Agenda - General Committee - 20040203n'�
TOWN IF AURORA
ERAL CO
AGENDA
NO, 0&03
ITTEE
TUESDAY, FEBRUARY 3, 2004
7:00 P.M.
COUNCIL CNAMBERS
AURORA TOWN NALL
PUBLIC RELEASE
30/01 /04
TOWN OF AURORA
GENERAL COMMITTEE MEETING
AGENDA
NO. 04-03
Tuesday, February 3, 2004
Councillor Kean in the Chair.
I DECLARATIONS OF PECUNIARY INTEREST
Il APPROVAL OFAGENDA
RECOMMENDED:
THAT the content of the Agenda as circulated by the Corporate Services
Department be approved as presented.
I// DETERMINATION OF ITEMS REQUIRING SEPARATE DISCUSSION
IV ADOPTION OF ITEMS NOT REQUIRING SEPARATE DISCUSSION
V DELEGATIONS
Mr. Charles Sequeira
Re: Proposed Seniors Centre
(pg. 1)
Mr. Reg Chappell, President, Aurora Swim Club (pg. 2)
Re: Proposed Recreation Complex
General Committee Meeting No. 04-03 Page 2 of 7
Tuesday, February3, 2004
VI CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION
V/l OTHER BUSINESS, COUNCILLORS
Vlll ADJOURNMENT
General Committee Meeting No. 04-03 Page 3 of 7
Tuesday, February 3, 2004
AGENDA ITEMS
Presentation by Mr. Norm Grey -Noble, Project Manager
Re: Proposed Seniors Centre
1. LS04-004 - New Seniors Centre - Space Program Finalization/ (pg. 3)
Budget Update
RECOMMENDED:
1. Presentation of the Project Manager
THAT, the presentation by the Project Manager outlining the
revisions to the Schematic Building Design and the cost analysis be
received; and
2. Overall Facility Components
THAT, as previously endorsed by Council, that the facility contain a
dedicated space for seniors and a permitted space for the
community within a 14,000 square foot structure; and
3. Determination of Options
THAT, with respect to the overall area of the facility, the Committee
determine:
i) whether the Schematic Design is to contain a workshop area
of approximately 700 additional square feet; and
ii) whether the facility is to include the functionality necessary
to operate as an Emergency Operations Centre plus
Emergency Evacuation Centre to serve the Town; and
4. Undertaking of Design Phase
THAT, based on the determinations made with respect to
Recommendation #2 above, and the option in Recommendation #3
above, the Project Manager be authorized to complete the
Schematic Design Phase, finalize the space program; update the
preliminary building budget accordingly and proceed with the
recommendation to recruit a Project Architect to undertake final
design; and
5. Financial Implications
THAT, Council provide general direction as to the overall approach
they wish to take with respect to the fundraising component for the
project in order that this aspect can be incorporated into the
detailed funding analysis to be undertaken and the potential
partners with the Centre's operation; and
General Committee Meeting No. 04-03
Tuesday, February 3, 2004
Page 4 of 7
6. Confirmation of Conditional Consent to Proceed with Design Phase
THAT, the Committee confirm that the authorization as set out
above to proceed with the design stage of the facility as approved
in the 2003 capital budget is not consent to proceed with
construction and that the construction stage of the facility continues
to be subject to the approval of the 2004 capital budget; Council's
satisfaction with the additional budget information to be provided by
the Architect through the design stage and financing information
from operating and capital perspectives.
Presentation by Mr. Gary Stanhope, Project Manager
Re: Proposed Recreation Complex
LS04-003 - New Recreation Centre - Space Program Finalization/ (pg. 25)
Budget Update
RECOMMENDED:
Presentation of the Project Manager
THAT, the presentation by the Project Manager outlining the
revisions to the Schematic Building Design and the cost analysis by
building component be received; and
2. Overall Facility Components
THAT, as previously endorsed by Council, the Committee confirm
the facility is to continue to contain the following major elements:
i) An aquatic facility based initially on a 25 metre 6 lane pool;
ii) A double pad ice surface and related spectator seating;
iii) A double gymnasium and related space for programming
youth activities;
iv) Community space including a canteen;
v) Pre-school area;
vi) Office space; and
3. Determinations with Respect to Specific Components Options
THAT, with respect to Aquatics, the Committee determine whether
the Schematic Design is to contain:
a) a whirlpool adding approximately 990 square feet of building
area adding $180,000 to the estimated capital cost and
$15,000 to the annual operating cost;
General Committee Meeting No. 04-03
Tuesday, February 3, 2004
Page 5 of 7
b) a learning pool, adding approximately 2,000 square feet of
building area adding $565,000 to the estimated capital cost
and $28,500 to the annual operating cost;
c) a moveable floor in the lap pool adding approximately
$325,000 to the estimated capital cost;
d) a six lane main tank configuration with additional depth at
the shallow end adding approximately $150,000 to the
estimated capital cost and $17,500 in annual operating cost;
e) an eight lane main tank configuration adding approximately
$587,000 to the estimated capital cost and $59,200 in
annual operating cost;
f) an eight lane main tank configuration with additional depth
adding approximately $637,000 to the estimated capital cost`
and $100,000 to the annual operating cost.
THAT, with respect to Ice Rinks, the Committee determine whether
the Schematic Design is to include an additional ice surface adding
approximately $4,000,000 to the estimated capital cost.
THAT, with respect to the Community Space, the Committee
determine whether the Schematic Design is to contain:
a) an expansion of the double gym to include an additional half
court having about 3,000 square feet of additional area,
adding approximately $375,000 to the capital cost and
$28,500 in annual operating costs;
b) an expansion of the double gym to include a stage having
about 2,000 square feet of additional area, adding
approximately $350,000 to the capital cost and $18,800 in
annual operating costs.
THAT, with respect to Common Areas, the Committee determine
whether the Schematic Design is to contain:
a) an elevator adding approximately $95,000 in capital cost;
b) commercial lease space adding approximately $350,000 in
capital cost.
4. Undertaking of Design Phase
THAT, based on the determinations made with respect to the major
elements of the building program set out in Recommendation #2
above, and any of the selected optional components set out in
Recommendation #3 above, the Project Manager be authorized to
complete the Schematic Design Phase, finalize the space program;
update the preliminary building budget accordingly and proceed
with the process to recruit a Project Architect to undertake final
design.
General Committee Meeting No. 04-03 Page 6 of 7
Tuesday, February 3, 2004
5. Financial Implications, Analysis/Budget Update
THAT, Hemson and Associates be immediately retained, in
conjunction with their ongoing review of the Town's Development
Charge By-law, to update the financial modelling previously
undertaken by staff to:
a) assess the current and future tax rate impact of the
proposed facility in accordance with adjustments made to
the building program by the Committee and the budget
information available at this time;
b) review in detail the cost allocation between the growth and
non growth components of the budget to maximize the
portions of the facility to be financed by growth;
c) make recommendations as to financing strategies to move
forward with the project as part of the finalization of the 2004
capital budget process;
THAT, the Project Manager concurrently undertake a public
process to solicit requests for expressions of interest from the
private sector to partner with the Town in the construction of the
facility and report back as to the viability of any of the potential
arrangements identified through the process;
THAT, Council provide general direction as to the overall approach
they wish to take with respect to the fundraising component for the
project in order that this aspect can be incorporated into the
detailed funding analysis to be undertaken.
6. Confirmation of Conditional Consent to Proceed with Design Phase
THAT, the Committee confirm that the authorizations as set out
above to proceed with the design stage of the facility as approved
in the amended 2003 capital budget is not consent to proceed with
construction and that the construction stage of the facility continues
to be subject to the approval of the 2004 capital budget; Council's
satisfaction with the additional budget information"to be provided by
the Architect through the design stage; financing information to be
provided by the Consultant from operating and capital perspectives
and results of the analysis of the solicitation of potential private
sector partners.
General Committee Meeting No. 04-03
Tuesday, February 3, 2004
Page 7 of 7
3. CS04-001 - Council and Committee Structure (pg. 60)
(Item deferred from January 27, 2004 Council Meeting)
RECOMMENDED:
THAT Council provide direction on the most appropriate
governance structure to be implemented; and
FURTHER THAT Council provide direction on the desired
Advisory Committees that are to be established for the
forthcoming term of Council.
4. Memorandum from Paul Dillman, Acting Treasurer/Tax Collector (pg. 75)
Revised 2004 Operating and Capital Budget Timetable
RECOMMENDED:
THAT the Committee provide direction on this matter.
Downey, Al
From: Glyn Jones _
Sent: January 30, 2004 11:51 AM
To: Downev. Al
Cc:
Subject: Feb 3rd Council Mtg
Al,
This is to confirm that the Senior's will be presenting at the Feb 3rd
Council mtg. Charles Sequeir will be the presenter and he will talk for 5
minutes highlighting the key points of the written submission which I will
be forwarding to you by E mail, later in the day. You will then forward it
to
each council member along with the reports from GNA and Town Staff so that
they a have a total package to review prior to the mtg.
Regards,
Glyn
Kim, You might want to post our submission in the Senior's Centre. I'm
goiing to aim to have it finished by 3pm latest.
Protect your PC - get McAfee.com VirusScan Online
http://clinic.mcafee.com/clinic/ibuy/campaign.asp?cid=3963
000001
Downey, Al
From: Reg Chappell.
Sent: January 30, 2004 11:08 AM
To: Downey, Al
Subject: Deligation Town of Aurora Council Meeting
Alan
Could I be placed as a delegate to the Feb. 3, 2004, Town Council Meeting,
Thank you
Reg Chappell
President
Aurora Swim Club
SUBJECT:
FROM
DATE:
'TOWN OF AURORA
GENERAL COMMITTEE REPORT
FAGENDA ITE=#)
No. LSO4-004
New Seniors Centre — Space Program Finalization/Budget Update
Allan D. Downey, Director of Leisure Services
February 3, 2004
RECOMMENDATIONS
1. Presentation of the Proiect Manager
THAT, the Presentation by the Project Manager outlining the revisions to the Schematic
Building Design and the cost analysis be received; and
2. Overall Facility Components
THAT, as previously endorsed by Council, that the facility contain a dedicated space for
seniors and a permitted space for the community within a 14,000 footz structure; and
3. Determination of Options
THAT, with respect to the overall area of the facility that the Committee determine:
i) whether the Schematic Design is to contain a workshop area of approximately 700
additional square feet; and
ii) whether the facility is to include the functionality necessary to operate as an EOC
plus Emergency Evacuation Centre to serve the Town; and
4. Undertaking of Design Phase
THAT, based on the determinations made with respect to Recommendation #2 above,
and the option in Recommendation #3 above, the Project Manager be authorized to
complete the Schematic Design Phase, finalize the space program; update the
preliminary building budget accordingly and proceed with the recommendation to recruit
a Project Architect to undertake final design; and
5. Financial Implications
THAT, Council provide general direction as to the overall approach they wish to take
with respect to the fundraising component for the project in order that this aspect can
be incorporated into the detailed funding analysis to be undertaken and the potential
partners with the Centre's operation; and
6. Confirmation of Conditional Consent to Proceed with Design Phase
THAT, the Committee confirm that the authorization as set out above to proceed with
the design stage of the facility as approved in the 2003 capital budget is not consent to
proceed with construction and that the construction stage of the facility continues to be
subject to the approval of the 2004 capital budget; Council's satisfaction with the
additional budget information to be provided by the Architect through the design stage
and financing information from operating and capital perspectives.
./2
000003
February 3, 2004 - 2 - Report No. LSO4-004
BACKGROUND
The Schematic Design for the proposed new seniors centre was last considered by Council
on October 28, 2003. The following extract sets out the result of the deliberations taking
place at that time:
THAT Council receive the report of the Project Manager, Grey -Noble Associates Inc. and
endorse the Schematic Building Design for a new Seniors Centre estimated at 14,000
square feet; and
THAT Staff and Project Manager continue to refine the Schematic Design with the input of
the Seniors Steering Committee; and
THAT Council direct staff to authorize the Project Manager to proceed with the preparation
of an RFP and short-list for Architectural Services for the preparation of final Design and
Tender documents; and
THAT Council endorse the strategy to host a Public Information Night to update the
community on the status of the project and to explore other community and/or joint use.
opportunities regarding the future operation of the Seniors Centre; and
THAT Council receive the Draft Project Timetable for the construction of the facilitysubject
to the approval of the 2004 Capital Budget.
The main motion was ADOPTED
As a result, the process to select an Architect was commenced. A report recommending a
short list of firms responding to the Request for Proposal was approved by Council on
December 16, 2003. Interviews are completed and a recommendation regarding award is
pending.
As well, a Seniors Open House was held on November 27, 2003, followed by a community
input meeting that evening. The comments arising from the session with the seniors and
the public were assimilated into the revision made to the Schematic Building Design.
The Project Manager has also met with representatives of CHATS to discuss the possibility
of partnership in the facility design to accommodate their operation and share common
areas.
The Building Committee has met with the Fire Chief to discuss the need and requirements
for an Emergency Operations Centre and its compatibility with the facility design. The
Town is required to maintain an Emergency Operations Centre. Staff have recommended
this proposed location due to its proximity to Town Hall and the associated support areas
associated with the Seniors Centre.
If this location is not selected, the Fire Chief recommends that an Emergency Operations
Centre be considered in the design of the new Fire Hall slated for construction in 2005.
000004 ..../3
February 3, 2004 - 3 - Report No. LSO4-004
COMMENTS
With the approval of the Culture and Recreation Master Plan on September 23, 2003 by
Council a service level was identified to service the needs of our seniors population.
Council identified the construction of a senior's facility as a priority item.
The facility proposed is approximately 14,000 ft2 which ultimately satisfies this approved
service level. The present centre is approximately.4,000 Wand the proposed new centre
provides excess capacity enabling growth of the senior's membership and an expansion of
their present programming.
The proposed facility recognizes this excess capacity and has identified two (2)
components of the centre as dedicated space for the seniors and permitted space for the
community, however priority for this space will be given to the seniors. It is anticipated, that
as the seniors membership grows and their programming needs increase that they will
expand their dedicated space in the facility, occupying the entire facility at ultimate
population growth.
During the development of the detailed Schematic Design a number of meetings were held
with specific seniors user groups, the public at large and potential partners.
The list of potential partners for the centre included an emergency operations centre,
computer training, CHATS day program, the Arboretum and the Bridge Club.
The Project Manager presented these potential partners to the Seniors Centre Steering
Committee for their comment. Their comments are attached as Appendix "A". Council is
requested to determine which partnerships staff should incorporate into the final design set
out in Recommendation #3.
OPTIONS
The Schematic Design has indicated that a workshop is attached to the 14,000 ft2 facility
as an option. It has a proposed area of 700 ft2 and has been requested by the Seniors
Steering Committee as an optional programming opportunity.
The workshop represents an additional capital cost of $100,000 and may be partnered with
the Town to house our in-house carpenter.
The Seniors Building Committee has requested that if Council does not recommend an
increase floor area to accommodate the workshop that, they be given an opportunity to
review the program space allocation to perhaps incorporate a workshop within the 14,000
ft2 footprint.
The Steering Committee requested that Fire Chief Molyneaux attend our December 12,
2003 meeting to discuss issues related to an Emergency Operations Centre. The
Schematic Design was presented to the Chief to assist him in evaluating the compatibility
of providing the infrastructure necessary to provide an Emergency Operations and
Evacuation Centre for the Town.
000005 ....,4
February 3, 2004 - 4 - Report No. LSO4-004
The large multipurpose room and associated adjacent activity rooms as well as access to
kitchen and washroom facilities and proximity to Town Hall were able to satisfy their needs
for the EOC. Staff have attached a letter from the Fire Chief indicating his agreement with
this location (see attached Appendix "B").
Council may also wish to consider the inclusion of CHATS (Community Home Assistance
to Seniors) as a potential partner during the design and construction of the Seniors Centre.
Although the operations of CHATS and the proposed programming of the Seniors Centre
are not ideally compatible due to similar space requirement at similar times, CHATS feels
that an integration opportunity exists and would be unique to Aurora and a model for other
Centres.
CHATS specific requirements are in excess of 5,000 feet' and would require an increased
footprint to 19,000 feet' to accommodate their needs. They have expressed a desire to
explore a long-term partnership opportunity with the Town on a cost neutral basis.
CONCLUSIONS
The Schematic Design for the new seniors centre has evolved from the establishment of
priority service areas by Council to the point where a project manager has been engaged, a
series of consultations with the public and user groups has been conducted, an architect
recruitment commenced and schematic building design has been refined.
Decisions to finalize the centre's program and the establishment of the resultant
construction budget are now necessary if the desire to commence construction this year is
to be achieved.
FINANCIAL IMPLICATIONS
Staff have attached the 2004 Capital/Operating budget sheet. The operating estimates for
2005 anticipate a June 1't opening date with full operation in 2006.
LINK TO STRATEGIC PLAN
Goal "A" speaks to maintaining a well -managed and fiscally responsible municipality.
ATTACHMENTS
1. Appendix "A", Letter from Glyn Jones, Aurora Steering Committee, January 8, 2004.
2. 2004 Operating/Capital Budget Sheet.
3. Appendix "B", Letter from Central York Fire Services, Fire Chief Molyneaux.
4. Presentation by Project Manager.
....15
000006
February 3, 2004 - 5 - Report No. LSO4-004
PRE -SUBMISSION REVIEW
Management Team Meeting, Wednesday, January 28, 2004.
Prepared by. Allan Downey, Director of Leisure Services, Extension 4752
AL ANC D. DOWNEY
Director of Leisure Services
000007
Aurora Senior's Centre Steering Committee (New Facility)
Response to Potential Partner Proposals
Emergency Operation Centre (EOC)
• The requirements of a back-up EOC for the Town of Aurora, as we understand
them, could be readily accommodated within the current conceptual floor plan for
the new Senior's Centre with minimal cost impact, other than for the provision of
an emergency generator and associated enclosure.
• We would expect the incremental extra costs involved in providing appropriate,
secure, computer systems and hardware, additional dedicated phone system, back-
up and emergency power (including emergency generator) to be funded out of a
separate source of funds other than the Senior's Centre budget.
• A one day, yearly, functional test of the EOC equipment could, on the face of it,
be readily scheduled into the ongoing operation of the Seniors Centre.
Computer training for Town staff
• Having training sessions for town staff in the Senior's Centre computer room
appears to be eminently feasible.
• Ultimately we would need to know the frequency and duration of such sessions so
as to ensure that there are no undue conflicts or restrictions on the use of the
computer room by the seniors themselves.
• The need for any additional computer hardware or software and the security of
same would need to addressed should this initiative proceed.
CHATS day program
• The 5,720 sq.ft. of dedicated space and facilities required by the Chats program
clearly cannot reasonably be accommodated within the current plans and budget
for the new Senior's Centre.
• A number of our members have expressed concerns about the compatibility of the
Chats program with the mandate and programs of the Senior's Centre.
• The Town may want to consider the existing Senior's Centre (Old Fire Hall) as an
appropriate location for the Chats program.
Arboretum
The following requirements of the Arboretum group can seemingly be
accommodated within the new Senior's centre.
• An easily accessible display area for their Project and to honour their patrons
and donors.
• Access to one of the offices for ongoing administrative activities and the
allocation of space for a dedicated storage cabinet for records.
• Use of a meeting room for monthly directors meetings and annual membership
meetings.
• Use of a meeting room for educational purposes and conducting tours. We
would, however, need to better understand the frequency of such use of meeting
000008
rooms so as to be assured that the Arboretum's use of the facility does not
conflict with use of the Centre by the Senior's themselves.
• Consideration should be given to the Arboretum group making a contribution to
the ongoing operational costs of the new Centre if they make use of it's
facilities.
• It may be possible to provide a storage area for their maintenance equipment if a
basement is incorporated into the new Centre. Regardless, any such provision of
a dedicated storage area for equipment would require separate funding.
Bridge Club
It is our understanding that the bridge club is not interested in any formal
partnership arrangement at this time but would be interested in being a regular user of the
games rooms and facilities in the new Centre. The club may want to revisit this issue
once it's recent change in leadership is established.
Prepared by Glyn Jones on behalf of Aurora Senior's
Centre Steering Committee
January 8th, 2004
- HI IAUNIVltNI -L
TOWN OF AURORA
Department Priority: #
2004 CAPITAL BUDGET
LSAC Priority: 4
ANALYSIS BY PROJECT
DEPARTMENT: Leisure Services Department ACCOUNT NO.
PROJECT: New Seniors Centre (John West Way)
PURPOSE: To construct a new Seniors Centre (approximately 14,000 square feet) with
associated parking and access.
PERFORMANCE/ACTIVITY MEASURES
INCREASE (DECREASE
Construction of the facility will achieve desired service level standards
approved by Leisure Services
Advisory Committee as part of the Culture and Recreation Master Plan update.
EFFECT ON FUTURE OPERATING BUDGETS 2004
2005
2006
INCREASE (DECREASE)
PROGRAMS - (Operating Expenses Net Cast) $ 0
$ 26,730
$ 43,350
SALARIES - (Operations) $ 0
$ 28,814
$ 61,232
OTHER COSTS - (Operations) $ 0
$ 9,900
$ 24,200
REVENUES
$( 3.000)
$10 000
TOTAL $_0
PROJECT COST/FINANCING
TOTAL PROJECT COST
FINANCING:
CURRENT LEVY $ 0
$ 0
$ 0
GRANTS $ 0
$ 0
$ 0
RESERVE FUND - DCA Reserve Fund $1,300,000
$ 0
$ 0
OTHER - Municipal Capital $ 800,000
$ 0
$ 0
- Culture & Recreation Master Plan $ 450,000
$ 0
$ 0
- Donations —Grants $ 250,000
$ 0
$ 0
TOTAL FINANCING 2 0
$ 0
EXPLANATIONSMIGHLIGHTS:
■ Estimated Construction Costs $2,100,000 (Dennis Tanaka)
■ Soils Contingency, Servicing, Grading $400,000
■ Furniture $100,000
■ Architect Fees $200,000 000010
Central York Fire Services
Office of the Fire Chief
984 Gorham Street, Newmarket, Ontario BY 1L8
Emergency 9.1-1 Administration 905 895 9222 Fax 905 895 1900
January 29, 2004
Mr. AI Downey
Director of Leisure Services
Town of Aurora
100 John West Way
Aurora, Ontario
Al -
Dear Mr`Downey:
Thank you for opportunity to attend the project meeting on the new senior's
centre on December 12, 2003. It gave me the chance to view the concept plan
and to make comments on the emergency planning component of the building:
After viewing the plan, I am confident that the area designated for use as the
Emergency Operation Centre will meet the requirements of the Emergency Plans
Act, which states that every municipality shall have an Emergency OperationS
Centre..
Other areas of the building will be suitable as a reception centre for persons
displaced because of an emergency. There is flexibility in the use of this building
as rooms can be set up to meet the particular requirements of the emergency at
hand.
Work will need to continue on the planning of backup power generationand
telephone technology to ensure sustainability, and I would be happy to work with
your team in this regard.
I look forward to the construction of this facility and I am confident that it will be a
functional facility in the event of the activation of our new Emergency Plan.
incerely,
Jo olyneaux
RFire i f
Emerg Plans/AuroraE00001 WM
PROUDLY PROTECTING THE COMMUNITIES OF AURORA AND NEWMARKET
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TOWN OF AURORA AGENDA ITEM # .A
GENERAL COMMITTEE REPORT No. LSO4-003
SUBJECT: New Recreation Centre — Space Program Finalization/Budget
Update
FROM: Allan D. Downey, Director of. Leisure Services
DATE: February 3, 2004
RECOMMENDATIONS
1. Presentation of the Project Manager
THAT, the Presentation by the Project Manager outlining the revisions to the Schematic
Building Design and the cost analysis by building component be received; and
2. Overall Facility Components
THAT, as previously endorsed by Council, the Committee confirm the facility is to
continue to contain the following major elements:
i) An aquatic facility based initially on a 25 metre 6 lane pool;
ii) A double pad ice surface and related spectator seating;
iii) A double gymnasium and related space for programming youth activities;
iv) Community space including a canteen;
v) Pre-school area;
vi) Office space; and
3. Determinations with Respect to Specific Components Options
THAT, with respect to Aquatics, the Committee determine whether the Schematic
Design is to contain:
a) a whirlpool adding approximately 990 square feet of building area adding $180,000
to the estimated capital cost. and $15,000 to the annual operating cost;
b) a learning pool, adding approximately 2,000 square feet of building area adding
$565,000 to the estimated capital cost and $28,500 to the annual operating cost;
c) a moveable floor in the lap pool adding approximately $325,000 to the estimated
capital cost;
d) a six lane main tank configuration with additional depth at the shallow end adding
approximately $150,000 to the estimated capital cost and $17,500 in annual
operating cost;
e) an eight lane main tank configuration adding approximately $587,000 to the
estimated capital cost and $59,200 in annual operating cost;
f) an eight lane main tank configuration with additional depth adding approximately
$637,000 to the estimated capital cost and $100,000 to the annual operating cost.
000045 i2
February 3, 2004 .2. Report No. LSO4-003
THAT, with respect to Ice Rinks, the Committee determine whether the Schematic
Design is to include an additional ice surface adding approximately $4,000,000 to the
estimated capital cost.
THAT, with respect to the Community Space, the Committee determine whether the
Schematic Design is to contain:
a) an expansion of the double gym to include an additional half court having about
3,000 square feet of additional area, adding approximately $375,000 to the capital
cost and $28,500 in annual operating costs;
b) an expansion of the double gym to include a stage having about 2,000 square feet
of additional area, adding approximately $350,000 to the capital cost and $18,800 in
annual operating costs.
THAT, with respect to Common Areas, the Committee determine whether the
Schematic Design is to contain:
a) an elevator adding approximately $95,000 in capital cost;
b) commercial lease space adding approximately $350,000 in capital cost.
4. Undertaking of Design Phase
THAT, based on the determinations made with respect to the major elements of the
building program set out in Recommendation #2 above, and any of the selected
optional components set out in Recommendation #3 above, the Project Manager be
authorized to complete the Schematic Design Phase, finalize the space program;
update the preliminary building budget accordingly and proceed with the process to
recruit a Project Architect to undertake final design.
5. Financial Implications, Analysis/Budget Update
THAT, Hemson and Associates be immediately retained, in conjunction with their
ongoing review of the Town's Development Charge By-law, to update the financial
modelling previously undertaken by staff to:
a) assess the current and future tax rate impact of the proposed facility in accordance
with adjustments made to the building program by the Committee and the budget
information available at this time;
b) review in detail the cost allocation between the growth and non growth components
of the budget to maximize the portions of the facility to be financed by growth;
c) make recommendations as to financing strategies to move forward with the project
as part of the finalization of the 2004 capital budget process;
THAT, the Project Manager concurrently undertake a public process to solicit requests
for expressions of interest from the private sector to partner with the Town in the
construction of the facility and report back as to the viability of any of the potential
arrangements identified through the process;
/3
000046
February 3, 2004 - 3 - Report No. LSO4-003
THAT, Council provide general direction as to the overall approach they wish to take
with respect to the fundraising component for the project in order that this aspect can
be incorporated into the detailed funding analysis to be undertaken.
6. Confirmation of Conditional Consent to Proceed with Design Phase
THAT, the Committee confirm that the authorizations as set out above to proceed with
the design stage of the facility as approved in the amended 2003 capital budget is not
consent to proceed with construction and that the construction stage of the facility
continues to be subject to the approval of the 2004 capital budget; Council's
satisfaction with the additional budget information to be provided by the Architect
through the design stage; financing information to be provided by the Consultant from
operating and capital perspectives and results of the analysis of the solicitation of
potential private sector partners.
BACKGROUND
The schematic design for the proposed new recreational centre was last considered by
Council in October. The following extract sets out the result of the deliberations taking
place at that time:
THAT Council receive and endorse the Report of MHPM Project Managers including the
Schematic Building Program for a Recreation Centre on the Burnett Lands including the
following major components:
i) 25 metre 6 lane pool
ii) Two pad ice surface
iii) Youth Centre
iv) Community space including a canteen
v) Pre-school area
vi) Office space; and
THAT Council endorse the continued refinement of the Schematic Design through a Public
Project Planning Seminar to be hosted by the Project Manager, tentatively scheduled for
November 18, 2003; and
THAT the Project Manager be authorized to proceed with the Request for Proposals from
Architect firms, review and short listing of preferable proponents for a future report to
Council in January 2004; and
THAT Council receive the Draft Project Timetable for the construction of the facility subject
to the approval of the 2004 Capital Budget.
AMENDMENT. Upon the question of the adoption of the resolution, it was:
THAT component i) be revised to read "25 metre 8 lane pool' within the schematic Building
Program, for consideration and pricing.
CARRIED
000027 /4
February 3, 2004 - 4 - Report No. LSO4-003
AMENDMENT: Upon the question of the adoption of the resolution, it was:
THAT staff be requested to bring forward a report outlining the costs associated with each
of the building components within the schematic Building Program, in Januaryof 2004; and
THAT this report include a section to address options for placing the proposed Youth
Centre (Double Gym) on the Burnett Lands, orat a more centrallocation within the Town of
Aurora, with all estimated associated costs included.
CARRIED
AMENDMENT: Upon the question of the adoption of the resolution, it was:
THAT component iii) be revised to read "Double Gymnasium" within the Schematic Building
Program.
CARRIED
The main motion was CARRIED AS AMENDED
As a result, the process to select an Architect was commenced. A report recommending a
short list of firms responding to the Request for Proposal was deferred by Council pending
consideration of the contents of this Report.
As well, the Project Planning Seminar was conducted on November 18th. The comments
arising from the session together with submissions arising from previous dialog with the
user groups and the public derived from the public open house held in September were
either assimilated into the revisions made to the schematic building design or summarized
and enumerated as part of the optional components for consideration by Council set out in
the third recommendation above.
Staff have also, as directed, refined the cost of the building by components, have attached
capital and operating estimates to each of the "upgrades" sought by the user groups,
particularly in the aquatics area. The Options section of this Report also contains (on a
preliminary basis) the options reviewed for the relocation of the double gym to a more
central location including commentary with respect to costs, timing and other implications.
COMMENTS
With the approval of the Culture and Recreation Master Plan by Council on September23,
2003, staff have proceeded with a number of public and user group meetings to determine
the need and desire for new recreation facilities within the Town.
Council approved a list of priority facilities and a Ten Year Capital Forecast for the delivery
of these facilities in a timely fashion to meet the service level standards approved within the
Culture and Recreation Master Plan.
Staff have requested that the Project Manager engaged for this facility present to the
General Committee the design and construction process necessary to complete the project
by September 2005. �1lni pp
..../5
February 3, 2004 .5. Report No. LSO4-003
This is a critical date primarily forthe ice users, who are required to make commitments for
ice time on a yearly basis to meet the needs of their membership. Ice allocation in
particular must be available at the beginning of their season, a mid season delivery date
will not address their increasing demand and growth of their membership.
The option selections below staff have provided amenities for the base building and each
of the optional requirements in order to assist Council in developing the final facilities fit.
OPTIONS
The expressed priority of Council through the completion of the Master Plan in 2003 was
the provision of additional facilities to serve the needs of the youth, seniors, aquatics and
ice users by adding one or two more ice surfaces (April 2003 — tab 2 of the Information
Package). With the exception of the seniors needs which are not part of this project and
the double gym/community space component which will be addressed in detail below, the
revised schematic building design as currently prepared by the project manager addresses
those priorities in a manner consistent with the service level standards approved by
Council this past spring. The commentary below summarizes the staff comments with
respect to the optional components of the facility set out in recommendation 3 above:
Aquatics:
In the area of aquatics particularly the written and verbal submissions by the swimming
clubs at various stages of the process to date have sought further facility enhancements to
make the new pool more versatile and attractive from their perspective. The demand
analysis undertaken by staff has determined that the core needs of the residents for the
foreseeable future can be met bythe six lane 25 metre facility as currently envisaged. Use
'`of the facility by the swim club to accommodate their more specialized activities has been
carefully evaluated by staff through discussion with the user groups. In terms of demand,
the projected analysis undertaken indicates the new pool will be used as follows:
Activity:
Year One:
Year Three:
Year Five.
Recreational Use
20%
15%
5%
Competitive Use
3%
15%
20%
Lessons/Programs
74%
60%
60%
Other
3%
10%
15%
Thus from staff's perspective, it will be important for Council when making funding
decisions to bear in mind the relative proportion of use related to the activities that will take
place in proportion to the overall future needs of the community.
POOL OPTIONAL COMPONENTS:
a) Whirlpool; this is a duplication of an existing amenity at the Leisure Complex.
Although relatively inexpensive, it imposes additional operating costs on the facility. It
will provide an additional therapeutic component for the competitive and lane
swimmers. The existing whirlpool facility is presently not at capacity. On an overall
basis, the exclusion of this facility would not jeopardize the viability of the other aquatic
components proposed at the new centre.
0Q0a2 9 ..../6
February 3, 2004 - 6 - Report No. LS04-003
b) Learning Pool; this element is expensive both in terms of capital cost and ongoing
additional operating obligations. The need forthis element is entirely contingent on the
decision with respect to final depth and size of the main tank. Maintaining a shallow
main tank will reduce the need of a learning pool, however a decision to deepen the
main tank to accommodate the desire to enhance the competitive aspects of the
facility will increase the need for the additional tank as doing so reduces the viability of
the main tank for lessons.
Adding this tank would allow the water to be maintained at a higher temperature for
therapeutic uses and would enhance our instructional lessons needs, particularly over
the long term.
c) Movable Floor; also needs to be considered as a part of the decision to deepen the
main tank. An adjustable floor will be required if a deep main tank is approved and if
the learning pool is not included in order to conduct lessons at the new facility. An
adjustable floor will permit maximum flexibility for programming of the pool.
d) 6 Lane Pool with Additional Depth; this will accommodate the Swim Club needs to
a greater extent. A deeper pool shallow end will reduce our ability to programme the
pool for instructional purposes without either the learning pool or the adjustable floor
referred to above, howeverwill increase the bather load capacity during leisure swims..
e) 8 Lane Pool; the additional two (2) lanes at a conventional depth will further
accommodate the requirement of the Swim Club and provide greater flexibility for long
term growth in Town. The additional pool area will increase our ability to
accommodate instructional lessons as well as increase bather load. This feature
provides alternative programming opportunities such as synchronized swimming and
water polo. Of the options set out, the provision of the additional two lanes while
measurably increasing the initial capital and operating cost does maximize long term
use of the facility. The increased number of lanes while providing excess capacity
would to the greatest extent, assist in servicing the Town's population as it approaches
our planned build out threshold.
f) 8 Lanes with Additional Depth; this element will ultimately accommodate the Swim
Club's requirements and provide the most flexibility in terms of expanding diving and
water polo programs however will reduce the ability to effectively deliver instructional
purposes in relationship to option (e) and should be considered with the options of
either the movable floor or the additional learning tank referred to above. This feature
with the additional cost implications is the most expensive. Implementation would
increase bather capacity for leisure swims and maximize opportunities for alternative
programming.
ICE RINKS
The design concept presented shows the footprint in which an additional ice surface (or
two) could be located, bringing the total number of pads to be provided from two to either
three or four. As indicated earlier, the service level standards approved by Council are met
with the provision of the two additional ice surfaces included in the present design (tab 2 of
the Information Package).
0600 d® /7
February 3, 2004 - 7 - Report No. LSO4-003
At the enhanced delivery rate of 1 per 12,000 population and with 5 surfaces provided the
Town is effectively planning for a population of up to 60,000 persons. At this rate, at least
one additional ice surface would be required prior to our full population build out and
should be considered 10 or so years hence as our population approaches 60,000 (+/-
2013). Based on dialog with the ice user groups, staff anticipates strong demand for use of
the additional ice time on the two ice surfaces to be provided. The operating costs
predicted will vary dependent upon the extent of the initial usage patterns and rental fees.
The user group proponents and dialog from citizens arising at the public meetings held
regarding the proposed recreation centre have suggested that the Town should either build
additional ice surfaces now to accommodate future demand and/or take the existing single
pad facility at the Aurora Leisure Complex out of service, shifting usage to a third pad to be
constructed with this facility.
Expansion of the building footprint to this degree to accommodate additional ice rink(s) will
require Council to approve construction within the 2C Planning Area at the northerly limit of
the 2B Planning Area, presently not formally designated for development.
Pursuing the option of additional ice surfaces would add additional $4,000,000 to the
capital cost of the facility per surface. If the single pad at AFLC were taken out of service
simultaneously the net additional operating cost for the new facility would diminish'
somewhat due to economies of scale, the transfer of existing staff and the benefits to be
derived from more efficient mechanical systems. In addition the Town would have an area
of 22,000 square feet to reallocate to other community uses which could include the
gymnasium space referred to below, the provision of an indoor soccer facility or the
expansion of the towns fitness facility, currently shown in the 10 year facility forecast as
taking place in 2007. Each of these uses would themselves attract costs to renovate/retrofit
the Leisure Complex building and depending on the use determined by Council would also
have varying annual operating impacts.
Two of the many ways to address this question are expanded upon below:
From staff's perspective it is acknowledged that there are a number of drawbacks to
continuing to maintain a single ice surface at AFLC both in terms of staffing and certainly
with regard to the operating efficiency of the mechanical systems currently in place. The
facility and ice plant are 16 years old; generally halfway through a normal life cycle forsuch
equipment they should be able to operate on a reasonably trouble free basis for next
decade or so. Knowing we will need at least one more additional surface (for an ultimate
total of six), one approach would be to look at either ensuring through the design for the
twin surface at the Burnett site that it could accommodate easily two additional surfaces 8
—10 years from now or alternatively we retain sufficient land on the Leslie Street lands to
construct a double ice surface there in the same timeframe or sooner if demand
necessitates or a private sector partnership proposal is palatable to Council at some future
point.
If Council was not as concerned about maximizing the public investment already made in
the Leisure Complex ice plant, the elimination of the gymnasium component of the
proposed new facility and the reuse the AFLC ice surface area for alternative programming
is worthy of serious examination.
February 3 2004 - 8 - Report No. LS04-003
Staff has reviewed this concept and confirms the area could easily accommodate a double
gym and associated youth facilities within the existing arena envelope. Staff has estimated
the cost of renovations at approximately $100/ft.2 or 2 million dollars and operating costs of
$120,000/year. This proposal will address not only the existing but also the future service
levels approved for a Youth Centre by Council. The timing of renovations would be
delayed until a third pad at the Burnett Lands is completed.
Overall, the combined capital cost would increase by approximately $4,200,000 as the cost
of adding an additional ice surface and renovating the existing AFLC arena forthe new use
would be more than the savings derived from eliminating the community space component
from the present design concept.
GYMNASIUM and COMMUNITY SPACE
The inclusion of the proposed double gym in the final design for the recreation centre
would advance its construction to 2004 from the proposed year of 2008 as shown in the
ten year facility forecast as adopted by Council last year (tab 3 of the Information
Package). It is one of the major reasons enumerated below for the increase in the
estimated cost to construct the facility. This component was estimated at $2.5 million in the
facility forecast and together with the youth programmingarea is now estimated to cost
$3.2 million to construct.
It is important to note that the facility found its way into the conceptual design through the
identification of youth needs as a priority item last year by Council and the work undertaken
by the Youth Action Committee in 2002 (tab 13 — Information Package). An extensive
consultation exercise was conducted by that Committee, 4,000 surveys were circulated to
all area schools with a 78% reply rate or 3,114 returns and a number of youth facilities
were visited. The recommendations were tabled at the Leisure Services Advisory
Committee that year. The analysis undertaken resulted in the determination that the
`Aurora Youth Centre should contain at least a double gym with high ceilings, a lounge,
computer lab, and a multipurpose room for games." The same report while stressing
location as a key factor and advocating for a location in the core did acknowledge another
viable scenario "would be that the centre co -exists within a large multipurpose recreational
facility with specific activity and program space allocated for youth at all times or at some
designated times of the day and week."
From staff's perspective, the provision of thegymnasium and related space described
above to be programmed primarily for youth activities within the new recreational facility
would be supported as being entirely consistent with the evaluation undertaken by the
Youth Committee. This component of the facility would considerably advance the overall
programming needs of the municipality as well. Staff currently utilize 65 hours of rented or
municipal space per week for our youth programs in 19 different locations. Rental of
School gymnasiums represent approximately 26 hours per week and would not be required
if the double gym was constructed. All of these requirements could be fulfilled if there was
a municipal facility and programming of that nature provided to the community could be
enhanced (tab 13 — Information Package).
C00032 ..../9
February 3, 2004 - 9 - Report No. LS04-003
The recent consultation with the Youth Advisory Committee related to this component of
the proposed recreational facility has resulted in verbal indications there is now a
preference for a less structured youth facility, more of a drop in centre approach and a
strong desire for a 'walk to' downtown location.
Nothing formal from the group outlining the change in approach or the basis for the
revisiting of the earlier work undertaken has been received. Such a facility could be
accommodated within, for example, the renovation of the old library or the renovation of the
existing seniors centre but would be a change in approach to accommodating youth needs
from those currently envisaged. This type of facility would be able to be programmed for
games, computer activities etc. and unable to accommodate those types of activities
typically undertaken in a gym, including gymnastics, basketball, volleyball, tennis,
badminton, floor hockey, soccer, rock climbing, concerts etc. Issues related to the
compatibility or shared use of facilities and the lack of structure programming would need
to be addressed. The Town will be required to assess the degree of risk of unstructured
program opportunities within the youth facility.
It is believed that Council should make the fundamental decision as to whether the range
of services to be provided to the youth of the community are to be undertaken within the
context of a higher level of structure, focusing on programmed events activities and
physical/mental education or whether the less structured opportunity for interaction and
communication on a more relaxed basis is to be the approach taken. The facility needs will
naturally evolve from those determinations.
There are not currently any funds budgeted for the renovation of either the old Library or
existing Seniors Centre for youth purposes, but Council has allocated $500,000 in the 2003
budget for a youth centre. These funds are currently part of the funding scenario for the
new recreational centre but can be reallocated for renovation of an existing facility if
Council determines not to proceed to address youth needs at the new centre.
Deferral of the timing of construction of the double gym:
With regard to the specifics of the inclusion of the gymnasium component of the proposed
recreational facility now, the option also exists to defer construction of that component at
the present time thereby saving some initial capital cost and creating a two phase project.
As indicated above, the provision of the gymnasium was slated for 2008 in the current
facility forecast and could be considered as part of the facility design and delivered in that
year if the future Council still deemed the construction appropriate. The design of the
Centre could take the addition of this subsequent phase into consideration. The Town
would continue to use permitted space from the Boards of Education and be somewhat
constrained in its ability to expand such programs until the gymnasium was constructed.
Alternative locations for the double gym:
As directed by Council this past October staff has investigated a number of locations for
the construction of a double gym. In addition to the potential to reuse the Leisure Complex
ice surface area referred to above there are four other approaches to locating a double
gym closer to the central core that could potentially accommodate a double gym and
associated youth activities within the same facility.
000033 ..../,0
February 3, 2004 -10 - Report No. LS04-003
1. Library Square; This location is within the central core and is land owned by the
Municipality. This location would require the demolition of the former Library and
Seniors Centre in order to accommodate the construction of this new facility. The new
facility would then be constructed on the site and operated by the Municipality primarily
as a Youth Centre with other permitted uses during off hours. The cost of construction
would be estimated at $2,400,000 and operating costs estimated at $120,000.
This proposal would require the relocation or eviction of the existing users of the
former Library and would not be able to proceed until a new Seniors Centre is
completed.
2. Town Park; Town Park presently houses the existing armories facility. This facility
could be converted to accommodate youth activities then added onto to provide a
double gym.
An Agreement with the Department of National Defense (DND) would be required to
facilitate this proposal. The DND has been seeking potential alternative locations
elsewhere in the Town. Although discussions have taken place, the DND have
indicated that relocation is not in their immediate plans; therefore the provision of a
Youth Centre would be delayed. The cost of this proposal would be dependant upon
the renovation costs incurred to the existing facility, which have not been determined
at this time.
3. Cousin's Property on Industrial Parkway
During our search for serviced land throughout the Town, this parcel was under
consideration. The land is serviced and available immediately for sale and
construction.
The parcel could accommodate a 14,000 square foot facility including a double gym
and associated youth activity areas. The estimated cost of this proposal would include
land and construction cost of 5 million dollars and an annual operating budget of
$120,000.
4. Other Municipal Lands
Council may consider the redevelopment of municipal lands located within the
proximity of the downtown core. Civic Square Park or the lands presently slated for
the Seniors Centre south of Town Hall could accommodate a double gym.
Both sites are large enough and proposed construction costs are estimated at 2.5
million dollars with associated operating costs of approximately $120,000 annually.
5. Partnerships with School Boards
Several schools are located in the proximity of the downtown core that may have
sufficient land to accommodate a double gym and youth facilities. Staff could
investigate potential sites and approach the School Board to explore a partnership
opportunity. Estimated costs would be dependent on the site selected and the
potential to construct a facility. Staff note that a new high school is proposed on
Bayview Avenue, likely around 2008. Co -constructing a facility there may also be
worthy of examination.
000034 ..../11
February 3, 2004 -11 - Report No. LSO4-003
GYMNASIUM SPACE OPTIONS WITHIN RECREATION CENTRE
If the gymnasium remains in the building program for final design purpose, either for
delivery now or as part of a second phase there remain optional components shown on the
schematic design that require determinations. Staff comments related to each are below.
a) Additional '/2 Court; this feature enhances the quantity of space for recreation
programmers. It will provide rental opportunities for local sport organizations and will
further decrease or eliminate the need and rental cost of school facilities as the Town's
population grows to buildout.
b) Additional Stage; the stage will provide additional space for our arts component of
our programmes. It will accommodate youth needs, concerts and special events.
Staff would prefer additional gym space over a stage area if Council are considering
expansion of community space.
COMMON AREAS
a) Elevator; this element will increase accessibility to the upper seating and mezzanine
area in the rink area.
b) Commercial Lease Space; this element will provide rental opportunities and
encourage "3F agreements to enhance the services provided at the Centre.
CONCLUSIONS
The schematic design for this new recreation centre has evolved from the establishment of
priority service areas by Council to the point where a project manager has been engaged, a
series of consultations with the public and user groups has been conducted, the needs of
the Department considered and analysed, an architect recruitment commenced and
schematic building design has been refined. Decisions to finalize the building program
including the actual form of components to be delivered and the establishment of the
resultant construction budget are now necessary if the desire to commence construction
this year is to be achieved. In order to meet this target, a number of processes will have to
continue to occur concurrently. A determination that additional review or reflection upon
aspects of the program will to varying degrees impact on the previously expressed desire
to provide these facilities on a priority basis in general and, in particular likely preclude a
September 2005 opening of the additional ice surfaces.
FINANCIAL IMPLICATIONS
As part of the update to the Cultural and Recreation Master Plan undertaken by the Leisure
Services Advisory Committee last term; the establishment of increased service level
standards and the resultant identification of the need by Council to accelerate the provision
of facilities a financial model was constructed by staff to demonstrate the tax rate and
reserve fund impacts that the construction of a major recreational facility in 2004 would
have.
000035 ..../12
February 3, 2004 -12 - Report No. LSO4-003
The analysis prepared looked at both estimated operating and capital costs, was premised
upon a sharing of costs between current/future growth (development charges), use of
existing municipal reserve funds, temporary borrowing from internal sources, the future
sale of municipal lands and a large component of long term debt (a debenture of
approximately $10,000,000 with a 10 year term and increasing principle payments
annually). The baseline information was also predicated on a facility having a gross capital
cost in the range of $17,500,000 (1999 $) excluding land.
The results of the modeling work essentially indicated that although our funding was
stretched, there were sufficient resources available to proceed with the project provided
that Council ultimately approved the debenture and recognized thatthere were to be future
internal recoveries based on the sale of other assets (i.e. a portion of the Leslie Street
lands 2005 — 2008).
The modeling also resulted in the conclusion that, in order to proceed as planned, an
annual net tax increase for the ten-year term of the debenture would result. The extent of
the additional annual taxpayer obligation varied but was in the range of 2.00 — 2.50 % per
year. This, in summary form, was the information available to Council as it approved the
Leisure Services Master Plan, confirmed the facility priorities and directed staff to proceed
with the property acquisition and engaging a project manager to commence the process
leading to the construction of the recreational facility subject of this report.. There was also
recognition that the particular site chosen would, due to its visibility and overall profile result
in the need to upgrade the facility elevations, thus adding somewhat to the overall cost.
In the furtherance of the above, the draft 2004 capital budget sheet provided to Council
(attached as appendix X') in support of the 2004 construction of the project shows a
capital cost of $18,520,000 broken down as follows:
Reserve funds (incl. DC) $ 5,520,000
Reserves $ 1,000,000
Growth Supported Debt $ 7,800,000
Tax Supported Debt $ 4,800,000
The work undertaken by the professional staff engaged thus far has produced a
preliminary budget for the building program initially sought in the range of $25,000,000
excluding any optional components identified herein that Council may nowwish to include.
As pointed out during the presentation, this figure remains an estimate and is not based on
detailed review of final design by a cost consultant. Alterations to the building program and
time remain significant variables that will continue to affect the final budget amounts.
Generally, the revisions to the estimates can be attributed to the following factors:
• Advancing of the Gymnasium component estimated as a $2.5 million cost in 2008
• Accommodation for potential soils issues
• Footprint in excess of 100,000 square feet
• Estimated cost of construction beyond $150/ft.1 as identified in D.C.A.
• Annual construction cost increase of 4 to 5% per year
000036 ..../13
February 3, 2004 -13 - Report No. LSO4-003
Notwithstanding the foregoing, this differential clearly necessitates a revisiting of the
modeling undertaken previously and a separate report containing detailed analysis of the
implications and financial options available to Council which are themselves dependent
upon the extent to which it wishes to make alterations to the components of the facility.
In orderthat the financial implications can be addressed in a comprehensive and thorough
manner it is recommended herein that Hemson and Associates be retained to review the
previous modeling, update the analysis using growth related parameters to be derived from
their ongoing review of our development charges by-law, assess future planned growth
from the perspective of the revenue calculations included in the model, the current reserve
and reserve fund forecasts for the coming 10 yearterm and provide recommendations and
options with respect to the financing of the proposed facility in the final form as determined
by the Committee tonight. Will be presented by the -Project Manager.
LINK TO STRATEGIC PLAN
Goal "A" speaks to maintaining a well -managed and fiscally responsible municipality.
ATTACHMENTS
1. Appendix "A", Draft 2004 Capital Budget Sheet
2., Presentation by Project Manager.
PRE -SUBMISSION REVIEW
Management Team Meeting, Wednesday, January 28, 2004.
Prepared by. Allan Downey, Director of Leisure Services, Extension 4752
ALLAN D. DOWNE
Director of Leisure Services
000037
TOWN OF AURORA Department Priority: #
2004 CAPITAL BUDGET LSAC Priority:
#
ANALYSIS BY PROJECT
DEPARTMENT: Leisure Services Department ACCOUNT NO.
PROJECT: New Recreation Complex
PURPOSE: To construct a new Multi -Use Recreation Facility (approximately 100,000 square
foot facility) to accommodate twin pad ice surfaces, indoor pool, youth centre,
general purpose rooms, associated parking and access routes.
PERFORMANCE/ACTIVITY MEASURES
INCREASE (DECREASE
Construction of the facility will achieve desired service level standards approved by Leisure Services
Advisory Committee as part of the Culture and Recreation Master Plan update.
EFFECT ON FUTURE OPERATING BUDGETS 2004 2005
2006
INCREASE (DECREASE)
PROGRAMS - (Operating Expenses Net Cost) $ 0 $ 92,956
$ 179,014
SALARIES - (Operations) $ 0 $ 137,000
$ 274,000
OTHER COSTS - (Operations) $ 0 $ 368,000
$ 736,000
REVENUES $ 0 331000
$830 000
TOTAL
PROJECT COSTMINANCING
TOTAL PROJECT COST _ $18.520.000 15$ 0.000
FINANCING:
CURRENT LEVY $ 0 $ 0
$ 0
GRANTS $ 0 $ 0
$ 0
RESERVE FUNDS - DCA Reserve Fund $ 3,750,000 $135,000
$ 0
- Cash -in -Lieu of Parkland $ 1,770,000 $ 0
$ 0
RESERVES - Municipal Capital $ 500,000 $ 0
$ 0
- Tax Rate Stabilization $ 500,000 $ 0
$ 0
- Master Plan Reserve $ 0 $ 15,000
$ 0
DEBT FINANCING - Growth Supported $ 7,200,000 $ 0
$ 0
- Tax Supported $ 4,800,000, $_0
$ 0
TOTAL FINANCING 18 $35
$ 0
EXPLANATIONS/HIGHLIGHTS:
\
Construction to be Tendered with approval of the Budget and to commence in July with a target �..
completion of fall 2005.
■ Building Construction Costs estimated at: $15,569,500
■ Servicing, Intersections, Grading, Demolition, Soils Contingency: $1,000,000
■ Consulting Facility Design (approved 2003): $1,450,000
■ Youth Centre (approved 2003): $500,000
■ 2005 Furnishings: $150,000®n n��
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AGENDA it 3
TOWN OF AURORA
EXTRACT FROM COUNCIL MEETING NO. 04-03
HELD ON TUESDAY, JANUARY 27, 2004
5. General Committee Meeting Report No. 04-02
Tuesday, January 20, 2004
CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION FROM THE
GENERAL COMMITTEE MEETING NO.03-05: TUESDAY, MARCH 18, 2003 - ITEMS 4
AND 12.
(1) CSO4-001 - Council and Committee Structure
Moved by Councillor Hogg
Seconded by Councillor West
THAT the advisory committee format comprised of citizen members only, as
outlined in Model #2 of report CSO4-001, providing recommendations to the
operating department, thereonto turn report to Council, be adopted.
DEFERRAL: Upon the question of the adoption of the resolution, it was:
Moved by Councillor Buck
Seconded by Councillor Vrancic
THAT consideration of the Report of the General Committee Meeting No. 04-02 be
deferred to the next General Committee meeting to be held on Tuesday, February
3, 2004.
CARRIED
000060
TOWN OF AURORA
GENERAL COMMITTEE REPORT
SUBJECT: Council and Committee Structure
FROM: Bob Panizza, Director of Corporate Services
DATE: January 20, 2004
RECOMMENDATIONS
AGENDA ITEM #
No. CSO4-01
THAT Council provide direction on the most appropriate governance structure
to be implemented; and
Further that Councii provide direction on the desired Advisory Committees that are
to be established for the forthcoming term of Council.
BACKGROUND
At the Council -orientation meeting, members were presented with various models related
to Council/Committee structures that may be utilized. This report has been prepared for
Council's consideration in order to determine the structure of Council and Committee
system they wish to adopt for the forthcoming term of Council. For Council's reference, a
copy of the existing governance model is provided as Attachment #1.
COMMENTS
Council meetings are customarily more formal proceedings at which Council makes its final
decisions. It is common practice among municipalities to have some form of Committee
meeting, prior to the Council meeting. The Committee meeting provides the opportunity for
public input on any item on the Committee agenda and the opportunity for full discussion,
as members deem appropriate. The Committee then forwards a recommendation on the
proposed action to be taken to Council for ratification. Generally speaking, there is no
further public input at the Council Meeting unless new information is to be considered at
that time. As noted in the Town's Procedural By-law, delegations to provide input on a
subject matter are encouraged to appear at the Committee level.
There are two basic committee structures with other hybrid modifications which may be
considered namely:
Structure #1 Council with Committee of the Whole, or
Structure #2 Council with Standing Committees
000061
January 20, 2004 - 2 - Report No. CSO4-01
#1 Committee of the Whole (General Committee) System
The Committee of the Whole process is comprised of all Members of Council and process
all reports, receives delegations and attends to all Council business priorto it proceeding to
Council. In many municipalities, the Chair of the Committee of the Whole meeting often
rotates on a monthly basis among all members other than the Mayor. Council meetings
and Committee meetings are generally scheduled on alternating weeks within the month.
The Town presently operates within a similar framework utilizing a General Committee
(Committee of the Whole) format with a modification to provide for Advisory
Committees/Boards participation. A schematic of this is shown on Attachment #2.
Strengths
➢ All Members of Council are involved in all discussions and participate in all debates
at the Committee of the Whole meeting and have the opportunity to be apprised of
the issues proceeding to Council.
➢ All Members of Council and all Senior Management are present and on the "same
page" during discussion of various issues that may discussed at the meeting.
➢ The number of meetings Members of Council and staff need to attend is
consolidated thus ensuring the effective use of Council and staff time and permitting
more time for Council preparation, policy work and service delivery.
➢'' Allows increased opportunity for groups and individuals to be heard by all Members
of Council as well as maintaining a consistent schedule of meetings (i.e. every
Tuesday evening).
➢ The rotation of the Chair provides an opportunity for all Members to gain experience
in conducting meetings on a regular basis.
➢ Provides an opportunity to establish Working Sessions (similar to budget meeting),
to conduct a public roundtable discussion of items within a Committee of the Whole
format, in order for members and staff to engage in a less formal meeting format to
explore complex issues.
Weaknesses
➢ Committee of the Whole meetings are generally longer as reports from all functional
areas are included in one agenda.
➢ Meetings tend to be more formal in nature.
➢ Propensity to establish ad hoc committees in order to deal with specialized issues.
000062
January 20, 2004 - 3 - Report No. CSO4-01
#2 Standing Committee System
The number and function of committees in the Standing Committee structure can vary
greatly. In essence, Standing Committees have a Chair appointed by Council, an assigned
group of Councillors and staff. The Committee(s) hold scheduled meetings to attend to
business as dictated in the committee's mandate and present recommendations to
Council. Examples may include a Planning Committee, Leisure Services Committee,
Public Safety Committee and an Administration/Finance Committee. A schematic of this
is shown on Attachment #3.
Strengths
➢ Allows for more detailed examination of topics
➢ Meeting structure is less formal, thus permitting more liberal discussions.
➢ Smaller composition expedites deliberations
➢ Staff generally able to interact with Council more freely.
Weaknesses
➢ Decision making by Council is often delayed due to the Standing Committee
meeting cycle time, which in turn may have an impact on service delivery.
➢ Total number of meetings for Council and staff can be significant and may warrant
additional committee secretariat support staff.
➢ All Members of Council and senior management do not participate at all Standing
Committee meetings and therefore are not privy to information or decision process.
All Members of Council must nevertheless vote on the matter at Council, which
often results in duplication of the discussion at the Council meeting.
➢ Issues may overlap more than one Standing Committee's mandate and/or more
than one departmental functional area.
➢ Committee Chairs and members may tend to take greater ownership of the
department as "their" department and may become preoccupied with the objectives
of the operation rather than the overall policy objective.
➢ Competition of Councillors for the appointment of Chairs for key "high profile"
committees.
➢ Not traditionally an effective structure in a CAO, Dept. Head reporting relationship to
Council.
060063
January 20, 2004 - 4 - Report No. CSO4-01
#2(a) Modified Standing Committee Structure
Traditionally standing committees are composed of only members of Council. An alternate
hybrid of this structure would be standing committees that are composed of both Members
of Council as well as citizen members. An example of this option is highlighted on
Attachment #4 of this report.
Ad Hoc, Advisory Committees and Boards
In addition to whichever Council/Committee structure is implemented, ad hoc committees,
advisory committees, and boards provide opportunity for citizen participation and
continues to be an important support to the governance model. As a point of clarification,
an Ad Hoc Committee is a committee that is created to act on a temporary or singular
issue, and is discontinued when the committee submits it's final recommendations as
prescribed by it's mandate. (i.e. Council Remuneration Committee). An Advisory
Committee is a committee designed to act in advisory capacity on operational or strategic
issues during the full term of Council. (i.e. Special Events Advisory Committee). A Board is
a committee normally established pursuantto statutory authorityforthe full term of Council.
(i.e, Library Board). The role of these committees is to enhance the public good while
optimising volunteer public participation. The Terms of Reference of these committees
provides members with an understanding of their mandate. These committees also assist
Council by investigating and reporting on particular issues and act as a sounding board for
the community.
Composition and Reporting Structure
Model #1 Council — Citizen Member Committees
Attachment #5 to this report provides a list of the various committees that were appointed
during the last term of Council. For the most part the committees and boards were
composed of a combination of Members of Council and citizens representatives. The
terms of each committee included a variety in the number of Council Members and citizen
members appointed to each committee:
Model #2 Citizen Member Committees
An alternate model that may be considered is the creation of advisory committees whereby
the committees would be composed entirely of citizen members without the participation of
Council Members.
000064
January 20, 2004 - 5 - Report No. CS04-01
Should Members of Council determine that the traditional format of Council/Citizens
membership is desirable, it is important to highlight the fact that the number of committees
that may be created will have a corresponding effect on the availability of Council Members
to attend meetings as well as workload commitments.
Depending on the preferred advisory committee structure the reporting format of the
committees may also be impacted. In the traditional format, Model #1, Advisory
Committees & Boards report directly to Council. Alternatively Model #2, which is
composed of citizen members only would provide for a reporting structure to the operating
department. The recommendations from the subject committee would then be
incorporated in a report from the Director to Council. This format would still maintain an
opportunity to public input on issues before they are presented to Council. Attachment #6
and #7 depicts the various reporting structures of each model.
CONCLUSIONS
Notwithstanding which Council/Committee Structure and Advisory Committee Model that
Council selects, the format should be simple, understandable and readily accessible to all
residents. The Standing Committee structure provides the opportunity for Members of
Council to specialize and gain expertise in particular functional areas of the municipality
where members have limited or varied Council exposure to issues. The Committee of the
Whole structure provides an opportunity for overall grounding in all of the issues affecting
the municipality and allows all Members of Council to understand the "big picture' rather
than portions of it. Finally, participation and time commitment should also be considered in
any decision making process in the selection of the advisory committee model.
OPTIONS
Council Operating Format
Structure #1 Committee of the Whole (General Committee) System
Structure #2 Standing Committee System
Structure #2(a) Modified Standing Committee System
Ad Hoc, Advisory Committees & Boards Composition
Model #1 Council & Citizen Members
Model #2 Citizen Members Only
OCCO65
January 20, 2004 - 6 - Report No. CSO4-01
FINANCIAL IMPLICATIONS
The financial implications will depend on the governance model selected by Council. Staff
resources must be available to support the number of committees that are adopted.
Preparation of reports, agendas, minutes, background material and associated distribution/
follow up will have an impact on the workload expectations and accompanying resources.
Additional staff support may be required depending on the number of committees and
associated meetings.
LINK TO STRATEGIC PLAN
Goal A
To maintain a well managed and fiscally responsible municipality.
ATTACHMENTS
Attachment #1 — Present Governance Structure
Attachment #2 — Committee of the Whole Structure
Attachment #3 — Standing Committee Structure
Attachment #4 — Modified Standing Committee Structure
Attachment #5 — List of Advisory Committees & Boards
Attachment #6 — Model #1
Attachment #7 — Model #2
PRE -SUBMISSION REVIEW
C.A.O. Review — January 16, 2004
Prepared by: Bob Panizza ext. 4221
V&
Bob Panizza
Director of Corporate Services
0600616
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ATTACHMENT #5
COMMITTEES/BOARDS 2001 - 2003
Advisory Committees
Administration & Finance Committee (Councillors Only)
Central York Fire Services Joint Council Committee (Councillors Only)
Economic Development Advisory Committee
Leisure Services Advisory Committee
Local Architectural Conservation Advisory Committee
Special Events Advisory Committee
Traffic Safety Advisory Board
Yonge Street Commercial Area Sub -Committee
Youth Action Committee (Citizen Members Only)
Ad Hoc Committees
(Note: these Committees have completed their mandate, no longer
operational)
Amalgamation Review Committee (Councillors Only)
Citizens Advisory Committee on Council Remuneration (Citizen Members Only)
Library Square Re -Development Ad Hoc Committee
Millennium Committee (Citizen Members Only).
Official Plan Review Committee
Public Review Committee on Bicycle Issues (Citizen Members Only)
060071
Statutory Committees
Accessibility Advisory Committee
Aurora Public Library Board
Committee of Adjustment (Citizen Members Only)
Property Standards Committee (Citizen Members Only)
Boards and Committees not Constituted by Council
Aurora Cemetery Corporation Board (Citizen Members Only)
Lake Simcoe Region Conservation Authority (Councillor Only)
Nokiidaa Trail Committee (Citizen Members Only)
Solid Waste Management Public Liaison Committee
(York's Region, Councillor Only)
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AGENDA ITEM # 4
Memo
To: MAYOR AND MEMBERS OF COUNCIL
Copy:
LARRY ALLISON, CHIEF ADMINISTRATIVE OFFICER
From:
PAUL DILLMAN, ACTING TREASURERITAX COLLECTOR
Date:
January 30, 2004
Re:
REVISED 2004 OPERATING AND CAPITAL BUDGET TIMETABLE
As a result of Council's Review of the 1st Draft of the 2004 Operating and Capital
Budget at its General Committee meeting on January 17, 2004, we have drafted the
following revised budget timetable.
DISTRIBUTION OF REVISED 2004 BUDGET SHEETS
On Friday, January 30, 2004 - To include changes arising from January 17,
2004 Budget meeting and 2003 Actuals as at January 30, 2004.
STAFF REVIEW #2 OF 1ST DRAFT
Tuesday, February 3, 2004
9:00 am — Mayor & Council, CAO and Treasury
9:30 am — Planning Services
10:30 am — Corporate Services
11:30 am — Building Services
Wednesday, February 4.2004
1:30 pm — Public Works
3:00 pm — Leisure Services
Thursday, February 5. 2004
11:00 am — Library Services
UOo.75
DISTRIBUTION OF REVISED 2004 BUDGET DRAFT #1
On Monday, February 16, 2004 - To include changes arising from meetings
on February 3, 4 & 5, 2004.
COUNCIL REVIEW OF LEISURE SERVICES BUDGET -DRAFT #1 AS AMENDED
At the Special General Committee Budget Meeting on Saturday, January 17,
2004, Committee adopted the recommendation that the Leisure Services
Budget be received and that a separate budget discussion for Leisure
Services be convened in the future.
Staff recommends that this review be scheduled for Thursday, February 19,
2004 commencing at 6:00 pm
COUNCIL REVIEW OF 2004 CAPITAL BUDGET -DRAFT #1 AS AMENDED
The 2004 Capital Budget was not reviewed at the Special General Committee
Meeting on Saturday, January 17, 2004.
Staff recommends that this review be scheduled for Thursday, March 4, 2004
commencing at 6:00 pm.
DRAFT #2 — 2004 OPERATING AND CAPITAL BUDGET
Public Information Session — General Committee on March 23, 2004
DRAFT #2 — 2004 OPERATING AND CAPITAL BUDGET AS AMENDED
Council Meeting on April 13, 2004
DRAFT #3 — FINAL 2004 OPERATING AND CAPITAL BUDGET
Council Meeting on April 27, 2004
Respectfully,
Paul Dillman, Acting Treasurer/Tax Collector.
0 Page 2 000076