlight SeriesCreating connections through shared cultural experiences:Highlighting the expansive and specialized functionality of Town SquareFulsome and diverse community eventsProviding a platform to showcase local and regional talentProviding opportunities for local businesses and organizationsCMS23-034Attachment 1Page 232 of 241
Spotlight SeriesTown Square Grand Opening will take place over 4 weeks to boldly showcase:Local and Regional talentDemonstrate authentic, big GTA cultural experiences hereSupport Aurora as a destination to escape the city speed and be immersed in cultureExperiences will be curated for all demographics, including multi-generational specific programmingThis Grand Opening Spotlight Series will provide the audience with a sampling of the exquisite cultural programming that is possible within this cultural hub, delivered by the Town, Residency Partners and Community PartnersCMS23-034Attachment 1Page 233 of 241
Spotlighting:Tours combined with a Taste of AuroraPerformancesArt infused experiencesSpotlighting the Arts:Concert PerformersTheatrical ShowsSpectator and Participatory ExperiencesBuskersCMS23-034Attachment 1Page 234 of 241
Join the celebrationCMS23-034Attachment 1Page 235 of 241
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Council Report
No. CMS 2 3 -0 39
Subject: Aurora Public Library – Memorandum of Understanding
Prepared by: Phil Rose, Manager of Cultural Services
Department: Community Services
Date: September 25, 2023
_
Recommendation
1. That Report No. CMS23-039 be received for information.
Executive Summary
This report provides a summary of a Memorandum of Understanding between Aurora
Public Library and the Town of Aurora (the Town) that is intended to establish a
partnership regarding meeting and program space located at 15145 Yonge Street.
The Memorandum of Understanding covers a total of six spaces and establishes
the responsibilities of both parties regarding their day-to-day oversight and
usage.
Background
In a June 2021 General Committee report, staff committed to reporting back with a
status update regarding a service level agreement with the Aurora Public Library (APL).
Since 2021, staff have worked with the Aurora Public Library CEO to develop a
Memorandum of Understanding (MOU) that fosters a positive working relationship
between APL and the Town and ensures the dynamic use of space for the community’s
benefit.
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September 25, 2023 2 of 5 Report No. CMS23-039
Analysis
The Memorandum of Understanding covers a total of six spaces and establishes the
responsibilities of both parties regarding their day-to-day oversight and usage.
In particular, the MOU covers the following spaces (collectively, the “Spaces”):
(a) Magna Room (MR);
(b) Lebovic Room (LR);
(c) Program Room One (PR1 West);
(d) Program Room Two (PR2 East);
(e) Town Square Boardroom (TSB); and
(f) Reading Garden (RG).
The APL will be responsible for the management of the MOU, and for conducting regular
reviews of its terms with Town staff to ensure that the needs of both parties are being
met.
The MOU proposes the following space usage:
APL will have exclusive use of the Magna Room during these times:
o Monday, Tuesday, Wednesday, Thursday – 9:30 am to 9:00 pm
o Friday – 9:30 am to 6:00 pm
o Saturday – 9:30 am to 5:00 pm
o Sunday – 9:30 am to 5:00 pm
o Holidays – as needed for holiday programming
APL will also be granted use of the Town Square Board Room every Wednesday from 5
pm to 9 pm to conduct Library business and host Board meetings.
Setup of the spaces, including supporting equipment, shall be the responsibility of the
Town’s Facilities Division, under the direction of the Manager of Facilities.
APL shall provide best effort to inform the Town of program names, and set -up
requirements a minimum of four (4) weeks prior to the program. For any additional
room usage, APL shall inform the Town of all requests and other required information in
accordance with the Aurora Town Square Space Usage and Permitting Policy, which
grants APL priority access to:
o Lebovic Room;
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September 25, 2023 3 of 5 Report No. CMS23-039
o Program Room One;
o Program Room Two;
o Town Square Boardroom; and
o Reading Garden.
The Town shall respond to a room booking request from APL within three (3) regular
workdays. In the event of a last-minute booking, the Town would make every effort to
accommodate APL if the room requested is not already reserved.
The Town shall provide best efforts to inform APL with a minimum four (4) weeks’
notice if it requires use of any of the Spaces identified in the MOU for large events such
as conferences and corporate events.
Once executed, the MOU would be in effect for a three year period.
Advisory Committee Review
Not applicable.
Legal Considerations
The MOU has been reviewed, revised and approved by Legal Services. The Director of
Community Services has delegated authority to sign the MOU on behalf of the Town.
Financial Implications
There are no direct financial implications as a result of this report.
Communications Considerations
There are no communication considerations as a result of this report.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
Aurora Town Square supports the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
Page 238 of 241
September 25, 2023 4 of 5 Report No. CMS23-039
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Encourage an active and healthy lifestyle
Strengthening the fabric of our community
Enabling a diverse, creative, and resilient economy in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Promoting economic opportunities that facilitate the growth of Aurora as a
desirable place to do business
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
This report summarizes a MOU between Aurora Public Library and the Town regarding
how several programming spaces will be managed and used to deliver high-quality and
in-demand programs and services to the community.
Attachments
None
Previous Reports
CMS21-022, Library Square Governance Update, June 15, 2021
Pre-submission Review
Agenda Management Team review on August 31, 2023
Approvals
Approved by Robin McDougall, Director, Community Services
Page 239 of 241
September 25, 2023 5 of 5 Report No. CMS23-039
Approved by Doug Nadorozny, Chief Administrative Officer
Page 240 of 241
The Corporation of The Town of Aurora By-law Number XXXX-23 Being a By-law to confirm actions by Council resulting from a Special Meeting of Council on September 25, 2023. The Council of the Corporation of The Town of Aurora hereby enacts as follows:
1. That the actions by Council at its Special Meeting of Council held on September
25, 2023, in respect of each motion, resolution and other action passed and taken
by the Council at the said meeting is hereby adopted, ratified and confirmed.
2. That the Mayor and the proper officers of the Town are hereby authorized and
directed to do all things necessary to give effect to the said action or to obtain
approvals where required and to execute all documents as may be necessary in
that behalf and the Clerk is hereby authorized and directed to affix the corporate
seal to all such documents.
Enacted by Town of Aurora Council this 25th day of September, 2023.
Tom Mrakas, Mayor
Michael de Rond, Town Clerk
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