Agenda - General Committee - 20040302TOWN OF AURORA
GENERAL CO
AGENDA
NO, O&OB
TUESDAY,
7:00 P.M.
ITTEE
2, 2004
COUNCIL CHAMBERS
AURORA TOWN HALL
PUBLIC RELEASE
27/02/04
TOWN OF AURORA
GENERAL COMMITTEE MEETING
AGENDA
NO. 04-08
Tuesday, March 2, 2004
Councillor Gaertner in the Chair.
I DECLARATIONS OF PECUNIARY INTEREST
H APPROVAL OF AGENDA
RECOMMENDED:
THAT the content of the Agenda as circulated by the Corporate Services
Department be approved as presented.
111 DETERMINATION OF ITEMS REQUIRING SEPARATE DISCUSSION
IV ADOPTION OF ITEMS NOT REQUIRING SEPARATE DISCUSSION
V DELEGATIONS
Mr. Neil Garbe, Director of Community Planning, Regional (pg. 1)
Municipality of York
Re: Draft Regional Centres and Corridors Strategy and
Draft Regional Official Plan Amendment No. 43
Mr. Steve Falk, Representative from the Stephen Lewis Foundation (pg. 45)
Re: HIV/AIDS in Africa
VI CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION
General Committee Meeting No. 04-08
Tuesday, March 2, 2004
Page 2 of 5
VIl OTHER BUSINESS, COUNCILLORS
VIII IN CAMERA
Personnel Matter
RECOMMENDED:
THAT this Committee proceed In Camera to address a personnel matter.
IX ADJOURNMENT
General Committee Meeting No. 04-08 Page 3 of 5
Tuesday, March 2, 2004
AGENDAITEMS
1. ADM04-003 - Strategic Planning Process (pg. 47)
(Deferred from February 17, 2004 General Committee)
RECOMMENDED:
THAT the Committee determine whether it wishes to accept one of the
appended third party proposals to facilitate an update of the Strategic
Plan; and
THAT the Committee determine whether it wishes to incorporate a formal
community research component, undertaken by a research firm, as
background to the review.
2. ADM04-004 - Amalgamation Assessment — (pg. 114)
Aurora and Newmarket Hydro Corporations
RECOMMENDED:
THAT the attached Report from Navigant Consulting Ltd. dated January
2004 be received; and
THAT based on the preliminary analysis undertaken, the management of
Aurora Hydro together with the management of Newmarket Hydro
proceed with the next phase of the work program and undertake, with the
assistance of Navigant Consulting, a detailed financial assessment of the
benefits of consolidating Aurora and Newmarket Hydro, identifying
conditions precedent to a merger and/or items requiring special attention
in a shareholders declaration; and
THAT Council charge the responsibility for making recommendations on
the next phase of the analysis to the Town staff/hydro staff/financial and
external legal counsel with input from the current Hydro Board of
Directors.
3. ADM04-005 - Organizational Review - Development Planning (pg. 140)
Functions
RECOMMENDED:
THAT the attached Organizational Review — Development Planning
Functions prepared by the Randolph Group be received and referred to
the 2004 budget discussions.
General Committee Meeting No. 04-08
Tuesday, March 2, 2004
Page 4 of 5
4. TR04-007 - Project Manager For The Implementation Of (pg. 170)
A New Financial Information System — Award Of
RFP TR2004-13
RECOMMENDED:
THAT Council endorse the selection of Intrasys Services Inc. as the
Project Manager to oversee the supply, delivery and installation of the new
Financial Information Systems software recently purchased from Vadim
Computer Management Group Ltd. and RAC Software Inc., subject to the
signing of a satisfactory Agreement with the Town of Aurora; and
THAT the Agreement be based on their response to Request for Proposal
TR2004-13, to a maximum of $75,000 plus applicable taxes; and
THAT staff review the total number of days estimated in the response, in
an effort to reduce the days required and more accurately reflect the
management services needed to complete the project; thus, reducing the
financial impact.
5, TR04-006 - Council and Local Board Members Remuneration (pg. 176)
and Expenses for2003
RECOMMENDED:
THAT Report TR04-006, Council and Local Board Members
Remuneration and Expenses for 2003, be received for information.
6. PW04-008 - Reconstruction of St. John's Sideroad, Yonge Street (pg. 181)
to Bayview Avenue — McKenzie Marsh Area Detailed
Design
RECOMMENDED:
THAT the upgraded landscape design concept for St. John's Sideroad at
the McKenzie Marsh as generally described in Report No. PW04-008 be
approved; and
THAT additional funds be allocated from the appropriate Development
Charge Reserve for the upgraded landscape design concept for St. John's
Sideroad at the Mckenzie Marsh in the order of:
1. $49,000 (plus GST) for the redesign and construction of upgraded
street lighting; and
General Committee Meeting No. 04-08
Tuesday, March 2, 2004
Page 5 of 5
2. $95,000 (plus GST) for the construction of the boardwalk,
landscaping, and planting areas; and
THAT the above additional funds be incorporated into the 2004
Development Charge update; and
THAT the Regional Municipality of York be informed of Council's decision
in this matter; and
THAT Staff be requested to report further to Council on the results of the
tender for the St. John's Sideroad reconstruction.
Presentation to Aurora Council re: Regional Centres and Corridors Page 1 of 1
Eastwood, Carrie
From: Whitney, Karen [Karen.Whitney@region.york.on.ca]
Sent: Tuesday, February 24, 2004 10:22 AM
To: Eastwood, Carrie
Subject: Presentation to Aurora Council re: Regional Centres and
Carry,
Further to our conversation, Regional staff (Neil Garbe, Director of Community Planning) would be making the
presentation to Aurora Council regarding the "Draft Regional Centres and Corridors Strategy + Draft Regional
Official Plan Amendment No. 43" on March 2 as per Aurora staffs request. A report had also previously been
adopted by Regional Council on January 22, 2004 recommending that a presentation be made to area municipal
Councils at their request.
Thank you for making the arrangements to add this item to the March 2 agenda. Could you also confirm that the
meeting starts at 7:00 pm?
Thanks for your help.
Karen Whitney, MCIP, RPP
Senior Planner
Community Planning Branch
The Regional Municipality of York
Phone: 1-877-464-9675 ext1505
Fax:(905) 895-3482
E-mail: karen.whitney@region.york.on.ca
000001.
2/24/2004
To: Mayor and Members of Council
From:Sue Seibert, Director of Planning
Date: 2/27/2004
Re: Regional Centres and Corridors draft Regional Official Plan Amendment and
Consultation Process
The Regional Planning Department is currently preparing an Official Plan Amendment
dealing with Regional Centres — Markham, Vaughan, Richmond Hill and Newmarket — and
Corridors that include Yonge Street within Aurora. This draft Official Plan proposes
residential intensification in the Centres and Corridors with density targets proposed in key
development areas. The Region, in recognition of the diversity of the corridors; notes that it
is important to assist area municipalities in identifying the different conditions of each
Regional Corridor on a segment- by- segment basis. Aurora's corridor on Yonge Street is
particularly diverse given the historic core and environmentally sensitive aspects of Yonge
Street South. Staff have therefore stressed the importance of local consultation prior to the
Regional Council taking any position of the draft Regional Official Plan.
We have requested that Regional Staff make a presentation to the General Committee to
inform Council of key features of the proposed amendment. A public meeting is also
scheduled by the Region March 30 to receive local input. The Committee may wish to
waive the 5 minute time limit so that a full explanation of the implications of the amendment
can be explored.
A copy of the Regional Staff report on this matter is attached.
Yours truly,
All —
Sue Seibert, MCIP, RPP
• Page 1
00,0002
Yo �� ' n
�R,.- � gi°
January 28, 2004
Mr. Bob Panizza
Director, Corporate Services/Municipal Clerk
Town of Aurora
P.O. Box 1000
100 John West Way
Aurora, Ontario L4G 6J1
Dear Mr. Panizza:
Office of the Regional Clerk
Corporate Services Department
r^'R
CORP. SERVICES DEPT.
COPIES CIRCULATED TO: i
Members of Council
C.A.O.
Directors 5.5(,4
Other
Re: Centres and Corridors Draft ROPA and Consultation Process
The Council of the Regional Municipality of York, at its meeting held on Thursday, January 22,
2004, adopted the recommendations of the Planning and Economic Development Committee,
with respect to the report entitled "Centres and Corridors Draft ROPA and Consultation
Process".
May I draw your attention to the following recommendations:
2. Staff continue to consult with the public and local municipalities in order to further refine
a draft Regional Official Plan Amendment (ROPA) to achieve the desired urban structure
of Regional Centres linked by Regional Corridors, served by rapid transit.
3. Staff be authorized to present an overview of the policy as invited by Local Councils.
A copy of Clause No. 2 of Report No. 1 of the Planning and Economic Development Committee
is enclosed for your information.
Please contact Neil Garbe, Director of Community Planning, 905-830-4444, ext. 1502, if you
have any questions with respect to this matter.
Sincerely,
Denis Kelly
Regional Clerk
K.Price
Attachments
Copy to: N. Garbe, Director, Community Planning
TOWN OF AURORA
PLANNING DEPARTMENT
RECEIVED
INITIA 11✓
ACTION
The Regional Municipality of York, 17250 Yonge Street, Nevnnarket, Ontario L3 Y 6Z1
Tel: 905-830-4444 Ext, 1320, 1-877-GO4-YORK, Fax: 905-895-3031 /,
Internet: w ..00Qn03region.york.onxa 0I
YorkRegion
Clause No. 2 in Report -No. 1 of the Planning and Economic Development Committee
was adopted, without amendment, by the Council of The Regional Municipality of York
at its meeting on January 22, 2004.
2
CENTRES AND CORRIDORS DRAFT ROPA AND CONSULTATION PROCESS
The Planning and Economic Development Committee recommends the following:
The following communications be received:
a) Janet Babcock, Commissioner of Planning, Town of Richmond Hill,
January 6, 2004 and attached Resolution CW#01-04 of January 5,
2004;
b) Carrie Hoffelner, Richmond Hill, resident, January 7, 2004;
c) Gloria Marsh, Richmond Hill, resident, January 5, 2004;
2. The following requests for deputations be received:
a) Janet Babcock, Commissioner of Planning, Town of Richmond Hill;
b) David Cohen, Councillor, Town of Richmond Hill;
c) David Fleiner, Richmond Hill, resident;
d) Lynn Foster, Councillor, Town of Richmond Hill;
e) Geoff Green, President, Yonge-Harding Church Ratepayers'
Association, Richmond Hill;
f) Neil Maynard, Richmond Hill, resident;
g) Vito Spatafora, Councillor, Town of Richmond Hill;
h) Susan Walmer, Chairperson, Ratepayers of Aurora Yonge South;
i) Arnie Warner, Councillor, Town of Richmond Hill;
3. Regional staff be directed to hold a meeting with the above -noted
deputants and other interested parties to obtain their comments on the
Centres and Corridors Draft ROPA;
4. The recommendations contained in the following report, December 4, 2003,
from the Commissioner of Planning and Development Services, be
adopted.
1. RECOMMENDATIONS
It is recommended that:
1. Council receive this report and attachments for information.
2. Staff continue to consult with the public and local municipalities in order to further
refine a draft Regional Official Plan Amendment (ROPA) to achieve the desired
000004
Clause No. 2 2
Report No. 1
Planning and Economic Development Committee
urban structure of Regional Centres linked by Regional Corridors, served by rapid
transit.
3. Staff be authorized to present an overview of the policy as invited by local Councils.
4. The Regional Clerk circulate this report to the nine area municipalities for
information.
2. PURPOSE
The purpose of this report is to update the Committee on the status of the ROPA
addressing Regional Centres and Corridors, and the related consultation process by
outlining:
1. The key policy components of a draft ROPA to advance the Region's desired urban
structure of Regional Centres and Corridors, served by rapid transit.
2. Feedback received from the local municipalities and public.
3. Upcoming consultation opportunities.
3. BACKGROUND
The York Region Centres and Corridors Strategy is the primary action plan to guide the
development of an urban structure based on a network of higher density, mixed use
regional and local centres connected by rapid transit corridors. The Strategy contains
four major action areas: 1) policy; 2) programs; 3) infrastructure, and; 4) financial tools.
The proposed ROPA is the primary policy tool. Reports on centres and corridors at the
GTA and York Region level are also before the Committee on this agenda.
A set of ten policy principles was established and endorsed by Regional Council on
February 20, 2003 to shape the ROPA (see Attachment 1). A staff report dated June 18,
2003 started to set out a policy framework for the ROPA and the associated consultation
process. Since that time, consultation has taken place and the draft ROPA has begun to
take shape with more detailed draft policies. A draft of the policies for Section 5
(Regional Structure and Growth Management) was circulated to the area municipal staff.
A workshop was held on December 1, 2003 with area municipal staff and a great deal of
positive feedback was received with ideas on how to better clarify and implement the
ROPA as outlined in section 4.2 of this report.
4. ANALYSIS AND OPTIONS
The idea of concentrating development in a network of Regional Centres and Regional
Corridors is not a new concept. This was a guiding principle in the development of the
Regional Official Plan ten years ago and has been reinforced by the public several times
since then through consultations for Vision 2026, the Transportation Master Plan, and the
statutory five-year review of the Regional Official Plan in 2002. The Regional Official
Plan Amendment is intended to enhance the Region's urban structure. Changes to
000005
Clause No. 2
Report No. 1
Planning and Economic Development Committee
Chapter 5 will be made to further emphasize and detail the role that Centres and
Corridors have in advancing the Region's urban structure. The highlights are outlined
below and set out in detail in Attachment 2 to this report.
The "inverted-T" shape of the Region's urban area is focused on the Yonge.Street and
Highway 7 corridors, and provides the foundation for building a higher -order transit
system and provides locations for more intense development. More intensive
development supports transit ridership and attracts a mix of higher -density uses needed to
create a more vibrant, city -type environment. Development will not occur all at once, but
incrementally over the timeframe of the Regional Official Plan and beyond as the long
.term vision. It should be recognized that not all lands next to the rapid transit corridors
will be redeveloped at higher densities in the timeframe of the Regional Official Plan.
In order to address this reality, the concept of identifying key development areas is being
introduced in the ROP. Regional Centres are already identified through the ROP as key
locations for intensification. Each of the Regional Centres is currently covered by a
Secondary Plan in the area municipal Official Plans except for Newmarket. Newmarket
Council adopted a report on September 8, 2003 recommending that town staff continue to
work with Regional staff on implementing the Regional Official Plan Amendment
through the upcoming Town Official Plan and Zoning By-law review.
4.1 Regional Official Plan Amendment Highlights
There are two main components to the urban structure: 1) Regional Centres, and 2)
Regional Corridors. The Regional Centres have Secondary Plans in place and
implementation work is ongoing. Newmarket will be addressing their centre in 2004.
Making the Regional Corridors work demonstrates the close linkage of transportation and
land use planning. The York Region Rapid Transit Plan and the Transportation Master
Plan address the transportation needs, while the ROPA ensures supportive land uses in
the Regional Corridors.
The Regional Official Plan is successful and has stood the test of time. This ROPA
introduces several new concepts to address the changing land use requirements of the
Regional Centres and Regional Corridors. A primary concept is the identification of key
development areas along the Regional Corridors. The ROPA also introduces the concept
of density targets partnered with urban design criteria to ensure the right development is
promoted in these key development areas.
4.1.1 Key Development Areas
A fundamental component of the draft ROPA is the idea of choosing the spots along the
Regional Corridors where more intensive development is appropriate, recognizing that
Regional Centres are the primary locations for intensification. There is a great diversity
in the areas along the corridors in terms of existing development, development
opportunities, natural environment, and historical context. It is therefore important that
the Region assist the area municipalities in identifying the different conditions of each
Regional Corridor on a segment -by -segment basis. This should occur in a
._ 000006
Clause No. 2 4
Report No. 1
Planning and Economic Development Committee
comprehensive manner that identifies "Key Development Areas" within these segments,
representing one or more of the following:
• Areas with the greatest opportunity for mixed -use and higher -density development.
• Vacant lands or existing areas in transition.
• Areas assigned early priority for rapid transit facilities and services,
• Areas abutting or adjacent to rapid transit stations.
• Areas of the corridor that intersect with other major transportation routes or facilities.
The identification of "Key Development Areas" where higher -density, mixed -use
development is encouraged will provide clarity as to where infill and intensification will
occur. This in turn will provide some degree of stability to the areas that have not been
identified for intensification.
4.1.2 Secondary Plans
Secondary Plans are primary vehicles for implementing the pedestrian friendly, transit
supportive development in the area municipalities and are excellent tools to facilitate
growth in key development areas. Secondary plans can contain policies which recognize
the unique characteristics of each area and set a detailed policy context for new
development.
A number of secondary plans currently exist for some portions of the Regional Corridors,
may not currently contemplate rapid transit services or supportive development patterns
and densities. It is important to review secondary plans to ensure that they can respond to
the changing context of the Region through a greater emphasis on pedestrian -friendly,
transit -supportive development and intensification. The initial focus needs to be on the
secondary plans containing key development areas defined by the area municipalities.
This may only be a few of the existing secondary plans, but is an important first step in
providing the policy context. The draft ROPA policies provide a number of criteria to
guide the secondary plan reviews, including:
• Ensuring compact built form and uses that promotes transit ridership easily accessible
by pedestrians.
• Provisions for connections by a fine grain of streets and pedestrian links in Centres.
• Minimum density requirements and resident -to -employee targets.
• Development integrated with surrounding land uses and built -form
• Promotion of Centres as focal points for community activity and civic pride.
• High quality pedestrian environment.
4.1.3 Urban Design Principles
A large part of achieving transit supportive development rests with the design of the
buildings, spaces around the buildings, and the connections to the streets. Buildings can
be designed to make it convenient, comfortable, and desirable for pedestrian to get from
the building to the sidewalks and transit stops. The design of the building is also the
primary factor in how well the building fits within an area. Because of the importance of
urban design in achieving good transit supportive development, the draft ROPA has
000007
Clause No. 2 5
Report No. 1
Planning and Economic Development Committee
introduced the new concept of including urban design principles and objectives. A
number of more specific urban design objectives have been proposed in the ROPA as
follows:
• Achievement of pedestrian -friendly development in terms of scale, safety,
connectivity, vibrancy, and sun, shade.and wind. _
• Provision pedestrian connections directly to the street.
• Promotion of street and public space definition through building location and design.
• Achievement of streetscapes that provide a high standard of design in the public
realm
• Achievement of high quality design.
• Ensuring building and parking layout that will allow for future intensification in a
phased manner.
• Parking design and standards that assist in achieving pedestrian friendly, transit
oriented development.
• Provision of transition between existing residential communities and new
development.
4.1.4 Density
The achievement of higher densities in the Regional Centres and Corridors is vital to
ensure adequate transit ridership. Higher densities in these strategic locations will
generate several benefits, including:
• More efficient use of land and infrastructure.
• Generate levels of activity required to make rapid transit viable.
• Provide a wider range of housing and employment opportunities.
• Create more diversity in the Region's economy.
• A more vibrant public realm.
The draft ROPA introduces a density target of 2.5 FSI (Floor Space Index, being the
building area divided by the site area) for the Regional Centres and Regional Corridors to
help achieve these objectives. Higher densities supportive of this target would be first
achieved in the key development areas. Density also goes hand -in -hand with the urban
design principles in achieving transit supportive development. In order to achieve the
densities contemplated by the ROPA, for example, parking has to primarily be in a
structure rather than at grade. Generally the building would also be pushed closer to the
sidewalks since more of the site is covered by building than parking. It is important,
however, that any density target be accompanied with detailed urban design objectives to
achieve good development that enhances the surrounding community.
4.1.5 Infrastructure
The provision of infrastructure and land use intensification is linked together. The rapid
transit infrastructure is needed to support the land use intensification and the land use
intensification is needed to support the transit infrastructure. The provision of other hard
infrastructure such roads, sewers and water -are also important in supporting the Regional
structure of Centres and Corridors. The ROP policies need to recognize this link and
000008
Clause No. 2
Report No. 1
Planning and Economic Development Committee
ensure that infrastructure investment and the Regional Capital Works Program are
supportive of the objectives of achieving this structure. The draft ROPA needs to include
a policy such as;
"Provide support and direction for regional infrastructure investment including:
i rapid transit and transit network
ii road network
iii sewer and water systems
iv streetscaping."
In terms of rapid transit, it is important that the initial redevelopment is in tune with the
Quick Start program and subsequent phases of the rapid transit implementation. Draft
policies are included to reflect this relationship.
4.1.6 Implementation Tools
Current Provincial legislation, and a number of planning and transportation practices
offer a variety of tools that can be used to help achieve the desired Centres and Corridors
urban structure. Many of these tools need to be included in the local Official Plans. The
concept of including a wide array of implementation tools in the Regional Plan is to
support their use and enable the municipalities to pick and choose the ones most
appropriate to their planning policies. The implementation strategies/tools may include:
• Encouraging public investment from all levels of government.
• Using a wide range of innovative financial tools to encourage development consistent
with this Plan including Tax Increment Financing and site specific Development
Charges.
• Providing opportunities for joint development between the transit agency and
developers to encourage and facilitate transit supportive development and the transit
infrastructure itself.
• Promoting transit ridership through controlled parking standards within the Regional
Centre and Corridors including maximum parking standards, parking authorities and
cash -in -lieu of parking under the Planning Act.
• Developing a suite of Transportation Demand Management measures, including the
establishment of Transportation Management Associations.
• The establishment of the Regional Centres as Community Improvement Plan areas
under Section 28 of the Planning Act to assist in the implementation of this Plan.
• The establishment of a development permit framework or pre -zoning based on the
principles of streamlining and promoting development in a cost-effective manner.
• Establishing phasing plans for the build -out of the regional centres.
• The use of Section 37 of the Planning Act to achieve net community benefits which
are supportive of a compact community form
• Innovative polices and programs to provide schools, parks and open space to serve
the Regional Centres, including bonusing and alternative parkland provisions.
Q�QQQ9
Clause No. 2 7
Report No. 1
Planning and Economic Development Committee
4.1.7 Structural Changes to ROP
The section in the ROP pertaining to the Regional Structure currently contains a section
on centres and a section on corridors that each have polices on the different types of
centres and corridors. In order to emphasize the importance of the Regional. Centres and
Corridors, they have been broken out into separate sections that detail their relationship to
rapid transit infrastructure and services in these areas. These components of the urban
structure are the fundamental elements of achieving the transition to city -building in the
Region. The structural changes to the ROP are illustrated in the following Figure 1.
Chapter 5 Policy Structure
5.1 Forecasting Growth
5.2 Community Building (Refined)
5.3 Regional Centres
5.4 Local Centres
5.5 Regional Corridors
5.6 Local Corridors
5.7 Hamlets
5.8 Agricultural Policy Area
5.9 Rural Policy Area
5.10 Mineral Aggregate Resource Areas
5.11 Estate Residential Development
5.12Consents
5.13Resort/Recreational Development
4.2 Consultation
Figure 1 — Structural Chances to
the Regional Official Plan
A thorough consultation process is important in achieving appropriate Official Plan
policies that can drive the Centres and Corridors urban structure. The ROPA needs to
reflect existing ongoing initiatives (Markham Centre Review & Vaughan Highway 7
Land Use Review) as well as provide guidance to future initiatives. There has been a
great deal of consultationto date and there will be more.
The broad consultation accompanying Vision 2026 through the year 2001 engaged the
public with the ideas of managed growth efficiently in urban areas, quality communities
and infrastructure including higher -order transit. From this broader Vision 2026 and
previous 2021 documents came the strategic initiatives of both the Transportation Master
Plan that includes the provision of rapid transit on Yonge Street, Highway 7, the Vaughan
north/south corridor and Markham north/south corridor and the Centres and Corridors
Strategy.
The formulation of the Transportation Master Plan (TNT) also included an extensive
consultation program involving key stakeholders and members of the public. The TNT
provides a comprehensive transportation vision for the Region based on a transit -focused
.1000010
Clause No. 2 g
Report No. 1
Planning and Economic Development Committee
strategic direction largely centred on reducing automobile dependence and moving the
Region towards more liveable communities. The TNT followed the "Master Planning
Process" that integrated the planning of municipal infrastructure requirements with
existing and future land use.
The draft Centres and Corridors Strategy has also been broadly circulated for consultation
and information purposes. The draft Strategy was presented to council in May 2003 and
was circulated widely to private and public agencies throughout the province. A number
of presentations have also been made to groups such as the Urban Development Institute.
All of this work and consultation forms the basis for proceeding with further consultation
specific to the Regional Official Plan policies to implement the Centres and Corridors
urban structure. Regional Council has adopted the guiding set of 10 policies principles
on February 20, 2003 and adopted a further report dated June 18, 2003 setting out a
policy framework for the ROPA reflective of the consultation done to that point.
Regional staff hosted workshops with local municipal staff on February 24 and April 28,
2003 to discuss in detail the ten policy principles for the ROPA, part of an ongoing
consultation process. The session generated excellent feedback for the ROPA process,
and led to a general consensus on the approach and timing for developing new and
enhanced policies. There was also a consensus that the Regional Centres and Corridors
should be the focus of intensive development to support rapid transit. A further staff
workshop was held on December 1, 2003 on more detailed policies. The attached draft
Section 5 was sent out to area municipal staff for review and the comments received are
outlined as follows:
• Percentage of development that occurs within the existing urban area needs to be
looked at further.
• Need monitoring to determine effectiveness of targets.
• Clarification is needed for the hierarchy of centres and corridors within the overall
urban structure.
• Clarify the role of the key development areas and how they are identified.
• Need to be selective of key development areas to be focused on first.
• Need to maintain long term vision.
• Key development areas need to be defined first and then adjust rapid transit stops.
• Density of 2.5 needs to occur through a phased implementation over time - need to
pick initial locations for first phase.
• Provision of infrastructure must be linked to development.
• Specific lands need to be targeted for density in order to achieve the density.
• Priority needed to be given to Regional capital works that support Regional Centres
and Corridors.
• Higher order transit definition needs clarification.
• Employment targets in the centres need to be given careful consideration — there may
be other ways to represent them other than ratios.
6 -66 11
Clause No. 2
Report No. 1
Planning and Economic Development Committee
• Urban design is important for inclusion, but don't want policies to be too prescriptive.
The public consultation process underway for the environmental assessment studies
required for the rapid transit (YRTP) presented an ideal opportunity to engage the public
in the ROPA process as these projects are closely linked. The implementation of rapid
transit along Highway 7, Yonge Street, the Vaughan North/South Corridor and Markham
North/South corridor is a key driver for the fixture success of achieving the Centres and
Corridors urban structure partnered with the Official Plan policies promoting land uses
and density that support the rapid transit. Planning staff attended a number of public
information centres for the YRTP studies in June 2003 and September 2003.
The adopted principles and ideas of enhanced Official Plan policies were presented at
these public information centres and the public response was positive. The idea of
pedestrian -friendly environments was especially well received at these sessions. Many
indicated that they recognized and supported the principles of intensification along the
transitways, but had concerns about the fit of new development with the existing
neighbourhoods.
Further consultation is planned to help shape the ROPA in January through March as
follows:
• A series of public open -houses in Markham, Vaughan, Richmond Hill, Aurora and
Newmarket These open -houses will include and visual displays to fully engage the
public and foster a better understanding of pedestrian -friendly and transit -supportive
development.
• A series of presentations to local Councils if requested; there may be opportunities to
partner with local staff presentations through local initiatives such as the Highway 7
work being done by both Vaughan and Markham.
• an Urban Design Charette to illustrate what different densities could look like and.
illustrate what different urban design principles mean.
• Youth outreach through presentations a schools and other youth forums since the
youth are a large transit users and future transit users.
• a Statutory Public Meeting in May or June 2004.
4.3 Relationship to Vision 2026
Making changes to the Regional Official Plan to achieve the desired urban structure of
centres and corridors will advance the goals of Vision 2026, including "Quality
Communities for a Diverse Population," "Managed and Balanced Growth," and
"Infrastructure for a Growing Region."
5. FINANCIAL IMPLICATIONS
Making changes to the Regional Official Plan to achieve a more compact urban structure
of centres and corridors served by rapid transit will optimize Regional investments in
existing and planned public infrastructure including transit, water supply and wastewater
treatment capacity, and human services.
Clause No. 2 10
Report No. 1
Planning and Economic Development Committee
Innovative financial approaches must also be explored to ensure that transit -supportive
land use is advanced in tandem with transportation investments. The Region's public -
private partnership to implement the YRTP, in particular, represents upwards of $4
billion in rapid transit investments over the next 30 years. This and other capital -intensive
investments in public infrastructure and related services must be supported by an efficient
and effective urban structure.
The ROPA process is just one of the tools being used to advance our desired urban
structure and support our related investments, including rapid transit. Forming a larger
framework for the ROPA and other initiatives is the Region's Draft Centres and
Corridors Strategy endorsed by Council. This Strategy is currently under development
and will put into action a suite of programs, infrastructure and financial tools to leverage
investments in our urban structure.
6. LOCAL MUNICIPAL IMPACT
Local municipal planning staff are taking an active role in determining the scope and
direction of the future ROPA and will continue to be key stakeholders throughout this
ongoing process.
The local municipalities have made significant strides in city -building to support the
desired urban structure of Regional Centres and Corridors linked by rapid transit. The
Regional Official Plan can assist local municipalities continue this progress. The ROPA
will provide clear and supportive policy to bolster city -building at the local level, which
occurs through local official plans, zoning by-laws, site plan controls and programs. The
Regional Official Plan, therefore, should not only shape but also strengthen local
planning policy.
7. CONCLUSION
The Regional Official Plan has proven to be an effective tool in managing growth and
directing infrastructure investment, since its adoption in 1994. Our urban structure of
Regional Centres and Corridors has played a key role in this success. This structure needs
to be refined further to support the upwards of $4 billion investment and long term
planning required to implement the YRTP over the next 30 years. Local planning policies
to advance city -building also warrant strong support through Regional policies, programs,
infrastructure and financial tools.
This report outlines more refined policy principles, local municipal feedback and a public
consultation plan that will form the basis of a ROPA to refine our urban structure. A
further refined ROPA will be presented to Planning and Economic Development
Committee in the first half of 2004 and a statutory public meeting will also be scheduled
for the first half of 2004,
'000013
Clause No. 2 11
Report No. 1
Planning and Economic Development Committee
The Senior Management Group has reviewed this report.
(A copy of the attachments referred to in the foregoing are included with this report and are also
on file in the Office of the Regional Clerk.)
Attachment 1
Council Report Attachment
Policy Principles
Regional Council on February 20, 2003 adopted ten policy principles to shape a ROPA
aimed to further strengthen policies thatdirect growth and transit enhancements to the
Region's network of centres and corridors.
These ten policy principles are:
1. The Region should promote and encourage appropriate development in the Regional
Centres and Corridors in support of large public investments in rapid transit.
2. A sustainable urban structure needs to be reinforced which includes a connected
hierarchy of centres and corridors.
3. Investment in public buildings, community facilities and human services needs to be
supportive of the urban structure hierarchy and strategic focal points.
4. Development should be transit supportive with the highest densities located in the
Regional Centres. Overall densities in the Regional Corridors and centres should
achieve an average overall density of 2.5 FSI.
5. Development in the Regional Centres should provide the broadest land use mix
including a variety of housing types, range of employment opportunities, human
services and entertainment uses.
6. Key development opportunities should be identified within the Regional Centres and
Corridors.
7. Stable residential communities should be supported.
8. A high quality of urban design should be promoted, which achieves a pedestrian
friendly, transit oriented development form. The development of urban design
guidelines for both the Regional Centres and Corridors can achieve this.
9. Development should be facilitated through a streamlined process using innovative
policies, programs and financial tools to ensure implementation.
10. The timing and delivery of appropriate infrastructure should be considered through
the development process.
Attachment 2
Council Report Attachment
Proposed ROPA to reflect an enhanced urban structure of Regional
Centres & Regional Corridors served by rapid transit
Chapter 5 Policy Structure
5.1 Forecasting Growth
5.2 Community Building (Refined)
5.3 Regional Centres
5.4 Local Centres
5.5 Regional Corridors
5.6 Local Corridors
51 Hamlets
5.8 Agricultural Policy Area
5.9 Rural Policy Area
5.10 Mineral Aggregate Resource Areas
5.11 Estate Residential Development
5.12Consents
5.13ResorURecreational Development
5.2 Community Building
DRAFT — November 18, 2003
Proposed changes:
Underscore indicates new
policies
Communities are a fundamental building block of this Plan. Communities are much more
than the architecture of buildings and the design of neighbourhoods.
Communities are places where people interact, learn, work, play and reside. Excellence in
community design is essential to creating a physical place where people have the
opportunities and choices required to lead rewarding lives.
York has a tradition of tightly knit villages with mainstreets, community activities and
places to work, live and play. The challenge in many ways is to include some of these
proven elements in creating new communities. The creation of new communities also
needs to complement an urban structure that provides a series of strong Regional Centres
linked by Corridors servingthe he Region as a whole.
Complete communities are healthy communities that incorporate principles of safety,
accessibility, high quality urban design, adequate human services and choice for all
citizens. Growth will require investment in infrastructure including human services.
Communities are places that protect and enhance the natural environment and foster
economic vitality. The policies of this Plan are intended to promote communities that are
diverse and self-contained with opportunities to work, enjoy recreation and be housed.
They are designed so that effective transit systems can be operated and so that people
have the choice of walking and bicycling throughout the community and beyond. Policies
are also included to encourage well designed streets and building locations that create
vibrant, pedestrian -friendly, transit -oriented streetscapes.
The municipalities in York Region are at different stages in preparing detailed community
plans for their settlement areas. Consequently, the urban areas defined on Map 5 are not
extensive enough to accommodate the 2026 forecasts in Table 1. Further community
planning in accordance with the Plan may result in amendments to Map 5.
These characteristics are detailed in the community development criteria that follow. The
policies of this section also identify clear boundaries for urban areas, require new
communities to be planned for large contiguous areas, encourage carefully planned
intensification and require comprehensive study before any urban expansion by amendment
to this Plan.
Objective
To develop diverse, self-sufficient, accessible, safe, green, economically
vibrant, pedestrian -oriented, accessible communities through excellence in
planning and urban design.
It is the policy of Council:
1. That the majority of growth be directed to the urban areas identified on Map 5.
2. That area municipalities, in cooperation with the Region, are required to develop
and monitor growth management strategies prior to the expansion of the urban
areas shown on Map 5 and/or major growth in towns and villages. These growth
management strategies shall be implemented through official plans and secondary
plans and are to be based on the policies of this Plan including:
a) incorporation of the centres and corridors structure of this Plan;
b) promotion of infill and redevelopment that shows consideration for the
existing built -form of the community through appropriate building design and
massing;
c) provision for efficient and compact communities;
d) an assessment of the amount and distribution of the rural population; and
e) assurance that travel demand and transportation facilities with an emphasis on
public transit are kept in balance over time through the planning and
development review/approval process at the local and regional level and in
cooperation with adjacent jurisdictions.
00001'7
3. To require an amendment to this Plan for any expansion of the urban areas
identified on Map 5. Such amendments shall be adopted by Regional Council only
if they are consistent with the following:
a) regional population and employment forecasts;
b) the need for expansion relative to other lands available for development in the
area municipality;
c) the role of the new development lands identified in area municipal growth
management strategies;
d) the capability of the area municipality to provide growth within the urban area;
e) an analysis of options for growth direction and sequencing with respect to
environment, agriculture and the implications on the availability of servicing
including water, sewer, road and transit networks and human services;
f) the protection of and integration with the Regional Greenlands System;
g) the amendment is large enough (i.e. a concession block) with clear and
identifiable boundaries, such as concession roads, major natural features, rail
or major utility corridors, to assess the creation of new communities at the
regional level;
h) the role the new development lands have in supporting an urban structure of
centres and corridors with transit supportive densities: and
i) the other policies of this Plan.
4. To target a minimum 2G% 30°!o of the Region's forecasted population increase to
existing built-up portions of urban areas, towns and villages in keeping with the
centres and corridors structure of this Plan and by redevelopment of under-utilized
areas and areas in transition.
5. These strategies should identify minimum five year phasing programs for the
logical, efficient and contiguous progression of development based, among other
things, on capital works programs and the efficient provision of water, sewer,
public transit, roads, schools and other human services.
6. To promote civic centres in locations with good transit access as a focus for
community activities and events and to help foster community identity. For
example, the creation of civic centres in Vaughan and East Gwillimbury are
important components of the municipalities'growth management strategies.
7. To require the preparation of comprehensive secondary plans by way of area
municipal official plan amendment for new areas of development within the urban
areas shown on Map 5, based on the following:
a) the plans are generally for large contiguous blocks of land, approximately
concession blocks of 400 hectares (1,000 acres);
b) the areas encompass one or more communities;
c) the development provides for a broad range of housing types in the community at
overall transit -supportive densities;
,000018
d) the development includes continuous mid -concession block collector roads that run
both north -south and east -west where possible and/or a grid system of roads;
e) the distance to a transit stop of generally no more than 500 metres (a 5-10 minute
walk) for 90% of the residents and no more than 200 metres for 50% of residents;
f) community design to support the system of centres and corridors as identified in
this Plan;
g) community design around a focal point or community or civic centre;
h) a mix of uses in order to improve the possibilities for working and living in close
proximity;
i) a system of walkways and bicycle paths link the community internally and
externally to other areas;
j) the incorporation of the Regional Greenlands System into the community plan and
the inclusion of pedestrian -accessible green space and local parks;
k) community design that emphasizes public access and safety;
1) the completion of an environmental analysis which includes examination of natural
functions, attributes and linkages, as well as cultural heritage resources;
m) an assessment of human development needs including education facilities, safety,
social and health facilities, arts, culture and recreation facilities;
n) a road system which is linked with the regional road system and is generally
designed to incorporate road patterns that offer a choice of routes and flexibility;
o) population and employment targets for the area municipality; and
p) the completion of a transit plan for the planning area which includes how the area
will be serviced by transit and how transit service will be integrated with the
regional rapid transit system and GO Transit rail services
q) urban design criteria to ensure a high quality urban that addresses but is not limited
to the following:
i) street definition through building location and design
ii) relation of building to open space
iii) pedestrian movement and connection
iv) building design compliments existing neighbourhoods
v) pedestrian scale and amenity
r) other policies of the Plan.
S. That major growth in towns and villages identified on Map 5 be governed by
secondary plans based on the following criteria:
a) sewer and water services are available to accommodate the proposed growth;
b) the planning area is sufficiently large to take a long-term view of the community;
c) the plan considers the entire town or village and integrates the new development
area into the existing community; and
d) the plan meets criteria c), d) and f) through p) in Policy 5.2.7.
9. To encourage municipalities to prepare secondary plans to guide redevelopment of
areas in transition or areas that are under-utilized in keeping with the policies in this
section.
000019
10. To consider the impact and compatibility of potentially conflicting land uses on each
other and thesurrounding area including the assessment of noise impacts for land uses
adjacent to arterial road and highway facilities.
11. To support area municipalities in their efforts to ensure that urban design plans, site
plan submissions and/or zoning regulations promote pedestrian -friendly and transit -
oriented streetscapes. The Region will support the area municipalities in their efforts
to ensure access to buildings and public spaces by the disabled.
12. That the Region work with area municipalities in the completion of comprehensive
growth management studies including the Growth Management Study Areas shown on
Map 5 which address the policies and criteria of the Plan.
13. That the Region work with the Town of Richmond Hill in the completion of the
growth management study of the entire municipal area, taking into account the
existing urban service areas boundaries and levels of development presently in the
urban fringe area.
14. The Township of King has adopted Amendment 54 — a Community Plan for the King
City community. This Community Plan establishes population projections for the
community of 10,000 persons to 2016 and 12,000 persons to 2021. The boundaries of
the Community Plan and service area are fixed for the planning period.
In accordance with the policies of Amendment 54, new urban development in the
Community is to be serviced on full municipal water and sanitary sewer services
through an extension of the York DurhamServicing Scheme. It is recognized that
extending the York Durham Servicing Scheme is only intended to service the
Community of King City and not to provide the additional capacity for urban uses
outside of the community plan.
Notwithstanding the foregoing, the service area may be extended to provide sewage
capacity for lands designated "Institutional' in the Township of King Official Plan
which abut the boundary of the King City Community Plan and which are occupied by
Seneca College and the Country Day School for the institutional uses on those sites
where those uses meet the following criteria:
a) that the private sewage system(s) for the institutional use has reached its capacity
and requires extension enlargement or improvement to meet environmental
standards appropriate for the size and type of use;
b) that the financial costs for the extension are borne entirely by the institutional use
and,
c) that all other approvals required by the Township and the Region of York and
other agencies are met.
However, no extension of the system shall be considered for any non -institutional use.
�; 000020
Prior to the commencement of the capital works associated with the sewage
infrastructure related to the extension of the York Durham Servicing Scheme to King
City, the Regional Municipality of York shall have entered into the appropriate Fish
Habitat Compensation Plan with the Ministry of Natural Resources and the
Department of Fisheries and Oceans.
15. To work with the Town of Georgina to address environment and development issues
as well as servicing implications along the Lake Simcoe shoreline.
16. To work with the Town of Markham to identify additional urban areas beyond the
Town's identified 20 year urban area designation shown on Map 5, consistent with the
Table 1 forecast.
17. The Town of Whitchurch-Stouffville has adopted Amendment No. 101, a Community
Plan for the Stouffville community. This Community Plan establishes a population
target of 24,500 persons for the year 2021. The boundary for the urban serviced area
within the community plan is fixed for the planning period and is shown on Map 5.
In accordance with the policies of Amendment No. 101, new urban development in the
Community is to be serviced on full municipal water and sanitary sewer services
through an extension of the York Durham Servicing Scheme. It is recognized that
extending the York Durham Servicing Scheme is only intended to service the urban
serviced area of the Stouffville Community and not to provide additional capacity for
urban uses outside of this boundary
18. That the Town and Village designation, west of Woodbine Avenue, north of Baseline
Road in Georgina, known as Maple Leaf Village Estates, corresponds to the approved
Town of Georgina Official Plan Amendments 10, 11 and 12.
5.3 Regional Centres
�Rl7TJ!!T!lTJPfi
000021
It is the intent of this Plan to identify Regional Centres and provide for a hierarchy of
Local Centres that can act as a focus for public- and private -sector investment. Centres
make effective and efficient use of existing and proposed infrastructure. Centres can
create greater identity for the Region and the area municipalities. It is intended that centres
include a broad mix of uses, be compact, pedestrian -meted -friendly, transit -oriented,
safe and accessible.
Regional Centres should have the highest concentration and intensity of uses in the
Region. The feur regionaleeffiresidentified ea Map c are stfategie lly leeated wit :
;nsity and
naediuni
*h density develepnient. This plan identifies four strategically
located Regional Centres with access by major roadways and transit, as shown on Mao 5:
Newmarket Centre in the north Vaughan Corporate Centre in the west. Markham Centre
in the east and Richmond Hill Centre in south. Together, and connected by Regional
Corridors these four centres are the foundation of the Region's urban structure. These
areas would be a are to be a focus of business, government, entertainment and culture
within the Region with complementary medium -density and high -density development.
T additien to regiamd this Pl., pfe,:.i„ fe a series ofurban ntr and leeentres
1. wetild b identified ia area e,l..1 plans. Ui-7b . entr a fb .. ed
eAstiaD
wouldeentfes b served 1,J ..FC,.e nt tr eften ntr een have Wsterie
str-eetseaes
r
1, should.i e be retained nnh urban ed. Nb ereated asheeal eentres serve towns and es as well as fur -a! and
-F-i-altural areas. Lee-1
O b
YY J
.. to build o and broaden existing residential, eefpAnereial d
TWs Nefafehy ef regional and urban eentres is eanneeted by a system of transit eeffiders,
The Regional Centres will have the highest concentration and variety of land uses in the
Region —becoming theprimary destinations for residents businesses and visitors to live,
work flay and learn Regional -scale commercial employment entertainment and
government facilities within walking distance of compact higher -density housing and
transit services will be located here Regional Centres place emphasis on growth in an
urban setting and reinforces the preservation of agricultural land, rural landscape and
natural areas.
000022
Development in the Regional Centres will be supported by the early implementation of
rapid transit services -in the Yonge Street and Highway 7 corridors, in the Vaughan
Corporate Centre -York University corridor, and in the Warden Avenue corridor linking
Markham Centre with the Toronto Transit Commission subway system to the south
It is recognized that Regional Centres will evolve over time to meet the needs of a
growing and changing Region. The four regional centres will become more established
beyond the life of this Plan to further add to the sustainability of the Region's natural
environment, economic vitality and the health of our communities.
The establishment of a strong centres and corridors urban structure will promote growth
that can contribute to a high quality of life through efficient transportation and transit,_
systems, water and sewer systems and accessible schools and hospitals.
In addition to Regional Centres, this Plan provides for a series of ..� local
centres that would be identified in area municipal plans.
Objectives
To create a well -designed system of regional centres to focus residential,
institutional and business activities and recognize the long term vision of
achieving thriving regional centres, served by rapid transit.
It is the policy of Council:
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000024
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I) To support a well-defined urban structure of Regional Centres and Regional
Corridors. This will be achieved through implementation of a Centres and Corridors
Strategy that includes a suite of policies, programs, infrastructure and financial tools.
2) To recognize that the influence of Regional Centres and corridors extends beyond
the urban area, having a region -wide impact. Focusing the most intensive and
higher -order land uses in these areas helps preserve agricultural land, protect and
enhance the natural environment, optimize the use of infrastructure, create
transportation choices, and improve economic competitiveness and increase
opportunity for investment and development.
3) To recognize that the Regional Centres of Newmarket Centre, Vaughan Corporate
Centre, Markham Centre, and Richmond Hill Centre as identified on Map 5 are the
major focal points for urban development in the Region, and are intended to support
a concentration of emplovment, residential, cultural and government functions in an
intensive land use form
4) That densities should be highest within the Regional Centres and should support an
overall density target of a Floor Space Index of 2.5 in the Regional Centres and
Regional Corridors.
5) That the development in Regional Centres will balance employment and residential
growth and be supported by parks, open space, and community facilities appropriate
for an intense urban setting.
I
6) That Regional Centres will be promoted as the primary locations for mixed -use
developments including a variety of residential, institutional and employment uses
and live -work opportunities.
7) That a variety of hig her density housing types will be directed to Regional Centres
to service all housing needs including affordable and assisted housing.
8) That Regional Centres should be the primary and priority locations for public
investment including public buildings and investment supporting community facilities
and services Major Regional buildings and facilities will be located in the Regional
Centres. The municipalities will be encouraged to locate major public buildings and
facilities in the Regional Centres.
9) Area municipalities will undertake the review of their Official Plans as required by
the Planning Act The Secondary Plan for the Regional Centres should be
established or reviewed to:
a) Ensure appropriate planning policy, urban design principles provision of
infrastructure and provision of appropriate human services are in place as
follows:
i. Building form and use shall promote transit ridership through urban
design, scale, densities, land use mix and location:
I Development is connected by a fine grain of streets and pedestrian links
that provide direct access to rapid transit routes:
iii. Regional Centres should be compact in form and provide for high
density development:
iv. Plans should contain minimum density requirements, consistent with
Policy 5.3.4 of this Plan:
V. Priority for residential development other than low density should be
ziiygp:
vi. New development shall be integrated with surrounding land uses and
built -form through appropriate scale, design and use:
vii. Regional Centres should permit the greatest mix of uses within the
municipality including residential, institutional, retail, office and human
service uses:
viii. Rapid transit facilities should be easily accessible to pedestrians
ix. Regional Centres shall be designed to be serviced by rapid transit:
X. Regional Centres should create focal points for community activity and
civic pride:
xi. Provision should be made for public gathering places, streetscaping and
planting to enhance the pedestrian environment-,
xii. Connections with the local and Regional greenland systems including
parks bicycle and pedestrian systems and natural features shall be
provided:
12
xiii. Regional Centres should be designed so that they can evolve and
intensify beyond the period of this Plan:
xiv. Specific employment targets should be identified and should contribute
to a minimum target resident -to -employee ratio of 1:1:
xv. Ensure that ground -floor uses of mixed -use buildings enhance the
vibrancy of the street:
xvi. Provide locations for human services that meet Region -wide needs: and
xvii. recognize and protect the cultural heritage resources in the Regional
Centre.
b) Promote the creation or review of urban design guidelines with the assistance of
the Region to achieve:
i. pedestrian -friendly development in terms of scale safety, connectivity,
vibrancy, and consideration of sun, shade and wind;
ii. development that provides pedestrian connections directly o the street;
iii. street and public space definition through building location and design;
iv. streetscapes that provide a high standard of design in the public realm;
V. high quality design;
vi. building and parking layout that will allow for future intensification in a
phased manner;
vh. parking design and standards that assist in achieving pedestrian friendly,
transit oriented development; and
vin. a transition between existing residential communities and new
development that applies appropriate scale and design of buildings,
including step -backs or terracing. Appropriate building heights and
setback requirements shall be promoted in the area municipal plans and
implemented in the area municipal zoning by-laws.
0 Provide support and direction for regional infrastructure investment including_
i rapid transit and conventional transit network:
ii road network; and
iii sewer and water systems
12. To support the Town of Newmarket in the preparation of a Secondary Plan for the
Regional Centre. The area municipality shall have the primary responsibility
the preparation of this plan.
13. To support development in the Regional Centres by the earlv implementation of
rapid transit services in the Yonge Street and Highway 7 corridors, in the Vaughan
Corporate Centre -York University corridor, and in the Warden Avenue corridor
linking Markham Centre with the Toronto Transit Commission subwav system in
Toronto to the south.
00002
13
14. That the area municipalities in partnership with the Region shall develop
implementation strategies for the policies of the Secondary Plans, which may
include:
a)
encouraging public investment from all levels of government:
b)
using a wide range of innovativefinancial tools to encourage
development consistent with this Plan including Tax Increment
Financing and site specific Development Charges:
c)
providing_ opportunities for joint development between the transit
agency and developers to encourage and facilitate transit supportive
development and the transit infrastructure itself:
d)
promoting transit ridership through controlled parking standards within
the Regional Centre including maximum parking standards, parking
authorities and cash -in -lieu of parking under the Planning Act:
e)
developing a suite of Transportation Demand Management measures,
including the establishment of Transportation Management
Associations:
f)
desi ng_atinu Regional Centres as Community Improvement Plan areas
under Section 28 of the Planning Act to assist in the implementation of
this Plan:
g)
establishing a development permit framework or pre -zoning based on
the principles of streamlining and promotingdevelopment evelopment in a cost-
effective manner:
h)
establishing phasing121ans for the build -out of the regional centres.
recognizing that the build -out may occur beyond the life of this Plan:
i)
the use of Section 37 of the Planning Act to achieve net community
orm:
benefits which are sportive of a compact communityform:
j)
innovative polices and programs to provide schools parks and open
space to serve the Regional Centres, including bonusing and alternative
parklandprovisions.
15. The location
and quantity of parking should be Manned in such a manner that
minimizes surface parking in favour of above- or below -grade parking structures.
16. Development should be monitored to determine the effectiveness and
appropriateness of existing policies and practices for the planning and
iinlementation of Regional Centres.
17. The delivery of transit services shall support the development objectives of this
Plan.
18. Priority shall be given to infrastructure improvements in Regional Centres and
Corridors.
00,0028
14
5.4 Local Centres
Local centres are concentrations of residential, human service, commercial and office
activities that serve the adjacent community. These centres are designed to function much
like Regional Centres, but on a much smaller scale. Rather than serving the entire Reo�; on
a Local Centre usually serves the community located immediately around it.
The smaller scale and shorter reach of Local Centres does not diminish their importance to
the Region's urban structure. Local Centres play a supporting role to Regional Centres,
and contribute to the vitality of their surrounding communities.
Local Centres can vary from small areas adjacent to old mainstreets to intensive clusters of
buildings in new communities. Local Centres may naturally evolve as settlement areas
mature. Many centres exist in the Region already. These centres often have historic
streetscapes that should be retained and enhanced. Centres have existed on the
mainstreets of Newmarket and Thornhill for over 100 years. The mainstreets of Stouffville
and Sutton have long served the needs of the surrounding settlements and agricultural
communities.
Local Centres may accommodate more growth and a broader mix of uses provided Local
Centres are served by efficient transit services. New Local Centres may be created as part
of the community development process defined in Section 5.2.
Objective: To create a series of local centres that provide a concentration
of residential, business and institutional activities for the surrounding
community.
It is the policy of Council to:
1. To require municipal official plans to identify the locations of local centres in the
communities of Newmarket, Aurora, Richmond Hill, Thornhill, Unionville,
Markham Village, Woodbridge, Carrville, Velore Village, Maple and Keswick and
other local centres as determined by the area municipality. [renumbered from
5.3.41
2. Local Centres that are wholly or partially located on rapid transit corridors will
also be subject to the Regional Corridor policies of Section 5.5 of this Plan
3. That area municipalities prepare plans for these Local Centres that address the
following criteria: [renumbered from 5.3.51
{ 0Q0019
15
a) the Local Centres should permit a range and mix of uses within the
municipality including residential, community, institutional, retail, office and
human service uses; [renumbered from 5.3.2(c)l
b) transit facilities should be easily accessible to pedestrians; [renumbered from
5.3.2(d)l
c) local Centres should create focal points for community activity and civic pride;
[renumbered from 5.3.2(e)]
d) local Centres should be integrated with the local greenlands systems, including
local parks, bicycle and pedestrian systems and local natural features;
[renumbered from 5.3.2(fll
e) local Centres should provide for pedestrian plazas, streets, and/or parks and
promote a pedestrian environment; [renumbered from 5.3.2(g)l
f) the areas around the Local Centres should relate and contribute to the vitality
of the Local Centre; [renumbered from 5.3.2(h)l
g) the specific location and boundaries of the urban centres should be identified
using approximately 30 hectares (75 acres) as the focus of the urban centre;
[renumbered from 5.3.56)1
h) the size of the Local Centre and the context for development should be in
relation to the surrounding community and corridors; [renumbered from
5.3.5(c)1
i) permitted uses within Local Centres should be similar to those permitted in
Regional Centres with greater emphasis on residential and local employment
uses; [renumbered from 5.3.5(d)l
j) local Centres should comprise the highest density and mix of uses when within
urban areas, with the exception of Regional Centres; [renumbered from
5.3.5 e
k) specific employment targets should be identified and contribute to a minimum
target resident -to -employee ratio of 1:1; [renumbered from 5.3.5(f)]
1) local Centres can vary in size, scope, role and function; [renumbered from
5.3.5601
m) the location of Local Centres should be in the immediate vicinity of the
highest -capacity roads and highest capacity transit service; the road pattern
should be composed of a hierarchy of roads, progressing downwards from
these intersections, into areas that are progressively less dense and contain less
mixed use; [renumbered from 5.3.5(h)l
n) promote their development as focal points for local and regional transit•
o) plans for existing Local Centres should identify intensification targets for
development; [renumbered from 5.3.5(i)l
p) plans should also examine methods to reduce or slow down traffic within the
centre, as well as improvements to local parking in support of local business,
particularly through the development of higher -density development that may
provide opportunities to create below -grade public parking when in urban
areas; and [renumbered from 5.3.5(i)l
q) where cultural heritage resources exist in centres, they should be conserved, if
possible. [renumbered from 5.3.5(k)l
yn1 ^k�'! 1,S4 600030
IGl
4. That all Local Centres be serviced by transit within the lifecycle of this Plan, and
connect to the planned rapid transit services in the Yonge Street and Highway 7
corridors.
5. To support the development of Local Centres by giving priority to transit and
infrastructure improvements in these areas. frenumbered from 5.3.61
6. To encourage area municipalities, as part of planning Local centres, to revitalize
and preserve traditional mainstreet areas by conserving cultural heritage resources
and reinforcing the character of the mainstreet.. [renumbered from 5.3.71
7. That area municipalities be supported in their planning for the Local Centres of the
communities of Sutton, Pefferlaw, Mount Albert, Holland Landing, Sharon,
Stouffville, Nobleton, Schomberg, Kleinburg, Ballantrae/Musselman Lake and
King City. That plans for these Local Centres should meet the following criteria in
addition to the applicable criteria of Section 5.4.3:
a) identify the area of the commercial core;
centre;
c) protect the significant natural features of the community such as rivers, lakes, etc.;
d) preteet the eultufal hefitage reseurees of the area-,
e) recognize the potential for commercial and tourist activity;
g) recognize the servicing capacity of the community, and
h) provide human services for surrounding rural and agricultural areas.
5.5 Regional Corridors
aaQo�s
17
Yonge Street and Highway 7 extend to the four comers of the Region, linking the
Regional Centres and connecting it to the rest of the Greater Toronto Area and beyond.
These corridors also have great potential for more intensive and mixed -use development,
which will be served by rapid transit.
The Regional Corridors form the key connections between the Regional Centres. These
corridors are considered the main arteries of the Region's urban structure. They provide
for the movement of people and of goods between the Regional and Local Centres to
support their vitality. Major Road and transit networks also intersect along these
corridors to create opportunities for "sub -centres" or "inter -modal nodes" between the
Local and Regional Centres. These areas may be identified as Key Development Areas in
local official plans consistent with the policies of this Plan
This Plan promotes a comprehensive overall view of the corridors identified on Map 5 as
a linking and unifying element in the Region that provides a transit system connecting to
the larger Greater Toronto Area. In addition to Yonge Street and Highway 7, a Vauggh
North -South Corridor and Markam North -South Corridor form part of the broader
Regional Corridor svtem The Vaughan North -South Corridor will provide a rapid
transit connection between the Vaughan Corporate Centre, York University and the
Toronto Transit Commission subway (Downsview station on the Spadina Line). The
Markham North -South Corridor will provide a rapid transit connection between Markham
Centre and the Toronto Transit Commission subway (Don Mills station on the Sheppard
Ling ,
Yonge Street is unique as a Regional Corridor — serving as the historical spine for over
200 years of development history north of Toronto traversing the Oak Ridges Moraine.
OrigtinaHy with its stagecoach service and then radial rail, Yonge Street linked the many
historical villages and towns northward to Newmarket and beyond. Existing pohcies and
programs pertaining to Yonge Street should be reviewed to ensure that the historical
character and natural heritage unique to this corridor will be enhanced throughout the
development lifecycle and the implementation of planned rapid transit services.
Highway 7 has a different history than Yonge Street — beginning at a time when its
primarypumose was the movement of automobile and truck traffic as a former Provincial
Highway. The vision for Highway 7 is the evolution of this once auto -dominated highway
to a human -scale "mainstreet" with compact and pedestrian -friendly development served
by rapid transit The identification of key development areas along the various segments of
this corridor is the first step in moving toward the vision for Highway 7.
Regional Corridors are not uniform across their entire length. The character and pace of
change varies dramatically. From historical main streets to vacant land to modern higher -
density buildings, there are a variety of conditions that make-up the character of each
00€,032
ow
Regional Corridor. These conditions can be classified three ways: 1) " greenfield,"
representing vacant development -ready lands: 2) "second generation," comprising
developed sites ideal for new and intensified development: and, 3) areas unlikely to change
much at all, like historical areas and environmentally sensitive features like the Oak Ridges
Moraine.
These corridors are at different stages in the development lifecycle and should be subject
to specialized policies and programs that recognize this. These should provide incentives
for redevelopment in appropriate areas, while maintaining the character and integrity of
areas where little change is expected.
Objective: To achieve vibrant active corridors that support public transit
and link Regional Centres.
It is a policy of Council:
To require Official Plans for Aurora, Newmarket, Vaughan, Richmond Hill and
Markham to identify Regional Corridors in accordance with the locations identified
on Map 5.
11.6
-
W.
000033
19
2. To require the Official Plans for the area municipalities identify the major transit
spines: Yonge Street from Steeles Avenue to Davis Drive; Highway 7: the
Vaughan Corporate Centre to York University North -South link, and; the
Markham North South link at Warden Avenue.
3. That the Region assist the area municipalities in identifying the different conditions
of each Regional Corridor on a segment -by -segment basis. This should occur in a
comprehensive manner that identifies Key Development Areas within these
segments representing one or more of the following;
a) areas with the greatest opportunity for mixed -use and higher -density
development:
b) areas assigned early priority for rapid transit facilities and services;
c) areas abutting or adjacent to rapid transit stations, and;
d) areas of the corridor that intersect with other major transportation
routes or facilities.
4. That the Key Development Areas identified according to Policy 5.5.3 of this Plan
serve as places where higher -density and mixed -use development is encouraged.
This will provide clarity as to where infill and intensification will occur.
5. That area municipal policies direct new employment and mixed -use development
to Key Development Areas within 500 metres of existing and planned conventional
transit and raid transit stops with the highest densities within 200 metres of transit
stops,
6. That rapid transit stations along the corridors will be supported by higher density
development and/or unique public destinations such as historic mainstreets and
public facilities.
7. That rapid transit services should be initiated as early as possible in the Regional
Corridors to encourage development and redevelopment in these corridors.
000034
20
0
Regional Centres combined.
9. To assist the area municipalities in developing urban design guidelines for the
various segments of the Regional Corridors, consistent with Policy 5.3.9.b) of this
Plan.
10.,To explore opportunities with area municipalities and related agencies to trench
public utilities such as hydro wires.
11. To explore opportunities with area municipalities to provide sidewalks and lighting
in the street right-of-way in order to enhance the visual appearance of the
streetscape.
12. Area municipalities will undertake the review of their Official Plans as required
under the Planning Act and establish or review existing secondary plans that
include segments of the re iog nal corridors, consistent with the following`
a) identify the role and function of the seconder elan area;
b) promote transit ridership through urban design; scale, land use mix and
location:
c) appropriately integrate new development with existing development to
maintain and enhance historical mainstreets:
d) recognize and protect the cultural heritage resources:
e) buildings shall be oriented to the street to create a consistent setback and
building form adjacent to the street right-of-way;
f) building design should set a high standard of urban design
g) buildings and sites shall be designed to achieve accessibility in terms of transit,
pedestrians, cyclists and persons with disabilities:
h) contributes to the overall mix of commercial, housing, employment and
institutional uses in the Regional Corridor:
i) complies with the Regional Streetscape Policies:
j) identifies Key Development Areas within the regional corridor segment,
consistent with Policy 5.5.4 of this Plan:
k) identify the existing areas which will not redevelop in the near future but have
redevelopment potential in the longterm
erm:
1) provide for public gathering places, streetscaping and greening supportive of
the pedestian environment and integrated with the local and Regional
greenland systems including parks, bicycle and pedestrian systems and natural
features:
m) appropriately integrate with and transition to the surrounding land uses and
bulk form through scale, use and design, and:
n) other policies of this Plan.
21
of regional corridors.
14 That the delivery of transit services shall support the development objectives of this
Plan.
15 To assign priority to Regional infrastructure improvements in regional corridors
16. That the area municipalities, in partnership with the Region, shall develop
implementation strategies for the policies of the secondary plans reviewed or
developed under Policy 5 5 13 of this Plan. These strateg ies.will be consistent with
Policy 5.3.14 of this Plan.
17 Priority for residential development other than low density should be given.
18. That all new development shall either front or flank the Regional Corridor roadway.
New backlots are not permitted.
5.6 Local Corridors
A system of arterial roads and provincial highways crisscross the Region linking
communities together. In the urban areas of the Region certain arterials or corridors have
the potential to link regional and local centres by efficient transit services. These corridors
also have great potential for more intensive mixed -use development, which would be
supported by transit services.
Some of these corridors may be identified as routes for rapid transit services and facilities.
In such cases the regional corridor polices in Section 5.5 of this Plan shall apply to these
segments.
Local corridors located in existing and proposed urban areas have great potential for new
residential and employment growth at densities that would make frequent transit service
possible. The appropriate level of density will depend on site -specific circumstances and
the nature of development along and adjacent to the corridors.
Obiective: Promote opportunities for residential and employment growth
and intensification along local corridors serving the local communities.
It is the policy of Council:
1. That development and redevelopment in the corridors address the following criteria:
h) identify the function of each section of the corridor;
22
i) establish a range of residential unit types, tenures and commercial uses, including
retail, offices and services;
j) establish density and performance standards to encourage mixed -use residential
and commercial building forms, in addition to single -use buildings, with particular
attention to creating public spaces at grade;
k) establish consistent setback provisions to encourage a continuous building form
adjacent to the street right-of-way;
1) establish site -specific parking requirements that recognize the level of planned
transit service and the need for residential and commercial activities; as well, to
encourage the provision of alternatives to street parking along the street frontage,
for example, underground or parking at the rear with appropriate screening;
m) encourage pedestrian activity through the arrangement and design of a
development and streetscaping; and
n) observe the streetscape policies in Section 5.2.
2. That major new development or redevelopment proposals on corridors be evaluated in
terms of the policies of this section of the Plan.
3. That area municipal policies concentrate new employment within 200 metres of transit
stops.
:... ._................
5. To encourage area municipalities, as part of corridor planning, to revitalize and
preserve traditional mainstreet areas.
6. To require that secondary plans contain policies which indicate the function of
corridors considering the historic function and provide land use policies along the local
corridors.
7. That those segments of local corridors identified through the environmental
assessment process as locations for rapid transit services and facilities shall be subject
to and consistent with the Regional Corridors policies under Section 5.5 of this Plan.
Amendment to the Definition Section:
Floor Space Index: means the ratio of gross floor area to the lot area.
l"00013
n.
,rR"
YOY"Regzoh
January 28, 2004
Mr. Bob Panizza
Director, Corporate Services/Municipal Clerk
Town of Aurora
P.O. Box 1000
100 John West Way
Aurora, Ontario L4G 6J1
Dear Mr. Panizza:
Re: Centres and Corridors - Growth Management in the GTA
Ore of the Regional Clerk
Corporate Servires Department
The Council of the Regional Municipality of York, at its meeting held on Thursday, January 22,
2004, adopted the recommendations of the Planning and Economic Development Committee,
with respect to the report entitled "Centres and Corridors - Growth Management in the GTA":
A copy of Clause No. 3 of Report No. 1 of the Planning and Economic Development Committee
is enclosed for your information.
Please contact John Waller, Director of Long Range and Strategic Planning, 905-830-4444, ext.
1525, if you have any questions with respect to this matter.
Sincerely,
/u
Denis Kelly
Regional Clerk
K.Price
Attachments
Copy to: J. Waller, Director, Long Range and Strategic Planning
000008
The Regional Municipality of York, 17250 Yonge Street, Newmarket, Ontario L3Y 6Z1
Tel., 905-830-4444 Ext. 1320, 1-877-GO4-YORK, Fax: 905-895-3031
Internet: wwu<region.york.on.ra
YorkRggion
Clause No. 3 in Report No. 1 ofthePlanning and Economic Development Committee
was adopted, without amendment, by the Council of The Regional Municipality of York
at its meeting on January 22, 2004.
3
CENTRES AND CORRIDORS - GROWTH MANAGEMENT IN THE GTA
The Planning and Economic Development Committee recommends the adoption
of the recommendations contained in the following report, December 16, 2003,
from the Commissioner of Planning and Development Services:
RECOMMENDATIONS
It is recommended that:
1. Council receive this report for information.
2. Staff continue to work with the GTA Regions and Cities on key proposed action areas
and in monitoring progress.
3. This report be forwarded to the local municipalities and other interested stakeholders
for information.
2. PURPOSE
The purpose of Centres and Corridors -Growth Management in the GTA is to identify the
actions that need to be taken to focus on the development of 17 major Centres and
Corridors across the GTA, including a Provincial and Federal government lead role in
policy, programs and investment. York Region staff have taken a lead role in developing
this paper and based its approach on the work done for the Region's Centres and
Corridors Strategy and the Making It Happen Report.
3. BACKGROUND
In 1992, a report entitled GTA 2021: The Challenge of our Future, a Working Document
was prepared by the former Office for the Greater Toronto Area (OGTA) and endorsed
by Provincial Cabinet. The report adopted the concentrated nodal form of development
as the "Vision for the GTA".
The report had a number of purposes:
• To raise public awareness of issues facing the GTA
• To present a vision of what the GTA should look like in 2021; and
• To provide abroad outline of the process needed to achieve the vision.
0000,39
Clause No. 3
Report No. 1
Planning and Economic Development Committee
The GTA Vision emphasized quality of life through the development of sustainable,
healthy communities supported by concentrated centres and corridor growth and a
transportation system that balances transit and automobile use.
To a large degree, the.GTA Vision has been integrated into the Official Plans of the four
regions, the City of Toronto, area municipalities as well as the City of Hamilton.
Important growth management successes across the GTA include the establishment of
firm urban boundaries, innovative and comprehensive community building systems,
long-range infrastructure strategies, and systems that protect greenlands, agricultural and
rural areas and the identification of 17 major Centres and Corridors for development
across the GTA.
Four of the 17 major Centres are located in York Region: Markham Centre, Vaughan
Corporate Centre, the Richmond Hill/Langstaff Gateway and Newmarket Centre all
proposed to be linked by the rapid transit Corridors of Yonge Street and Highway 7.
Well -established examples of success include the Mississauga City Centre, the North
York Centre, the City of Toronto's "The Avenues" and the Markham Centre.
However, efforts to create Centres and Corridors linked by transit have not been as
successful as hoped.
The Regional Planning Commissioners of Ontario (RPCO- GTA Caucus) have hosted a
number of workshops and prepared several discussion papers focussing on growth
management, examining what is working and what challenges remain to moving ahead.
The consensus continues to be that the GTA Vision model is still the best plan to address
the growth pressures facing the area.
4. ANALYSIS AND OPTIONS
In order to maintain and enhance the GTA's strong economic competitiveness into the
2151 century, it is critical for government to set the stage through policy, investment and
private sector partnerships to encourage effective urban growth management in the form
of vibrant, liveable Centres and Corridors that support transit, affordable housing, and
employment.
Centres and Corridors -Growth Management in the GTA summarises the successes,
challenges and efforts to date, and identifies the key action areas, the roles of all levels of
government, and critical next steps to moving forward with an initial focus on creating a
strong system of 17 major Centres and Corridors across the GTA.
Ewa
Clause No. 3
Report No.l
Planning and Economic Development Committee
4.1 Key Action Areas
A number of action areas have emerged from recent discussions on Centres and
Corridors. There is also agreement that transit is.a key ingredient for success.
There is no one action that will create centres. A broad series of actions by all levels of
government and the private sector over a long period of time is needed.
A suite of key action areas are recommended in Centres and Corridors -Growth
Management in the GTA which include:
• Policy Initiatives
• Infrastructure Investment
• Financial Tools
• Supportive Programs
Centres and Corridors -Growth Management in the GTA compliments and verifies York
Region's efforts underway on the Centres and Corridors Strategy Making It Happen! and
the Centres and Corridors Regional Official Plan Draft Amendment 43.
4.2 A Co-ordinated Effort is Required
There is agreement that a package of co-ordinated policy, infrastructure, financial tools
and related programs is required to build Centres and Corridors across the GTA both at
the municipal, Provincial, Federal levels along with private sector involvement.
4.2.1 Municipal Role
Municipalities need to create a new generation of strong local policies and guidelines to
ensure focussed growth management, civic investment and public awareness of Centres
and Corridors. Municipalities must continue to strengthen the local "toolbox" of
supportive by-laws, financial partnerships and performance measurement and continue to
work with the Provincial, Federal and private sectors to focus investment and policy and
legislative reforms on a system of Centres and Corridors that will support smart growth.
4.2.2 The Provincial Role
In order for Centres and Corridors to be successful, the Province must take a lead role in
transit investment, policy and legislative reforms, and enabling municipal tax capabilities
to create a fiscal and land use climate that promotes Centres and Corridors. Provincial
investment in housing and transit must be focussed on Centres and Corridors.
4.2.3 The Federal Role
The Federal government has a crucial role in supporting growth in Centres and Corridors,
through long-term sustained investment in affordable housing (including rental), transit
and infrastructure (including infrastructure renewal) and developing creative financial
tools like location efficient mortgages, and transferring more tax resources to
municipalities.
000041
Clause No. 3 4
Report No. 1
Planning and Economic Development Committee
4.2.4 The Private Sector
Case studies in the United States and in our own urban areas demonstrate that significant
public investment and policy attracts private sector involvement in creation of Centres
and Corridors through reduced private sector costs, enhanced locational demand and
reduced investment risk. Innovative collaboration on public sector/private sector
development and marketing are required.
4.3 Moving Forward
All levels of government and the private sector agree- now is the time for action. Centres
and Corridors are the heart of our urban systems. They help promote quality of life,
economic vitality, and play a key role in effective growth management.
Municipalities have taken the first steps in identifying the major 17 centres across the
GTA and in putting forward rapid transit proposals including York Region's Quick Start
Program.
All three levels of government along with the private sector need to work together
strategically to manage growth in a way that encourages livable urban areas that will
remain economically strong and globally competitive.
Centres and Corridors - Growth Management in the GTA identifies the key actions that
need to be taken and is intended to provide the starting point for discussion and
coordination of next steps in achieving a successful system of Centres and Corridors in
the GTA.
4.4 Relationship to Vision 2026
Implementation of Centres and Corridors - Growth Management in the GTA will help
York Region achieve success under many areas of Vision 2026's eight goal areas. This
includes: promoting livable, sustainable compact community cores, encouraging
pedestrian friendly and transit oriented neighbourhoods, increasing housing choices
available to residents, achieving better connections between where residents live, work,
play and learn, partnering with federal and provincial government and the private sector
to develop innovating funding methods, planning for high-level transit services to
employment areas, and encouraging quality urban planning and design that emphasizes
the needs of people, to name just a few.
000042
Clause No. 3
Report No. 1
Planning and Economic Development Committee
5. FINANCIAL IMPLICATIONS
Centres and Corridors - Growth Management in the GTA is an important step in ensuring
that the GTA remains a strong and viable economic engine for the province and the
country. Within this context, York Region will benefit from remaining a key player in a,
GTA wide coordinated effort to ensure the successful development of Centres and
Corridors.
Consultation will continue with area municipalities on any changes to or implementation
of financial tools such as development charges, property tax, etc.
6. LOCAL MUNICIPAL IMPACT
Centres and Corridors - Growth Management in the GTA is supportive of many
initiatives underway in York Region's Centres and Corridors including the Region's
Centres and Corridors Strategy Making It Happen! and the Centres and Corridors
Regional Official Plan Draft Amendment 43.
Continued co-ordination of efforts between the Region and local staff is critical to the
successful implementation of Centres and Corridors - Growth Management in the GTA
Staff will continue to monitor and support local initiatives and to consult local staff on
Regional activities to ensure that efforts are co-ordinated, not only across the Region, but
also with the efforts occurring across the GTA.
7. CONCLUSION
There is consensus across the GTA that a system of Centres and Corridors is essential for
effective growth management. The Centres and Corridors paper identifies key actions in
four areas: land use policy, infrastructure investment, financial tools and supporting
progress. The paper calls on the Federal and Provincial governments to provide
infrastructure investment and additional municipal financial resources.
All three levels of government along with the private sector must work together
strategically to manage growth to create economically strong and globally competitive,
livable urban areas.
York Region has taken a lead role in developing Centres and Corridors - Growth
Management in the GTA, which is based on the Region's Centres and Corridors Strategy
Making It Happen!
Centres and Corridors - Growth Management in the GTA is being sent by the RPCO-
GTA Caucus to the Provincial and Federal Governments, as well as other interested
agencies, to initiate discussion on taking the next steps in achieving a successful system
of Centres and Corridors in the GTA.
Clause No. 3 6
Report No. 1
Planning and Economic Development Committee
The Senior Management Group has reviewed this report.
(A copy of the attachment referred to in the foregoing has been forwarded to each Member of
Council with the January 7, 2004 Planning and Economic Development Committee agenda and
a copy thereof is on file in the Office of the Regional Clerk.)
000044
Ewart, Karen
From:
Steve Falk [stalk@ttsdistributing.com]
Sent:
Friday, February 27, 2004 2:40 PM
To:
Ewart, Karen
Subject:
FW: York Region Committee in Support of the Stephen Lewis Foundation
Hi Karen,
I am writing to thankyou for the opportunity to present a deputation to
the Aurora Council meeting on March 2, 2004. I will be briefly explaining
the work and goals of our committee here in. York Region.
Our group is conducting an 18 month campaign across the Region of York that
will raise awareness of the HIV/AIDS pandemic in Africa. We are working
across all sectors of thecommunity from faith groupsto service clubsto
the business and educationsectors toreach our goals of raising awareness
about the critical need to ease the pain of this tragedy in Africaand also
to raise 1 milliondollarsto support the work of. the. Stephen Lewis
Foundation.
We are proud to include as our campaign. Patrons Lincoln. Alexander, Steven.
Page from the Bare Naked Ladies and Charles Beer. Withtheir help we hope
to have a. successful "If I had a million dollars" campaign in the coming
months.
We areproposing a week long HIV/AIDS in Africaawareness week across the
Region in the Fall. Additionally, Stephen. Lewis. will be the keynote
speaker at our Gala Event on December 2, 2004,
If you. require further information, please let me know.
Steve Falk
Cc -Chair of the York Region Committee in Support of. the Stephen. Lewis
Foundation
Director of Business Development
ITS Distributing Inc.
Distribution. Management Services since 1986
Fulfilment, Mailing Services, Pick. Pack and Warehousing
Phone: 905-841-3898 Fax: 905-841-3026
Marvel at all that we do! www.ttsdistributing.com
000045
Mo 3-c
RECEIVED FEB 10 2004
PE W"�PNt4 „
° ,PW Office of the Mayor
m Tom Taylor
February 6, 2004
Mayor Tim Jones
Town of Aurora
Box 1000
100 John West Way
Aurora, ON L4G 6,11
Dear Tim;
Town of Newmarket
395 Mulock Drive
PO Box 328, STN Main
Newmarket, Ontario
L3Y 4X7
Telephone: 905-895-5193
Toronto: 1-877-550-5575
Fax:905-953-5102
Email: nmayor@town.newmarket.on.ca
I am writing this letter on behalf of the York Region Committee in support of the Stephen
Lewis Foundation campaign of raising one million dollars for HIV/AIDS in Africa.
As you know Tim, we attended a breakfast recently at the Municipal Offices in
Newmarket where the aim was to inspire people to raise awareness and financial support for
the cause of HIV/AIDS in Africa.
We were fortunate to hear a very moving story from one of the Stephen Lewis
foundation workers and she shared with us the atrocities that are happening there on a daily
basis. There are six thousand five hundred people a day dying from AIDS. In other words the
population of the Town of Newmarket would be erased in less than twelve days.
I am asking for you to invite a representative from this campaign to make a deputation to
your Council to help this Committee with their endeavours. Please contact Mary Anna Beer,
Chair to arrange a date and time. Mary Anna can be reached by calling 905-895-4332. 1 am
sure Mary Anna or one of her many campaign associates would be pleased to speak to your
Council and ask for their support and assistance in raising one million dollars in York Region for
HIV/AIDS In Africa. The old saying "charity begins at home" starts here.
Yours truly,
Tom Taylor
Mayor
"The situation of people living and dying with AIDS in parts of Africa is so desperate that even the
most basic help will bring solace and hope."
"We know how to defeat this pandemic. We have all the knowledge we heed, But to do it, there
must be a quantum leap in financial resources."
Stephen Lewis, Secretary General's Special Envoy on HIV/AIDS in Africa
000046
AGENDA ITEM #
VI
11
enofg4�o TOWN OF AURORA
re� b EXTRACT FROM GENERAL COMMITTEE MEETING
NO. 04-06 HELD ON TUESDAY, FEBRUARY 17, 2004
& ADOPTED BY COUNCIL ON FEBRUARY 24, 2004
CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION
ADM04-003 - Strategic Planning Process
Moved by Mayor Jones
Seconded by Councillor Wallace
THAT Report ADM04-003 be deferred to the March 2, 2004 General
Committee meeting.
CARRIED
666047
C ►
TOWN OF AURORA
GENERAL COMMITTEE REPORT No. ADM04-003
DATE: February 171h 2004
TO: Mayor and Members -of -Council
FROM: Larry Allison, Chief Administrative Officer
SUBJECT: Strategic Planning Process
RECOMMENDATIONS
THAT the Committee determine whether it wishes to accept one of the appended third
party proposals to facilitate an update the Strategic Plan;
THAT the Committee determine whether it wishes to incorporate a formal community
research component undertaken by a research f irm as background to the review.
BACKGROUND
At the Council meeting held January 27th staff were requested to explore an approach to
the update of the Town's Strategic Plan incorporating the use of external expertise in a
facilitation role and an expanded public consultation component. Staff were requested to
report back with additional information regarding cost and timing. As a result number of
consultants in the field were contacted and proposals to undertake the work were
solicited. The submissions are appended to this report for the review of the Committee.
COMMENTS
As was pointed out during the Strategic Planning session presented at the offsite
workshop, the update process need not be a complete rewrite of the existing document.
Some of the elements of the existing Goals would likely remain consistent today. The
process should however reflect changes to the legislative environment the Town finds
itself in, recognize unavoidable influences from other sources and reflect a vision that has
the consensus of the newly elected Council.
One of the key elements in the review process is the public consultation component. The
Plan should reflect the views of the broad community and measures should be taken to
ensure the product has a number of varied opportunities for public input prior to
completion in order to be as inclusive as possible.
The proposals attached take varying approaches to this component and all involve active
participation by Council and staff at key stages in the process.
U00048
- 2 - Report No. ADM04-003
OPTIONS
The initial strategic plan work was undertaken in 1993 with the assistance of the Randolph
Group. In previous years updates were undertaken on an in-house basis with direct input
from Members of Council. Engaging external resources to assist with the Strategic Plan
Review is optional but is advocated given the age of the parent document.
Proposal Summary:
B. Miles and Associates — the workplan for the project would include an initial solicitation
of information/research from a variety of sources including potentially a web survey to
serve as the basis for a visioning step led by Council. The outcome would be circulated to
the community using a variety of sources, conclusions drawn based on the input received
and review by staff. The document would then be brought back to Council for approval.
Ann Welsh Communications — the approach from this firm would include an environmental
analysis (information gathering stage) once the project parameters were defined more
precisely, the facilitation of a visioning session with Council, community input potentially
through a "Town Hall" meeting or web site link and a final step where business/operational
plans are devised to achieve the strategic goals determined.
Randolph Group — their approach is somewhat similar with an initial information gathering
stage, a series of interviews with key individuals followed by a working session with staff
and council. The second component would include workshops with community
organizations and the public following which the new plan would evolve. The document
would then be finalized, circulated for comment and parameters for a framework
established for implementation mechanisms.
As noted above each of the proposals provides an approach to public participation. An
alternative available in this regard is to undertake a professional sampling and analysis
exercise as a precurser to the review. Attached is a general overview of the services
provided by Environics Research Group. As an initial phase of a more comprehensive
process Council may wish to formally sample the views of the community to obtain a
perspective on the sentiments of the residents on their vision for the community, their
satisfaction with various service levels and/or other key issues. The data would be
invaluable in ensuring the new strategic plan would reflects the broad base perspective of
our residents. Approaches available from the firm vary substantially from relatively
inexpensive web based surveys of selected groups to very comprehensive custom polls and
resulting detailed analysis. Municipalities faced with strategic decisions related to
competing priorities and allocation of resources are tending to use this approach more
frequently. Attached as an Appendix is a published summary of a comprehensive recently
undertaken by the firm for the Town of Markham that formed the basis for a major
strategic undertaking. A similar exercise for Aurora would be beyond the scope of our
ability to pay but demonstrates an approach to this issue recently undertaken.
- 3 - Report No. ADM04-003
CONCLUSIONS
As directed by Council in January staff have reviewed a number of approaches to
undertaking an update to the Strategic Plan. The proposals attached provide differing work
programs and opportunities_ for Council input and public consultation. Eachanticipates
concluding in June of this year. All are relatively consistent in terms of anticipated
financial commitments. The opportunity also exists to supplement the work program by
involving a professional research firm if that was deemed an important element by Coun cil.
EFFECT ON TOWN FINANCES
Current Year
Based on the proponents submissions, the cost for the work should not exceed $50,000,
sufficient funds will need to be added as part of the revisions to the draft 2004 budget to
accommodate the undertaking. Final work programs and costing would be defined based
on detailed discussions with the preferred proponent.
The additional costs for the additional research component would vary depending upon the
approach to be undertaken and could allow for reductions in the work programs proposed
above. Undertaking a custom poll of Aurora residents on specific issues designed by the
Municipality could add an additional $50,000 to the project. Costs for other services
provided by the firm would be substantially less. Further discussion would take place in
this regard if there was a desire to add this element to the process.
Future Years
If the review moves forward, as a part of the 2005 Budget additional funds will be
proposed to undertake a "core services review" as a second phase component of the
implementation of the new strategic plan outcomes. This process, also involving external
expertise will review and confirm the various businesses the municipality is in to ensure
alignment with the new Plan.
LINK TO STRATEGIC PLAN
As above.
SUPPLEMENTARY INFORMATION
Attachments
Extract from the January 271" 2004 Council Meeting
Proposal from B. Miles and Associates, Aurora dated February 9, 2004
Proposal from Randolph Group dated February 11, 2004
000050
- 4 - Report No. ADM04-003
Proposal from Ann Welsh Communications dated February 11, 2004
Overview of Environics Research Group services.
For Further Information Contact:
Larry Allison, Chief Administrative Officer, Ext. 251
Chief Administrative Officer
000051
Miles February 9, 2004
The Town of Aurora
*Associates C/O: Lawrence Allison
Strategy to Execution 100 John West Way
Aurora, ON
L4G 631
Dear Mr. Allison:
Further to our meeting earlier this week, please find enclosed my
proposal to provide strategic planning services to The Town of
Aurora.
The proposal outlines my suggested methodology, fees and
timelines. The methodology includes steps that may not have been
considered in past strategic planning processes. In my opinion as a
strategic planner, researcher and senior business executive, using
this methodology will yield a very comprehensive, ground -up,
visionary and well supported strategic plan that will be both the
foundation for immediate short term action as well as the base for
planning in future years.
Since I moved my family to Aurora last year I am just beginning to
develop friends and associates in town. I understand that political
impartiality and confidentiality are key requirements of this project.
I do not have any friends or relatives in municipal, provincial or
federal governments or any affiliations or ties at any level of
government. I do not know any of the town's Councilors other than
Tim Jones who I met for the first time at a recent Aurora Chamber
of Commerce luncheon.
I am prepared to sign a non -disclosure agreement with The Town
of Aurora as a requirement for managing this project.
During our meeting we discussed my credentials and qualifications
for conducting this project. As further support, I am attaching a list
of strategic planning/facilitation clients.
I am prepared to manage the complete project or, if required, to
work with a second party where I participate in steps 1 to 3 and /
or others. I live here, so I want to help ensure that the best
lri9 Treegrove i ide. planning process is used and that it is properly managed.
Ac!lora, Onti.srk Thank you for considering my proposal. If you require further
L-Lt; CHS information please contact me at once.
y_ Sincerely,
¢,3s 'z:;
�,: 000052
Brian Miles
,vvoy l) ii;=-_ B. Miles & Associates
RM'fles
ss dates
Strategy to Execution
CLIENT REFERNECES
1, Basics Office Products, Waterloo
Diversified Office Products Dealer
Jim Dillon, President Parn Dillon, VP Hurnan Resources
1-800-387-3411 Jim: ext. 201 Parn: ext. 202
2. Beatties Office Products, St. Catharines
Diversified Office Products Dealer
Ted Hoxie, President
1-800-263-4977
3, Grosnor industries, Toronto
Muld Divisional Plastics Manufacturer
George 5chnarr, President
41.6-744-2011.
4. Multi -Laser solutions Inc., Gananoyue
Laser and Inkjet Toner Cartridge Manufacturer
Brian Cosgrove, President
1-800-338-2274
S. Writes & Riddell, Montreal
Office Products & Printing Dealer
Peter Lai, General Manager
1.-800-26 3-8641.
C09Treegiove _:rrde
L•'tG 6L9
r q, (i 7'7� '4•I1h
(100053
b�'. �nr4urrv.fa�rhes.�.�
METHODOLOGY
The proposed strategic planning methodology contains
8 different steps shown in their preferred sequence.
The steps are:
1. Research
2. Summarize / Conclusions
3. Visioning
4. Strategy Development
5. Public Consultation
6. Summarize / Conclusions
7. Corporation Recommendations
8. Final Council Approval
Miles
*Associates
Wrategy to Execution
The Town of Aurora
Strategic Planning
00,0054 Proposal
U
N
STEP 1: Research
The first step in preparation for conducting a strategic planning
process is to gather together information that will provide both
background and context to the process. Input obtained, whether
qualitative or quantitative, would greatly assist in the
development of a comprehensive and relevant strategic plan.
In the public arena there are three main sources of this
information - interest groups, corporation management and the
general public.
The research phase includes the following steps:
1. Interest Groups: Gathering managed and concise input
from this group can be accomplished by asking for each
group to submit a written brief. Letters would be sent to
each group explaining the purpose of the request and giving
a tight format and timeline for the submission of their
written proposals. The final public consultation step which
would happen later would be outlined to them.
2. Corporation Management: Planning forms would be
given to each department head requesting their input on the
short, medium and long terms strategic issues under their
department's scope of responsibilities.
3. General Public: A totally confidential on-line survey
would be conducted. For people without access to the web,
written forms could be requested, mailed completed and
returned. Upon receipt their input would be keyed into the
on-line database. The survey would need to be advertised.
The advertisement could inform interest groups about the
submission of written briefs so that all interest groups would
be officially notified.
NilesThe Town of Aurora
Strategic Planning
Assodates Proposal
.Strategy to Execution *
000055
w3
STEP 2: Summarize. / Conclusions
The second step is to aggregate and summarize the input. Once
completed, the input will be analyzed and conclusions will be
formulated.
1. Interest Groups: Where possible, similar interest groups
(e.g. amateur sports groups / teams) data would be
aggregated and overall major conclusions formulated
2. Corporation Management: The completed planning
forms would be gathered.
3. General Public: The data would be aggregated and
quantitative tables would be created that would indicate the
level (raw score) of support for each main conclusion.
Once all of the input has been gathered, analyzed and
summarized, each councilor will receive the research package
to review in preparation for the visioning step.
If steps 1 and 2 are not taken, the council will develop the new
vision of the future and the related goals and strategies based on
current knowledge and assumptions and without fresh input from
its constituencies. This could mean the vision and goals would not
be properly aligned with the vision of the constituents which could
make the plan much more open to criticism and future revision.
Miles
ASSOU&S
Strategy to Execution *.
O'00056
The. Town of Aurora
Strategic Planning
Proposal
STEP 3: Visioning
Visioning is a critical step in the development of a proper
strategic plan. Goals, strategies and subsequent action plans all
flow in sequence from each other. Without initially developing a
clear vision of the future the strategic goals will be reflective of
current thinking and will tend to support the status quo.
The visioning step allows all of the participants to consider each
others "what ifs", new ideas, lateral thinking concepts that,
although they may not all be relevant, will help the participants
break away from their current thinking and open their minds to
new possibilities.
The visioning step consists of an all day session with the
councilors and the facilitator in a closed meeting room. A laptop
computer, projector and screen are used by a separate person /
transcriber using sophisticated planning software to capture the
ideas and develop the vision. This method focuses the group as
they not only talk and listen, they watch their ideas / vision
unfold on the screen. When they leave they take a final printed
copy with them.
The visioning session will develop the mission statement, future
vision and broad strategic goals.
Niles
+de
':trrttegi tc Fxecutian +
The Town of Aurora
Strategic P9ar nitig
000057 Proposal
STEP 4: Strategy Development
Once the visioning session has been completed the vision,
mission statement and goals will be distributed to the council
and corporation management.
At least one subsequent meeting will be required to articulate
and word -smith all the goals and to develop short, medium and
long term strategies.
Once the plan is completed and the draft has been approved by
Council the public consultation process will begin.
RMI'lles
oh-soclates
Strategy to Execution *
The Town of Aurora
Str iegk Planning
000058 Proposal
5
STEP 5: Public Consultation
During this step the following potential consultation methods can
be used to involve the public:
1. Town hall meetings
2. Focus groups:
- Interest group participants
- Citizen participants
3. Meetings with large interest groups
4. Receiving a -mails and correspondence
Advertisements would inform constituents about the strategic
plan and the public consultation process. The plan would be put
on The Town of Aurora web site and interested citizens could
request a written copy.
RN'lles
*Assodates
Strategy to Execution *
The Town of Aurora
Strategic Planniti
060059 Proposal
19
STEP 6: Summarize / Conclusions
Once all constituents had been consulted sufficiently the
feedback would be aggregated, analyzed and conclusions
developed. This material would be collated to line up with the
various goals and corporation departments. It would be
circulated to the councilors and corporation senior management.
Miles
*Associates
Stmtcgy to Execution *
The Town of aurora
trategk Planning
00-0060 Proposal
M
STEP 7: Corporation Recommendations
The corporation management team would review the material
and make recommendations back to Council on changes, new
issues and any concerns. If required, a joint meeting would be
held to listen to their input.
B.Miles
OAI
Strutegy 90 Fxecartion
The Town of Aurora
Strategic Planning
000061 Proposal
9
`l
STEP 8: Final Council Approval
A meeting would be held to review the plan one final time and to
obtain final Council approval.
RMI'les
*Associates
.Sfrategy to Execution
The Town of Aurora
Strategic Planning
000062 Proposal
:1.0
FEES AND TIMELINES
The chart below summarizes the time required for each step (in
days), the approximate number of hours to complete each step
and any additional cost estimates.
Fees are billed at the rate of $225.00 per hour. All out-of-pocket
expenses are billed at cost. Other costs will be billed as quoted
and will be payable directly by The Town of Aurora. Fees are
billed periodically and are due upon receipt.
The estimates below indicate the complete process will take
approximately 16 weeks to complete, consume a rough estimate
of 80* hours of consultation time and other costs will total
$12,500 for a rough total cost of $30,500 plus taxes and misc.
expenses.
STEP
DAYS
HOURS
OTHER COSTS
1.
Research
28
10 - 20
Survey $5M
Advert. $3M
2.
Summary/conclusion
14
10 - 20
3.
Visioning
7
8
Transcr. $1.5M
4.
Strategy
7
6-10
5.
Public Consultation
28
TBD*
Advert. $3M
6.
Summary/conclusion
14
10 - 15
7.
Corp. Recommend.
7
2-8
8.
Final Approval
7
4-8
TOTALS
112
50 - 89*
$12.5M
* TBD - Involvement & time required is not known
Miles The Town of Aurora
Strategic Panning
*Associates 000063 Proposal
.Strategy to Enecartion *
AnnWelsh
COMMUNICATIONS INC.
Commooicalionsthat take the stress out olchange®
1110 Yonge Street, Suite 301
Toronto, ON M4W 21-6
Tel: 416/972-1930
February 11, 2004
Mr. Lawrence Allison
Chief Administrative Officer
Town of Aurora
100 John West Way
Aurora, Ontario L4G 6J1
Dear Larry:
Again, thank you for the opportunity to meet with you last week to discuss Council's
strategic planning initiative and to submit a proposal to design and facilitate the
development of a strategic plan for the Town of Aurora.
I am pleased to offer Council extensive experience and a solid track record in designing
and facilitating strategic planning and public consultation processes for organizations in
the public, not -for -profit, non-profit and corporate sectors. I am very familiar with and
comfortable working within public sector structures and decision -making processes. I
have worked extensively with elected officials, both in a consulting and a public servant
capacity.
I would, of course, be pleased to provide any additional information that Council requires
and/or to meet with Council.
Thank you for the opportunity to provide Council with a proposal.
Yours truly,
Ann Wefsh
Encl.
OU-0064 105
A Proposal to the Town of Aurora
To Provide Strategic Planning
Facilitation
Ann Welsh Communications Inc.
February 11, 2004
000065
A Proposal to the Town of Aurora February 11, 2004
Table of Contents
1.
Introduction.................................................................................................................
2
CompanyOverview ... :............. .......................................................................................
2
ClientServices............................................................................................................
2
2.
Our Understanding of Your Needs.............................................................................
2
3.
Our Approach..............................................................................................................
4
KeyFeatures...................................................................................................................
4
PublicConsultation.........................................................................................................
5
FourStep Approach........................................................................................................
6
Step1: Project Start-Up.............................................................................................6
Step 2: Environmental Scan/Situational Analysis
..................................................... 7
Step3: Visioning........................................................................................................
7
Step 4: Business/Operational Planning......................................................................
8
4.
Your Strategic Planning Facilitator............................................................................
8
Relevant Experience and Training..................................................................................
8
StrategicPlanning.......................................................................................................
8
FacilitationSkills........................................................................................................
9
Working with Elected Officials................................................................................
10
Familiarity with Municipal Government..................................................................
11
PublicConsultation...................................................................................................
11
Communications.......................................................................................................
12
EmployeeConsultation.............................................................................................
12
5.
Work Plan .................................................................................................................
13
Step1: Project Start-Up...........................................................................................
13
Step 2: Environmental Scan/Situational Analysis
................................................... 14
Step3: Visioning......................................................................................................
14
Step 4: Business/Operational Planning....................................................................
15
6.
Deliverables..............................................................................................................
16
7.
Budget.......................................................................................................................17
S.
What We Offer..........................................................................................................
18
Appendix 1 Resume: Ann Welsh.................................................................................
19
Appendix2 References.................................................................................................
20
S AnnWelsh
COMMUNICATIONS INC.
Cwnmunicalionsllulpk¢Neslmss wlalsday¢s ���iii �ll iJ
A Proposal to the Town of Aurora February 11, 2004
A Proposal to the Town of Aurora
To Provide Strategic Planning Facilitation
1. Introduction
This is a proposal by Ann Welsh Communications Inc. to design and facilitate a strategic
planning process for the Town of Aurora, Ontario.
Company Overview
Established in 1990 and incorporated in 1991, Ann Welsh Communications Inc. is
dedicated to helping organizations and communities make and communicate wise
decisions that are good for business and good for people. We are an organizational
development centred practice. Our combination of change management, marketing and
public relations expertise helps our clients to achieve rapid, significant and lasting change
on an individual, organizational and community level.
Our clients are progressive organizations who are committed to employee participation
and accountability.
Ann Welsh Communications Inc. is not affiliated with any political party.
Client Services
Corporate Communications • Facilitation • Training
2. Our Understanding of Your Needs
The Town of Aurora has had a strategic plan, "Aurora's Way Ahead" in place for about
nine years. Successive Councils have reviewed and updated the plan. At its January 10,
2003 off -site workshop, Dr. Phil Daniels gave Council a strategic planning frame of
reference.
Mayor Tim M. Jones is committed to and Council has endorsed in principle a complete
update of the strategic plan.
AnnWelsh
COMMUNICATIONS INC.
Communicalims0a11aRe I�eslrzcswlol[�ange°
2
000067
A Proposal to the Town of Aurora February 11, 2004
An up-to-date strategic plan, developed in the context of today's political, economic,
social, technological and international environment, will position the Town of Aurora to
make the best use of its many resources and attract new ones so that it will continue to be
a great place to live, work and do business. Aurora's strategic plan will provide the
context for the development of other key planning documents (e.g., Economic
Development Strategy).
The Town of Aurora has had a long commitment to open communications and
consultation. Continuing this commitment, your strategic planning process must have a
public consultation component. This public consultation should be "meaningful" —that
is, consultation that provides a real opportunity for the Aurora community to have input
to the strategic plan (not just "rubber" stamp it). At the same time, this consultation
needs to be planned and managed so that it provides equal opportunities for people and/or
the organizations that represent them to give input and be heard by Council and that
makes the best of use of community members' and Council members' time and talents.
It will also be important to ensure that the Town's employees have an opportunity to
participate in the planning process. Whatever their roles and responsibilities, they have
important "front-line" perspectives and information to contribute to Council's
deliberations. Again, these internal consultations must be well -planned.
Two key decisions that Council will need to make are:
• What "transparency" means
• What the scope of public and employee consultation should be.
In this way, Council's decisions can be reflected in the strategic planning process,
planned for and communicated.
It is our understanding that Council will take a "hands-on" approach in developing the
new strategic plan for Aurora. In working with Council, your strategic planning
facilitator must:
• Be a "quick study", able to analyze and synthesize large amounts of information
from a variety of sources.
• Have an understanding and appreciation of the municipal government sector and the
impact that provincial government decisions over the past few years have had on
Ontario municipalities.
• Be able to design and facilitate a process that will create a positive, "safe" and
constructive environment in which Council can do its strategic thinking and planning
and consult with its employees and the community it serves.
• Design and facilitate effective, productive meeting agendas.
• Manage the strategic planning process so that it is completed on time, within budget
and achieves the agreed upon deliverables.
AnnWelsh CUM
INC.
Communicalbns Nat lake Ne stress out of 0AM 0
A Proposal to the Town of Aurora February 11, 2004
3. Our Approach
Key Features
In working with Council to develop Aurora's strategic plan, we would:
• Identify key decision points and a range of options for Council at each stage of
the strategic planning process.
• Provide proposed definitions for key terms in strategic planning (e.g. "vision") to
ensure a common understanding for discussions.
■ Work with you to confirm the time period that the strategic plan must cover.
• Identify success criteria for each key phase to assist Council in answering the
question: "how will we know it (e.g., "vision statement") when we see it?" and
for measuring progress in achieving the plan.
• Use of the "OARRs" (outcomes, agenda, roles and "rules") model as basis for
designing and facilitating Strategic Planning and Consultation sessions.
• Make "communications" an integral part of our approach. In our experience,
initiatives that take communications into account from the very beginning will be
fundamentally and profoundly different than those that do not. This would
include:
• providing advice (and services, if required) to Council on
communicating about the strategic planning initiative with
employees and the community.
• ensuring that relationship building is an integral part of the process
and of the design of every meeting agenda to support Council
Members in their work together and to make employee and public
consultations constructive, positive and effective.
• identifying an "up -beat", energizing name for the strategic
planning initiative and the final plan.
■ Make skills transfer an integral part of our approach.
• Use a variety of leading edge strategic planning tools and techniques that will be
most relevant to the outcomes you want to achieve. (We have training in several
strategic planning approaches.)
AnnWelsh
COMMUNICATIONS INC.
CammwicaliansNal lake the 5110ouloltAan9¢e
000069
0
A Proposal to the Town of Aurora
February 11, 2004
Public Consultation
In our experience, there are three key points at which public consultation can be most
effective in strategic planning processes that seek an element of public consultation.
These are:
1. Obtaining input to the information gathering process as the start of the strategic
planning process (note: important if starting "from scratch" which the Town of
Aurora is not).
2. Seeking comment on draft strategic vision, mission, values and strategic
directions/goals statements.
3. Seeking comment on draft business/operational plans.
We would work with Council to determine which of these it wants to pursue and how
best to get community input. In our experience, #2: Seeking comment on draft strategic
vision, mission, values and strategic directions/goals statements is the most important.
There are many ways to get input (e.g., "Town Hall" meetings, focus groups, web site,
public opinion polling.) We would help Council to determine what would work best for
what it wants to achieve. Whatever method it chooses, it will be critical to set parameters
for the discussion/input and to ensure that no one agenda "takes over" the process.
Employee Consultation
Employee input is critical. Employees, ultimately, must have "ownership" of the
strategic plan. Again, in our experience, there are three key points at which employee
consultation can be most effective:
1. Obtaining input to the information gathering process as the start of the strategic
planning process.
2. Seeking comment on draft strategic vision, mission, values and strategic
directions/goals statements.
3. Seeking comment on draft business/operational plans (Staff, of course, will have the
responsibility for fleshing out the detailed implementation of the business/operational
plans.)
We would work with Council to determine which of these it wants to pursue and how
best to get employee input.
A Note on Confidentiality: We appreciate that during the course of our work with the
Town of Aurora we would have access to confidential information. We want to assure
AnnWelsh
COMMUNICATIONS INC.
Canmumaalionslklhkellceslressoulolckamsx° 000070
A Proposal to the Town of Aurora February 11, 2004
you that we regularly deal with highly confidential and proprietary information. We treat
all information in the strictest confidence and keep all client files secured. All "working"
notes and documents will be shredded at the conclusion of the project.
No Conflict of Interest: We are not aware of any conflict of interest that we would have
in undertaking this work with Council.
Four Step Approach
We would undertake this work in four steps
Step 1: Project Start -Up
Step 2: Environmental Scanning/Situational Analysis
Step 3: Visioning
Step 4: Business/Operational Planning
Here is a brief outline of how we would carry out each step:
Step 1: Project Start -Up
Key Activities
• Confirm project expectations, deliverables, budget, time line
• Sign contract
• Determine what "transparency" means
• Determine scope of/methods for employee consultation and develop implementation
strategy. Our experience in designing and facilitating strategic planning processes in
unionized environments is that the union executive needs to be informed of the
proposed process and involved in determining how unionized employees will
participate in the process of giving input.
• Detennine scope ofhnethods for public consultation and develop implementation
strategy.
• Develop final work plan with dates, key activities, milestones, responsibilities.
• Determine documentation and information required for Council and
roles/responsibilities for providing/developing it (e.g., existing strategic plan, annual
reports, economic development analysis and projections, etc.).
• Develop and implement internal and external communication plan (the Town's
excellent web site will be an important too] in communicating about the strategic
plan).
0S �� AnnWelsh
COMMUNICATIONS INC.
Cammmimlim Ilml lak the slog oul0lf OR00
Cocoi1
A Proposal to the Town of Aurora
February 11, 2004
Step 2: Environmental Scan/Situational Analysis
Key Activities
Conduct information gathering for Council's "Environmental Scan" or "Situational
Analysis" using two scanning models:
— PESTI (Political climate and Legal environment, Economic conditions, Socio-
cultural context, Technological environment, International environment); and,
— SPOT (Strengths, Problems, Opportunities and Threats) analyses.
We would work with Council and its staff to identify and prepare concise
background material to support Council in its strategic planning discussions.
Begin internal consultation.
— As part of this information gathering process, we would propose to conduct one-
on-one interviews with the Mayor, each Council Member and the CAO and a
focus group with the Directors of Building Administration, Corporate Services;
Leisure Services, Planning, Public Works, and Treasury, and the Economic
Development Officer. The purpose of these interviews and focus groups would
be to identify priority issues, challenges and opportunities. We would summarize
the results of these interviews for Council.
Design and facilitation of Environmental/Situational Analysis session for Council.
Summary of findings for Council.
Step 3: Visioning
Key Activities
Design and facilitation of Council's session(s) to develop draft vision, values,
mission and strategic directions/goals statements (we anticipate that this will require
more than one session).
"Fine tune" drafts.
Continue employee consultation strategy. Two possible options would be:
— "Town Hall Meeting(s)" with a formal agenda where Council, senior staff or
your strategic planning facilitator present draft material and seek input to a series
of specific questions; or,
— Directors organize discussions with their staff at the departmental level.
We would assist you in planning the agendas for any meetings with employees on the
strategic plan, consistent with the communications strategy that we develop.
AnnWelsh 7
COMMUNICATIONS INC. C1 ^/tJ�^ 72
CanmunMaOonsllal Uk¢ik smgDula/0afgel J�rU
A Proposal to the Town of Aurora
February 11,2004
• Summarize employee input.
• Conduct public consultation, based on agreed upon strategy. (Options for getting
public input might include a "Town Hall" meeting, special Town of Aurora web site
link, "storyboards" visually conveying the strategic statements and displaying these
in the Town Hall foyer with "comments' boxes, focus groups with selected
community leaders).
• Summarize public consultation input.
• Council finalizes vision, values, mission, strategic directions/goals statements and
identifies key performance indicators.
• Continue implementation of internal and external communication strategy.
Step 4: Business/Operational Planning
• Design and facilitation of draft business/operational plan to achieve the strategic
directions/goals.
• Continue implementation of agreed upon public and employee consultation.
• Continue implementation of internal and external communication strategy.
• Council finalizes strategic plan.
• CAO initiates implementation at the stafflevel.
4. Your Strategic Planning Facilitator
Ann Welsh would undertake all aspects of the design and facilitation work. She would
be your key contact and responsible for ensuring that all work is conducted on time,
within budget and to the highest professional standards. Ann's resume is in Appendix
Relevant Experience and Training
Appendix 2 contains Ann's references. Her experience includes:
Strategic Planning
For many government, non-profit, public and corporate sector teams, designing and
facilitating strategic visioning, strategic planning and business/operational planning
sessions.
For a major telecommunications firm, designing and facilitating various strategic and
business planning initiatives for senior management teams, including North
American and global senior management teams of a major and very successful
division.
S AnnWelsh
COMMUNICATIONS INC.
CNmwkaliomlh 1Watheslim WateWV1 600073
A Proposal to the Town of Aurora February 11, 2004
• For many public sector organizations, developing performance indicators and
success measurement criteria for strategic and business/operational plans. Ann has
formal training in program evaluation and has conducted numerous program
evaluations of government programs and services.
• Provision of strategic planning and operational planning advice and support for the
senior management team of a government funded program aimed at encouraging
girls and young women to pursue work in trades and technology.
• For a government central agency, designing and facilitating a strategic planning
process that resulted in a 20% increase in resources.
• Conceptualizing and providing creative direction for a "storyboard" for a
Community Care Access Centre to assist it in communicating its strategic directions
to its diverse, urban, multicultural community. The agency uses elements of the
"storyboard" in other aspects of its internal and external communications.
Facilitation Skills
Ann has designed and facilitated many group and interpersonal process. This has
included:
• For an international corporation in a fast -changing sector, the design and facilitation
of planning sessions to support a major corporate leadership development initiative.
• For a Canadian firm in a fast changing sector, designing and facilitating team
building sessions for inter -provincial, bilingual senior management teams to support
corporate restructuring.
• For non-profit, public and corporate sector teams in the health and other sectors,
designing and facilitating numerous team building sessions for Boards, senior and
middle management, administrative/clerical, clinical and non -clinical teams.
• For the Cabinet Office of a provincial government, assisting with a review of its
executive staffing policies and practices. Consulting activities included interviewing
current and former Cabinet Office executives, senior government executives and
Deputy Ministers. The Office used the findings to revise its executive human
resources polices and practices.
• For a provincial government department, conducting two consecutive annual
program reviews of an assessment program for executive "feeder group" staff.
Consulting activities included documentation review, moderating focus groups and
conducting interviews with participants and their managers and making
recommendations to the senior management team for building on and strengthening
the program. (Almost all were accepted.)
• For a large organization, conducting qualitative and quantitative research with
management employees on proposed changes to compensation.
AnnWelsh
COMMUNICATIONS INC.
Gommunkatlomllulnka lhesness aulolaOengE° C0 007 4
A Proposal to the Town of Aurora February 11, 2004
• For a large Canadian retailer, conducting focus groups with employees to assess the
effectiveness of internal communications for an employee opinion survey.
• For staff in a very senior government policy role, facilitating a process to launch a
strategic organizational development initiative.
• At the request of the CEO in a public sector agency, working with two senior
executives to resolve conflicts that were getting in the way of the agency achieving
its strategic goals.
• For a major provincial professional association in the health sector, designing a
highly successful problem solving session for members.
• For a health sector agency, designing and a conducting a conflict resolution session
for a volunteer task force. The task force had been unable to achieve its mandate to
make recommendations for funding guidelines for a government -funded program
and was at risk of being disbanded. By the conclusion of the one -day session, the
task force resolved its internal conflicts and achieved its mandate..
• For an inter -provincial team in the telecommunications sector with a mandate for
developing communications related to a major reorganization, developing and
facilitating a process to resolve conflicts that were getting in the way of the team's
achieving its mandate. At the team members' request, Ann continued to work with
the team beyond the scope of the original assignment.
• For the Board of a women's shelter, providing advice to assist the Board members in
addressing conflicts between the Board and the agency's staff. (Ann was
subsequently invited to join the Board).
Working with Elected Officials
• Ann has provided strategic planning, policy development, program
evaluation/review and communications advice and services to Provincial Cabinet
Ministers in all three parties. Her communications support to Ministers has included
communication strategy, speech writing, issues management, media relations, verbal
and print briefings, and stakeholder relations.
• Ann also provided communications support for a successful municipal candidate
(non -partisan).
• Prior to establishing her consulting practice in 1990, she worked in the Ontario
Public Service. As a public servant, she made many presentations and provided
support to the members of Management Board of Cabinet and to other Cabinet
Committees.
• Ann understands and is comfortable working within public sector structures and
decision -making processes. She appreciates the complexities that impact on
government decision -making and the reality of the many "bottom lines" that
governments, at all levels, must take into account.
AnnWelsh
COMMUNICATIONS INC.
Comim�nealionsN¢ION¢Itrestr¢¢s oul al ¢Yung¢"
0000"i �
10
A Proposal to the Town of Aurora February 11, 2004
Familiarity with Municipal Government
• Provision of communications support to a senior municipal official at the "old" City
of Toronto (e.g., speeches, speech modules, communication plans, training and
development materials) :-
• Delivering training programs on marketing and communications to municipal
employees working in the workplace diversity field.
• Writing speeches for a former Minister of Municipal Affairs and Housing.
• As a former Management Board Officer in the Ontario Public Service, Ann is
familiar with municipal issues addressed by the Management Board Cabinet
Ministers.
Public Consultation
Ann has designed and facilitated many consultation processes. This has included:
• Designer and facilitator of all kinds of consultation processes to pilot test draft
strategic plans, new programs, services and products for public and non-profit sector
organizations and to obtain input to needs assessments and program
evaluations/reviews. Methodologies have included focus groups, key informant
interviews, large group interventions, public opinion polling, and surveys.
• Designer and lead facilitator (three person facilitation team) for a two-day
consultation with health care providers, educators, advocacy group representatives,
referral sources, Canadian and U.S. ethicists, and municipal and provincial
government representatives on Ethical Decision -Making in Community Health. In
formal evaluations, several participants said the session was "the best meeting I ever
attended". Ann designed and facilitated a follow-up one day session six months later
that resulted in the development of Guidelines for Ethical Decision -Making in
Community Health. These guidelines are now in place.
• Designer and facilitator of a one -day consultation with cross-sectoral community
representation (75 participants) to do priority setting for a provincial health program.
• Co -facilitator of a series of public consultations in Ontario on federal government
refugee and immigrant services.
• Designing and moderating focus groups to pilot test on-line, paid subscription
services for corporate clients. The findings were used to reposition marketing and
pricing strategies, contributing to the achievement of key business goals.
• Designer and facilitator of an external communications audit for a health sector
agency that included public opinion polling, readership survey and focus groups.
EAnnWelsh
COMMUNICATIONS INC, (100076
CeM¶OOhAXINI Oke b SIFM oNol WN" 11
11
A Proposal to the Town of Aurora February 11, 2004
Communications
• Developed and implemented strategic communications; media relations, stakeholder
relations, employee communication plans, public affairs and public relations
campaigns on a wide range of issues (e.g., new legislation, programs and services;
major organizational change).
• Research and writing of a Code of Conduct for a large research and teaching hospital
in Toronto.
• Provision of advice and services to Cabinet Ministers in three political parties and
senior public servants.
• Designed and delivered professional development programs in communications
planning, media relations, program evaluation, project management, social
marketing, and speech writing for non-profit, public and corporate sector clients.
• Moderator, Mental Health Tune -Up 2002 Kick -Off, featuring guest speaker, the
Honourable James K. Bartleman, Ontario's Lieutenant Governor; panel of experts;
and, audience Q and A.
• Conference speaker on marketing and communications topics.
• Guest lecturer for communications planning studies (Ryerson, George Brown
College).
• Narration of a video produced for a medical research fund raising initiative.
• Featured storyteller, CAMHfest 2003 (telling "Can You Catch It Like A Cold", a
book produced by CAMH to assist children of parents with a mental illness).
Prior to establishing her consulting practice in 1990, Ann established and directed the
Marketing and Communications Branch at the former Ontario Human Resources
Secretariat. This was a full service communications department, responsible for
communications with 90,000 Ontario government employees and the public. Ann was
the Secretariat's Chief Spokesperson with the media.
Employee Consultation
Design and facilitation of processes to obtain employee input to strategic plans,
internal communications and a wide range of human resources, organizational
development and change management initiatives in union and non -union
environments in the public, non-profit and corporate sectors. Methodologies have
included focus groups, large group/whole system change processes, interviews and
surveys.
AnnWelsh 12
COMMUNICATIONS INC.
CwmmnicNionslhal lake lAe slrefsouloleAangea 000077
A Proposal to the Town of Aurora
February 11,2004
5. Work Plan
We would develop a detailed work plan using the following template:
ate Activity , Responsibility Milestone: 'Deliverable
In general terms, here is how we would see the "roll -out" of the strategic planning
initiative:
Date
Activity -_._. .
March 2004
Step 1: Project Start -Up
Key Activities
• Confirm project expectations, deliverables, budget, time line
• Sign contract
• Determine what "transparency" means
• Determine scope of/methods for employee consultation and develop
implementation strategy. Our experience in designing and
facilitating strategic planning processes in unionized environments
is that the union executive needs to be informed of the proposed
process and involved in determining how unionized employees will
participate in the process of giving input.
• Determine scope of/methods for public consultation and develop
implementation strategy.
• Develop final work plan with dates, key activities, milestones,
responsibilities.
• Determine documentation and information required for Council and
roles/responsibilities for providing/developing it (e.g., existing
strategic plan, annual reports, economic development analysis and
projections, etc.).
• Develop and implement internal and external communication plan
(the Town's excellent web site will be an important tool in
communicating about the strategic plan).
s AnnWelsh
COMMUNICATIONS INC.
Commmh0whal bke 00 stress am olehwe 000078
13
A Proposal to the Town of Aurora
February 11,2004
2004
& May
Step 2: Environmental Scan/Situational Analysis
Key Activities
Conduct information gathering for Council's `Environmental Scan"
or "Situational Analysis" using two scanning models:
— PESTI (Political climate and Legal environment, Economic
conditions, Socio-cultural context, Technological environment,
International environment); and,
— SPOT (Strengths, Problems, Opportunities and Threats)
analyses.
We would work with Council and its staff to identify and prepare
concise background material to support Council in its strategic
planning discussions.
Begin internal consultation.
— As part of this information gathering process, we would propose
to conduct one-on-one interviews with the Mayor, each Council
Member, and the CAO and a focus group with the Directors of
Building Administration, Corporate Services, Leisure Services,
Planning, Public Works, and Treasury; and the Economic
Development Officer. The purpose of these interviews would
be to identify priority issues, challenges and opportunities. We
would summarize the results of these interviews for Council.
Design and facilitation of Environmental/Situational Analysis
session for Council.
Summary of findings for Council.
Step 3: Visioning
Key Activities
Design and facilitation of Council's session(s) to develop draft
vision, values, mission and strategic directions/goals statements (we
anticipate that this will require more than one session).
"Fine tune" drafts.
Continue employee consultation strategy. Two possible options
would be:
— "Town Hall Meeting(s)" with a formal agenda where Council,
AnnWelsh
COMMUNICATIONS INC.
GanmunkAlms IHI lake the slr¢ss al of ¢urge
00,0079
14
A Proposal to the Town of Aurora
February 11,2004
Date
Activity _. .
senior staff or your strategic planning facilitator present draft
material and seek input to a series of specific questions; or,
— Directors organize discussions with their staff at the
departmental level.
— We would assist you in planning the agendas for any meetings
with employees on the strategic plan, consistent with the
communications strategy that we develop.
• Summarize employee input.
• Conduct public consultation, based on agreed upon strategy.
(Options for getting public input might include a "Town Hall"
meeting, special Town of Aurora web site link, "storyboards"
visually conveying the strategic statements and displaying these in
the Town Hall foyer with "comments' boxes, focus groups with
selected community leaders)
• Summarize public consultation input.
• Council finalizes vision, values, mission, strategic directions/goals
statements and identifies key performance indicators.
• Continue implementation of internal and external communication
strategy.
May 2004
Step 4: Business/Operational Planning
Design and facilitation of draft business/operational plan to achieve
the strategic directions/goals.
• Continue implementation of agreed upon public and employee
consultation.
• Continue implementation of internal and external communication
strategy.
June 2 004
• Council finalizes strategic plan.
• CAO initiates implementation at the staff level.
AnnWelsh
COMMUNICATIONS INC.
Cammunbalbns Idal lak Ne simss atl d [M1arp¢"
000080
15
A Proposal to the Town of Aurora
February 11,2004
6. Deliverables
Design and facilitation of a strategic planning process with the following components:
• Vision
• Mission
• Values
• Strategic Directions/Goals and Performance Indicators
• Multi -year Business/Operational Plan (macro level) and Performance Indicators
• Employee and Public Consultation Component
We would, of course, want to have further discussions with Council about the specific
deliverables it requires. For costing purposes, we have identified the following potential
deliverables.
• Final work plan.
• Documentation review, summary and analysis.
• Conduct 10 interviews (Mayor, other Council Members and CAO).
• Conduct focus group with six Directors and Economic Development Officer.
• Design, prepare for and facilitate sessions with Council to conduct environmental
scan/situational analysis; develop draft and final vision, mission, values statements;
and business/operational plan (Estimate facilitating equivalent of four to six one -day
strategic planning sessions with Council).
• Summarize results of each strategic planning session.
• Develop internal and external communication strategy.
• Design and facilitate one half -day public "Town Hall" meeting.
• Design and facilitate two employee "Town Hall" meetings (approximately two hours
each).
• Write/edit strategic planning document.
• Provide one hard copy and disc copy.
s AnnWelsh
COMMUNICATIONS INC,
Canmuniealims lhai lake @¢ sveu ail of eM1ange a
[G
A Proposal to the Town of Aurora
February 11,2004
7. Budget
Once we know the specific deliverables; we would provide you with a firm, fixed cost
price.
per
We estimate that to provide the above deliverables would require 23 to 30 consulting
days ($34,500 to $45,000) and approximately $300 for administrative services.
We would, of course, provide you with an itemized billing of days/hours and purpose.
All of the above costs are subject to applicable taxes.
All out of pocket costs would be itemized and billed to you at cost including but not
limited to travel billed at Town of Aurora rates, photocopying, and courier fees.
Exclusions
The above costs due not include:
Administration and Logistics for Public and Employee Consultations
We are assuming that the Town of Aurora would handle logistics for employee and
public consultations. In our experience, this is the most cost-effective approach. If you
would like us to handle this aspect of the work, we would be happy to provide you with a
cost estimate.
Writing/Editing Materials for the Communication Strategy
We are assuming your staff will do this work. Again, we can provide writing/editing
support, if required.
09 AnnWelsh
COMMUNICATIONS INC.
cammueia0omlhal lake the AM$ nul al change e
000082
17
A Proposal to the Town of Aurora
February 11,2004
8. What We Offer
A mature, seasoned facilitator and communication consultant with;
— Extensive experience and a solid track record in providing facilitation,
consultation, and communications advice and services to organizations in the
government, public, non-profit, and corporate sectors.
— Experience in working with elected officials.
Familiarity with public sector, including municipal government.
— Experience and training in a variety of strategic planning approaches.
A commitment to quality service to you, our client.
Thank you for the opportunity to provide you with a proposal.
0S � AnnWelsh 18
COMMUNICATIONS INC.
Communkalions IAaI lake Ike sV¢se wl of danger
00.0083
A Proposal to the Town of Aurora February 11, 2004
Appendix 1 Resume: Ann Welsh
Ann Welsh has more than three decades of experience as an external and internal
consultant, communicator, facilitator and designer of participatory processes. She is a
specialist in group and interpersonal communications. Her consulting practice, which she
established in 1990, is dedicated to helping organizations and communities make and
communicate wise decisions that are good for business and good for people.
Ann has both a professional and personal commitment to helping organizations and
individuals to work with a greater sense of purpose, community and enjoyment. She has
a practical appreciation of the realities of organizational life, the barriers that get in the
way of change, and a commitment to helping people achieve their goals.
Ann specializes in change management facilitation and communications. She has
undertaken consulting assignments in many aspects of organizational and social change,
helping clients to achieve and sustain change at the individual, organizational, and
community level. Her clients include corporations, government departments, not -for -
profit organizations and professional associations.
Ann has special expertise and advanced training in leading edge change management
facilitation, communication and team development techniques that promote "big picture"
thinking, participation, ownership and decision -making. This includes an advanced
educational program in group relations jointly sponsored by the Tavistock Institute of
Human Relations and the Tavistock Clinic, London, England. She is a trained focus
group moderator (The Burke Institute, now A.C. Neilsen Burke Institute, Cincinnati,
Ohio) and a Certified Team Building Facilitator (Drexler-Sibbet Team Performance'rM
System).
Prior to establishing her consulting practice, Ann established and directed a corporate
communications function that was responsible for communications with 90,000
employees, the public and the media. She also has "hands on" experience in strategic
planning, policy development, human resources, program evaluation and program
review.
Ann is active in the community. She has served on several not -profit Boards and as a
fund-raiser and trainer of volunteers in the area of health research. She currently sits on
the Board of her faith community and Chairs its Communications Committee. She is a
News Reader with VoicePrint Canada, the National Broadcast Reading Service for the
blind and others who are unable to access print. As a volunteer, Ann has worked with
many not -for -profit organizations and charitable institutions, helping them to strengthen
their strategic planning, program evaluation, and communications capabilities.
ES � AnnWelsh
COMMUNICATIONS INC.
Cammunkaliom IAaI lake llce stress oul a/flange^
19
A Proposal to the Town of Aurora
February 11, 2004
Appendix 2 References
Ms Ruth Rappini
Adjunct Professor, Queen's University
(formerly senior executive with Empire
Financial, Norte] Networks, Bell Canada)
613.530.2552
Ms Camille Orridge
Executive Director
Toronto Community Care Access Centre
416.506.9888
Mr. Tony McEvenue
Director, Community Support Services,
Canadian Mental Health Association -
Peel
905.451.1718 Ext. 312
Ms Wendy Nailer
Former Chair, East York Community Care
Access Centre
416.535.8501 Ext. 6897
AnnWelsh
COMMUNICATIONS INC.
CommuniwliwslAal laMe Nsdress aul of [range
Ms Marysia Chmiel
Director, Corporate Services
Cabinet Office
Government of Ontario
416.325.4745
Mr. Peter Coleridge
Vice -President Communications,
Education & Community Health
Centre for Addiction and Mental Health
416.595.6650.
Ms Rachele Dabraio
Director, Ontario Honours & Awards
Secretariat
416.314.7523
600085
20
OukaTme" ade
PFFmneeEetibeFea WepkN a.[[a
Town of Aurora
Strategic Plan
A Proposal
a
r
February 11, 2004
ANAUEMENT Ct NSULTANT8 INC.
February 11, 2004
Mr. Larry Allison
Chief Administrative Officer
Town of Aurora
P.O. Box 1000
100 John West Way
Aurora, Ontario
L4G 6J1
Dear Larry:
Re: Town of Aurora: Strategic Plan
Following our conversation last week, I am preparing this brief letter of proposal for
The Randolph Group to provide consulting assistance to the Town of Aurora in the
review and renewal of its strategic plan. It is based on our discussion, a review of the
materials provided to Council at the January 10th Offsite Workshop, our general
knowledge of strategic planning for municipalities, and specific experience as the
consultants involved in the development of the Town's first strategic plan, Aurora's
Way Ahead, approved by Council in 1993.
The proposal is divided into four main sections:
u Our Firm's Experience and Relevant Qualifications, in working for
municipalities, specifically in the area of strategic planning
u Understanding of Your Needs, with respect to the Town's interest in
undertaking a strategic plan
u Proposed Approach, including a strategic planning framework and a three-
phase work program
u Staffing, Timing and Budget, including a brief description of the consultants
proposed for the project, a timeframe for completing the project by the end of
June and a budget for the work.
I I I King Street East, 3rd Floor, Toronto, Ontario, Canada M5C 1G6
Telephone: (416) 368-7402 Facsimile: (41FI o" nOF a m^''- r"� ^"^randolph.on.ca
n
l' C08 6
Mr. Larry Allison
February 11, 2004
Page 2
A list of client references for you to contact is attached to this letter of proposal.
We have chosen clients who have similar requirements to Aurora and projects that have
involved the development of completestrategicplans including community consultation.
Please call them to ask about our work and their satisfaction with it. A firm profile,
resumes and an article on strategic planning based on our municipal experience are
also included for your information.
EXPERIENCE AND
RELEVANT QUALIFICATIONS
The Randolph Group is a general management consulting firm with a unique focus on
municipalities. The three partners of the firm work in the areas of strategy, organization
and operations. We have worked for upwards of 60 municipalities within the past five
years assisting Councils and senior staff. There are four main reasons why we feel well
qualified for this assignment:
u Understanding of municipalities and the issues they face. Municipalities
today are involved in managing increasingly large and complex organizations.
Provincial realignment of services, or "downloading", has increased the municipal
responsibility for the planning, delivery and funding of services. Citizens are
demanding the same or improved services for the same or less tax dollars.
Municipalities like Aurora are facing the competing pressures of growth and
maintaining a community and quality of life that existing residents value. These
issues require municipalities to discuss their future directions and priorities and to
involve a wide variety of interest groups as part of these discussions.
u Extensive experience with municipal strategic planning. Principals of
The Randolph Group have been involved in approximately 40 municipal strategic
planning projects over the past ten years. Not surprisingly, these projects
embrace a variety of municipal situations and methods of community
consultation. The following municipalities have hired us assist them with
strategic planning:
• Durham Region
• Halton Region
• Ottawa -Carleton Region
• Peel Region (4)
• York Region
• City of Burlington (3)
• City of Cambridge
• City of Guelph
• City of Moncton
• City of Nepean
0008
1f
Mr. Larry Allison
February 11, 2004
Page 3
• County of Lanark
• County of Simcoe
• Lambton County
• Middlesex County (2)
• Peterborough County
• United Counties of Prescott and Russell
• Grey County
• Elgin County
Municipality of Chatham -Kent
• City of Quinte West
• City of Windsor
• Town of Aurora
• Town of New Tecumseth (2)
• Town of Richmond Hill
• Town of Walden
• Town of Whitby
• Town of Blind River
• Township of Wilmot
• King Township
u Specific knowledge of the Town of Aurora. In 1992/93 we assisted the Town
with the development of its first strategic plan. Since then, we have been
involved in organizational reviews for Leisure Services, Fire and Emergency
Services and most recently the Town's development planning functions.
We have also assisted Aurora Hydro in a strategic visioning exercise. Through
these projects we have become familiar with the Town's operations and the
issues being addressed by Council and staff.
u Reputation for implementation and moving forward. Finally, all of our
strategic planning projects have been adopted by our municipal clients.
In Aurora's case, the original plan, Aurora's Way Ahead, was reviewed in 1995,
1998 and again in 2001 as each new Council established its directions and
priorities for its term of office. As such, these strategic plans have provided an
over -arching vision/mission, objectives and strategic directions to guide the work
of municipal departments and staff. In certain cases, these plans have also
provided a framework for the community and specific municipal partners to
outline their actions in support of the vision/mission and objectives.
UNDERSTANDING
YOUR NEEDS
The Town of Aurora has a population of approximately 42,000 and is one of nine
municipalities located within the Region of York. It is governed by a nine member
Council consisting of a Mayor, and eight Councillors elected by ward. The municipality
provides a comprehensive range of municipal services and is administered by seven
departments under the direction of a Chief Administrative Officer.
THE
60i� t % +
Mr. Larry Allison
February 11, 2004
Page 4
As mentioned earlier, the Town first adopted a strategic plan in 1993. It was designed
to act as a guide for the municipality's growth and future direction. It is comprised of a
mission statement and six general goals as shown in Figure 1. Each goal is supported
by a series of high level strategies which in turn are supported by more detailed actions
and initiatives.
Figure 1
Aurora's Way Ahead
Town of Aurora Strategic Plan (2001)
Mission Statement and Supporting Goals
"Aurora is a Town which we are proud to call home. We are committed to
providing our citizens with Business, Employment, Housing and Leisure
opportunities in a community which values the following goals:
Maintain a well managed and fiscally responsible municipality
2. Supporting a healthy business environment that attracts new business
and is responsive to the needs of our present business community
3. Continuing controlled, well planned growth
4. Conserving our natural and cultural heritage.
5. Promoting open, accountable, transparent and accessible municipal
government
6. Encouraging, supporting and recognizing volunteer involvement in
community activities and special events"
In January, 2004 the newly elected Council participated in an offsite workshop which
included a discussion of the elements of strategic planning. The discussion suggested
that it was appropriate to engage in a complete review of the strategic plan instead of
simply revisiting the existing plan and updating it. The review should include
consultation with the community and be led by Council.
r�
60 `,
Mr. Larry Allison
February 11, 2004
Page 5
Now, more than ever before, there are compelling reasons for the Town of Aurora to
develop a new strategic plan.
u Developing a collective vision. In a time of growing demands and scarce
resources it is important to marshal the resources of a community behind a
common vision. In this way the collective investment in the community can be
maximized.
u Planning for the future. The Town's future will involve change — change in its
population, its economy and the services to be provided. The strategic planning
process should identify the internal and external forces which will influence the
municipality. This exercise will provide the information needed to make rational,
informed decisions on the strategic issues facing the Town in the future and the
alternatives for dealing with them.
u Maximizing resources. As a management process, strategic planning provides
a mechanism for deploying resources in an effective manner. Through the
identification of a vision/mission and goals, Aurora's strategic planning process
will allow the community to identify key strategic issues, and Council to set a
direction and staff to develop actions.
u Establishing a framework for other plans. The strategic plan functions as an
umbrella document. It coordinates and provides direction to the specific Town
initiatives and the work of the various departments.
u Entering into effective partnerships. As issues continue to increase in
complexity and blend in terms of jurisdictional responsibility, and as resources
continue to shrink, municipalities will need to increase their efforts at working with
others to provide needed services. Aurora's strategic plan will provide the basis
for building future partnerships.
u Communicating the Town's priorities. Finally, strategic planning provides
important communication benefits. The strategic plan will provide information on
the Town's vision and mission, the strategic issues it faces and the actions
underway or planned to address these issues. This type of information
establishes a proactive position for the Town and communicates its directions to
everyone involved with the Town — Councillors, staff, residents, businesses,
interest groups, and other governments.
/ i
00 f ,
Mr. Larry Allison
February 11, 2004
Page 6
The development of a new strategic plan does not mean that all elements of the current
plan will be discarded. Rather, it will include consultation with the community and staff
as well as with elected officials to ensure that the vision/mission and goals continue to
serve the needs of the broad community and current realties.
The Town has agreed that the strategic plan update should be undertaken using the
services of an outside consultant/facilitator.
PROPOSED
WORKPROGRAM
Based on this understanding of your needs, our experience with strategic planning
generally and with the Town of Aurora in particular, we are suggesting a three-phase
work program using the following strategic planning framework.
A Suggested Strategic Planning Process for Aurora
':'Dnvelo�
Building Consensus- IN
Focusing on What Really
Matters
Creative, Tough Thinking /..
- Figuring out Whal Needs
to be Done
Building Commitment
-Seeking approval and /
buy -in
/ Seeking Approvals \
and -Buy -in
000092
t. Knowing
Where You
Stand
2. Determining
Where You(k
Going
g. Getting
There
Mr. Larry Allison
February 11, 2004
Page 7
The phases and tasks are described below.
Phase 1: Knowing Where We Stand
The first part of the work involves five activities to be completed during February and
March. It includes establishing the framework for developing the strategic plan and the
environmental scan that will inform the development of the draft vision, mission and
goals.
1.1 Finalize the proposal and work program. As a first step, we will meet with you
and others selected to oversee the project, to review the proposal, work plan and
agree on the project deliverables. At this meeting, it will be important to agree on
the respective roles and responsibilities of the consultant/facilitator, staff,
members of Council and others involved in the project. We will discuss the
communications strategy for the work and the approach for consultation with
staff, the public, community interest groups and others.
1.2 Develop communications materials. We will prepare an announcement of the
strategic plan initiated by Council for you to advertise and distribute
appropriately. As well, we will prepare notices for open houses or other forums
scheduled for Phase 2 to allow various individuals and groups to express their
views. In previous assignments, we have enjoyed success in developing a group
of community leaders to work with their respective sectors of interest and to
comment on the strategic plan at key stages. This approach may be of interest
to the Town of Aurora. Finally, it will be important to develop mechanisms for
Town staff to know about the strategic plan project and how they can provide
input.
1.3 Review relevant background materials. It will be important to obtain all
previous strategic plans as well as reports and information that might be useful in
understanding the current situation and as support to the development of a new
strategic plan for the Town of Aurora. Other information relating to the programs
and services provided by the Town will be used as input into the development of
background report. A key part of the review will be working with staff to report on
the accomplishments of the 2001 strategic plan.
1.4 Conduct key interviews. A major part of the Phase 1 work will involve
interviews with members of Council and Department Heads. The purpose of
these discussions is to understand individual expectations of the strategic
1?4NDOLPH
Mr. Larry Allison
February 11, 2004
Page 8
planning process, their views on the current situation and the vision they have for
the future of the community of Aurora. These interviews will follow a discussion
guide distributed in advance of.the. meeting and will also probe for the strengths,
weaknesses, opportunities and threats facing Aurora.
1.5 Hold a working session with Council and Town management. The results of
the first four activities will be used to structure a strategic planning discussion
with members of Council and Department Heads. Topics to be discussed
include:
• Background report including the accomplishments of the 2001 strategic plan
• Discussing the strengths, weaknesses, opportunities and threats facing the
Town of Aurora
• Identifying the trends and key strategic issues facing the municipality
• Developing a draft vision, mission and goals to use in the Phase 2
consultation sessions
At this session, the group will also be asked to advise on the format and agendas
for the Phase 2 consultation with staff, community organizations and the public.
Phase 2: Determining Where We're Going
The second phase of work involves five activities to be completed in April and May.
This phase involves extensive consultation and the drafting of a strategic plan.
2.1 Develop a draft vision, mission and goals. The Phase 1 work and session
with Council/Town management will result in a brief report documenting the
services provided by the Town, the assessment of trends and key strategic
issues to be addressed and a draft vision, mission and goals for review.
2.2 Conduct workshops. This consultation will be refined at the startup meeting.
However, at this preliminary stage,we recommend consultation with the following
groups, at a minimum:
• Town staff involved in the programs and services provided by the Town
• Community organizations who work with the Town in providing services and
representing the views of groups interested in the work of the Town
(e.g. arts, culture and heritage, education, health care, sports and recreation,
youth, seniors, religious groups, business organizations, etc.)
• Members of the public
THE
C�a ��4 A.1VDOLPH
._........_._. _.- ....._ �.._..._ U ..__
Mr. Larry Allison
February 11, 2004
Page 9
Again, past experience has shown that some combination of electronic
information and face-to-face meetings works best. The overall goal is to ensure
that anyone interested in the Town of Aurora knows about and has an
opportunity to input into the strategic plan.
The sessions will be designed to seek feedback on the draft vision, mission and
goals, as well as suggestions for high level strategic actions.
2.3 Develop actions and desired end results. All of the information from the
consultation sessions will be used to draft end results and strategic actions to
support the draft vision, mission and goals. These end results and actions will be
high level and will reflect the community's views on what is important for the
future. In addition, comments on the draft vision, mission and goals will be
reviewed.
2.4 Hold a review session with Council and Town management. At this stage of
the work, it will be important to meet with members of Council and Department
Heads to review all of these draft materials following the consultation and prior to
the development of a draft strategic plan. The discussion will involve reviewing
both the desired future direction and the ability of the Town to implement the
suggestions raised during the consultation process. The materials discussed will
include all of the elements to be included in the draft strategic plan.
2.5 Develop a draft strategic plan. Following the Council/Town management
session, we will develop a draft strategic plan. It will combine elements of the
Phase 1 work including the vision, mission, and goals. As well there will be a
section on actions and desired end results suggesting how the strategic plan will
be monitored.
Phase 3: Getting There
3.1 Circulate the draft strategic plan for comment. Once the draft strategic plan
has been prepared, it will be available electronically and circulated to all those
involved in the consultation process. Individuals will be invited to make
comments and provided with an easy -to -use feedback form to encourage
participation.
3.2 Revise the strategic plan based on comments. The comments received from
members of Council and the Department Heads, staff, community organizations
THE
1?4NDOLPH
,
Mr. Larry Allison
February 11, 2004
Page 10
and the public will be summarized and recommendations for changes will be
made if appropriate.
3.3 Hold a working session with Council and Town management. Members of
Council and Department Heads will meet to review the comments provided
through the feedback and agree on the changes to be made to finalize the
strategic plan. They will also discuss the communication of the strategic plan
and implementation mechanisms.
3.4 Finalize the strategic plan for Council approval. The strategic plan will be
presented to Council for approval. The approval will include an implementation
strategy to set the framework for ensuring that the actions identified in the plan
are reflected in the work of the Town's departments.
3.5 Assist with implementation. Although specifically part of the work program, we
are available to provide advice and guidance to Town management in terms of
establishing the implementation mechanisms and performance measures.
STAFFING, TIMING
AND BUDGET
The proposed timeframe for completing the project is shown in Figure 2. Assuming a
February start-up, the strategic plan is scheduled for completion in June. Figure 2 also
shows regular meetings with Council and Department Heads during each of the three
phases of work. Of course, the timing can be adjusted if needed to better suit the
Town's schedule of activities.
Strategic planning work requires the experience of senior professionals who have a
proven track record of working on high profile, public processes and who can deliver
clear, concise materials on time and within budget. Overall project responsibility will
rest with Carolyn Kearns. If required, she will be assisted by either Susan Wright or
Michael Rowland. All consultants are partners of The Randolph Group and they have
worked together for over 15 years designing and implementing strategic planning
processes. Carolyn, Susan and Michael have worked on previous projects in Aurora.
THE
0000,96 1?" +
Mr. Larry Allison
February 11, 2004
Page 11
Figure 2
Town of Aurora: Strategic Plan
Proposed Work Program
Timing
Phases and Tasks. -
Feb
.Mai:
Apr
May
Jun`
Phase 1: Knowing Where We Stand
(February/March)
1.1 Finalize the proposal and work program
1.2 Develop communications materials
1.3 Review relevant background materials
1.4 Conduct key interviews
1.5 Hold a working session with Council and Town
management
Phase 2: Determining Where WeOe Going
(April/May)
2.1 Develop a draft vision, mission and goals
2.2 Conduct workshops
2.3 Develop actions and desired end results
2.4 Hold a review session with Council and Town
management
2.5 Develop a draft strategic plan
Phase 3: Getting There (May/June)
3.1 Circulate the draft strategic plan for comment
3.2 Revise the strategic plan based on comments
3.3 Hold a working session with Council and Town
management
3.4 Finalize the strategic plan for Council approval
e
3.5 Assist with implementation
® Submission of report materials
® Client meetings
THE
1?4NDOLPH
000097
Mr. Larry Allison
February 11, 2004
Page 12
Carolyn Kearns has spent over 25 years consulting to a broad range of public sector
and not -for -profit sector clients. A large part of Carolyn's work involves issues
management, facilitation and consensus building. She understands municipalities, and
is committed to working with a diverse set of client interests in wrestling through issues,
reaching agreement and developing strategies for implementing the results. She has
been involved in almost all of the firm's municipal strategic planning assignments, and
has worked with a wide range of processes and products. As mentioned earlier, she
was the consultant who worked with the Town on the development of its first strategic
plan, Aurora's Way Ahead.
Susan Wright has led numerous strategic planning projects for municipalities and
special purpose bodies. Susan has a particular interest in developing effective
consultation strategies and has worked with a variety of approaches in recent client
assignments. She has worked most recently in Aurora for the Aurora Public Library.
Carolyn and Susan both worked on Vision 2026, the Region of York's community
visioning exercise which involved public meetings in all municipalities. Susan met with
citizens and elected officials in the Town of Aurora as part of this work.
Michael Rowland was involved in a review of the Leisure Services Department for the
Town of Aurora. He is currently assisting the City of Burlington with its sixth strategic
plan and was responsible for the development of a strategic plan for the City of Quinte
West. Michael has considerable experience in the design of questionnaires and
surveys.
Resumes for all consultants are provided in the appendix to this proposal.
In addition, we strongly recommend that the Town assign a Project Manger to act as the
liaison between the consultants, the CAO and Department Heads, other staff and the
community. Past experience has shown that such an individual adds to the value of the
work and is able to effectively transfer knowledge about the Town to the consultant and
about the strategic planning process to Town staff. Ideally, the individual is viewed as a
strategic thinker who is credible with his/her peers and has experience working with
Council and the community. This is not a full time commitment and should be viewed
as an excellent development opportunity.
We are not proposing a specific budget at this stage, as it will depend on finalizing the
work program including the role of the consultant/facilitator relative to staff and the
amount of consultation to be undertaken. However, our experience suggests a budget
Mr. Larry Allison
February 11, 2004
Page 13
range of $40,000 to $50,000 (exclusive of G.S.T.) depending on the above factors.
Again, a detailed budget will be prepared once there is an agreed upon work program.
On behalf of The Randolph Group, I am pleased to submit this letter of proposal.
Please call if you have any questions about the suggested approach, our relevant
strategic planning experience or our interest in continuing to work for the Town of
Aurora.
Respectfully submitted,
THE RANDOLPH GROUP
Carolyn Kearns
Partner
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'AGENDA ITEM # oZ
TOWN OF AURORA
GENERAL COMMITTEE REPORT No. ADM04-004-
SUBJECT: Amalgamation Assessment
— Aurora and Newmarket Hydro Corporations
FROM: Administration Department
DATE: March 2, 2004
RECOMMENDATIONS
THAT the attached Report from Navigant Consulting Ltd. Dated January 2004 be
received and,
THAT based on the preliminary analysis undertaken, the management of Aurora
Hydro together with the management of Newmarket Hydro proceed with the next
phase of the work program and undertake, with the assistance of Navigant
Consulting, a detailed financial assessment of the benefits of consolidating Aurora
and Newmarket Hydro, identifying conditions precedent to a merger and/or items
requiring special attention in a shareholders declaration and;
THAT Council charge the charge the responsibility for making recommendations on
the next phase of the analysis to the Town staff/hydro staff/financial and external
legal counsel with input from the current Hydro Board of Directors.
BACKGROUND
In 1998, the provincial government passed Bill 35, the Energy Competition Act, to
restructure Ontario's electricity system and to introduce competition. Municipal Electric
Utilities were required to incorporate under the Ontario Business Corporations Act (OBCA)
by November 7, 2000 and were required to be licensed as electricity distributors by the
Ontario Energy Board.
In recognition of the requirements in the Energy Competition Act, the Town of Aurora, on
October 3`d 2000 passed By-law 4220-OOL, that transferred substantially all of the assets
00,0114
March 2. 2004 - 2 - Report No. ADM04-004
and liabilities of the Aurora Hydro -Electric Commission to two newly created corporations,
Aurora Hydro Connections Limited and Borealis Hydro Electric Holdings Inc. The Town
retained ownership of the hydro office building located on Industrial Parkway South. In
order to preserve the value of the assets of the corporation, the Shareholders Declaration
states that the Shareholder expects that the Board of Directors of the Corporation(s) will
establish policies to earn up to the maximum rate of return to the regulated distribution
business to the extent permitted by the Ontario Energy Board, or in other words, to be for -
profit business.
Starting in 1999 the Town also actively pursued merger of York Region Hydro Utilities
including Newmarket, Markham, Richmond Hill and Vaughan. At the time of the enacting of
the new legislation a transfer tax holiday was created by the Province as it was
encouraging the many small independent utilities to consolidate in orderto assist in viability
in the new market place. Ultimately the (Unipower) municipal utility mergerthat was agreed
upon by all parties failed to be consummated on the day it was to occur as late breaking
issues with the City of Vaughan could not be satisfactorily resolved. In 2001 Council
endorsed further work on a smaller proposed merger between Aurora, Newmarket and
Markham. The mechanics to implement that consolidation were contingent upon eitherthe
grand -fathering of the new merger within the scope of the previous Unipower initiative as
the tax holiday was now closed by the Province or the extension of the provincial window of
opportunity by Regulation. Neither was forthcoming at the time and work to implement the
"MAN" merger ceased. Aurora created its own Board of Directors in mid 2002 and
commenced the operation of the utility as a stand alone entity.
On November 25, 2002, The Electricity Pricing, Conservation and Supply Act, 2002 (Bill
210) was introduced by the Province of Ontario. Bill 210 required the shareholder
municipal Councils to pass a resolution to confirm their original decision to commercialize
their respective local electricity distribution company (LDC) . Council passed the requisite
resolution last spring and confirmed its intent with respect to the operation of the utility in a
manner consistent with the Shareholders Declaration currently in place.
A Regulation was subsequently enacted by the Province in July 2003 reopening the
transfer tax holiday for a two year period expiring in March 2005. In August, Council
endorsed a memorandum provided by the Mayor that suggested that staff reopen the issue
of a potential merger of the utilities with previous participants and report back to Council in
that regard. It was determined early in the process that there wasn't the same level of
interest or viability of pursuing the initiative with Markham as there was in 2000/01 thus
efforts were concentrated on the substantially less complex task of a consolidation of the
Aurora and Newmarket entities. The Town of Markham has very recently confirmed publicly
their intention to merge their utility with the City of Vaughan. A copy of the press release
0001,15
March 2, 2004 - 3 - Report No. ADM04-004
issued is attached.
Discussions taking place in the fall at a staff level determined that there were sufficient
synergies, commonalities and relative compatibility in terms of overall scope of operations
that more detail was warranted. As a result the two utilities jointly engaged Navigant
Consulting to undertake the attached preliminary review. The report is prepared at a high
level and verifies the staff conclusions that there is merit in more detailed examination of
the proposed merger.
COMMENTS
Benefits of Amalgamation
As summarized by the consultant, the benefits of further examining the benefits of
amalgamation as compared to continuing to stand alone include:
• a low risk opportunity to enhance operating flexibility that should lead to lowercosts,
improved service levels and better reliability
• lower overall rates than would be the case in stand alone option
• other future strategic options not precluded
• value preservation and potential enhancement through efficiencies
Risks of Maintaining the Status Quo
flexibility to respond to cost, performance and competitive pressures is limited and
long term value may be compromised.
OPTIONS
Council as the sole shareholder is charged with the responsibility of ensure the long term
viability of a $26 million asset that provides core services to the ratepayers in Aurora. In its
oversight role it has created an operating structure, appointed an independent Board of
Directors and endorsed a Shareholders Declaration that establishes the operating
parameters for the utility. The regime in which the utility operates has been fluid for some
period of time. The analysis undertaken in accordance with Council's pervious direction
indicates that there is merit in further examining a merger of the utilities. Proceeding to the
next stage is discretionary however staff point out that the window provided by the current
legislation is limited and approximately 12 months remain to complete a series of
significant steps if the decision is made to move forward. Maintaining the current corporate
00.01.16
March 2, 2004 - 4 - Report No. ADM04-004
configuration remains an option. The consultant has pointed out that external pressures will
likely continue to mount as the regime in which the utility operates continues to become
more complex and regulated.
CONCLUSIONS
Staff recommends that the Town affirm its commitment to examine in more detail the merits
of the merger of the Aurora and Newmarket utilities. Financial analysis undertaken in both
the Unipower and MAN mergers indicated there were long-term benefits to Aurora
participating in those initiatives. This next phase of review of the merger would confirm the
degree to which there are benefits of a two party merger; identify any special
circumstances to be addressed as part of the analysis and propose a governance (Board
of Directors) structure for the new utility.
While staff are proposing forthe sake of efficiency the utilities jointly undertake the financial
component of the analysis , the very specialized nature of the hydro regime necessitates
that external legal counsel be ultimately need to be retained to assist and advise Aurora in
the third and final phase of the examination. Newmarket would likely retain their own
expertise in this field to provide independent advice to their council.
The Hydro Board of Directors at their meeting held in February has endorsed the further
review of the merger as being in the best interest of the utility. A copy of the
correspondence confirming their support is appended.
FINANCIAL IMPLICATIONS
As part of the next phase of the work Navigant would need to analyse the relative financial
position of Aurora Hydro in the current market conditions as a stand alone utility and
compare the financial opportunities and threats it would have in a consolidated status.
Similarly the same firm would provide a similar service for Newmarket, assessing their
gains and risks with a merger. This data would to a large extent influence the parameters
of a new draft share holders agreement that would deal with issues related to distribution of
returns, allocation of assets and protections for each utility should a merger proceed. In
order to accomplish the foregoing asset and other detailed financial information that was
prepared as part of the Unipower and MAN mergers would have to be updated to reflect
current values and adjustments based on recent pronouncements by the OEB.
00,01i.1'7
March 2, 2004 - 5 - Report No. ADM04-004
LINK TO STRATEGIC PLAN
This Report references GOAL 'A' — MAINTAINING A WELL MANAGED AND FISCALLY
RESPONSIBLE MUNICIPALITY. One of the objectives of this goal is to reduce operating
costs by setting priorities. Council set the objective of reviewing its current and projected
near future capital assets and holdings by determining the cost for maintaining these
assets and the ability of the Town to finance the conservation of assets to ensure the
financial viability of municipal operations is not jeopardized.
ATTACHMENTS
- memorandum from Mayor Jones August 2003
- Report from Navigant Consulting Ltd. January 2004
- MarkhamNaughan Press Release February 2004
- Letter from Hydro Board of Directors February 2004
PRE-SUBI ,JIISSION REVIEW
Team — February 25th, 2004
L�Ivrence Allison
Chief Administrative Officer
0001.18
ATTACHMENT-1
Memo
To:
Members of Council
From:
Mayor Tim Jones
Date:
August 14th, 2003
Re:
New Hydro Transfer Tax Exemption Regulation
v C�(l .;a hied
AGE -�
As Members of Council are well aware, the Provincial government had in connection with the multitude
of dramatic changes imposed upon local hydro utilities, instituted a temporary exemption from transfer
tax to facilitate their desire to see sales, mergers and other consolidations of the previously public hydro
utilities. That exemption window opportunity was utilized during the previous term of Council to actively
support and participate in the work leading to the failed Unipower consolidation of a number of York
Region utilities and the subsequent additional discussions related to the potential for a smaller
consolidation between the Markham, Newmarket and Aurora Hydro corporations. Analysis previously
undertaken by independent third parties demonstrated financial and service advantages to the creation
of a larger entity that would be better able to compete in an environment that was becoming increasingly
complex and competitive.
With respect to the latter initiative, the Minister declined our joint request to retroactively grant the transfer
tax holiday exemption requesL As a result, the three remaining municipalities have proceeded
independently to create their stand-alone corporations. They appointed business based Boards of
Directors and proceeded to distribute the commodity. Markham's Energy Corporation has also
embarked on a number of other initiatives beyond those of a distribution firm.
As noted in the attached communication from AMO, the re -imposition of the transfer tax holiday
announced by the Province in the spring has very recently come to fruition. It provides for a similar
exemption to that which previously existed for those municipal electricity assets transferred to certain
municipal corporations, another LDC, Ontario Power Generation or Hydro One, between March 2003
and March 2005.
In that Council is the sole shareholder of our utility and there were efficiencies associated with
consolidation previously identified, I would request that Council sanction a request that we renew our
dialog with Markham and Newmarket to determine I there is interest in taking advantage of the tax
holiday. If one or more of the municipalities express interest, a working group of senior staff from the
Town and the President of Aurora Hydro could be reestablished to pursue the initiative. The objective
would be to review previous analysis and engage any needed expertise to update or review the existing
background work this fall and allow the incoming Council an opportunity to debate the matter in the early
spring. From experience we know the implementation process might take some time and all the
approvals are necessary prior to March 2005.
of the above is requested.
Mayor Tim Jokes 000119
TWO-YEAR TRANSFER TAX EXEMPTION FOR LDCS PASSED AND OTHER ELEr.: Page I of 2
Member Communimition
3'93 UnivwrOn c:, 0n V5 t 70'
ALERTO 7a ontc, On Y15G 1 E6
rel: 1416) 971-9856
email: am 00arn o.rnunsori. corn
To the immediate attention of the Clerk and Council
July 25, 2003— Alert 03/039
TWO-YEAR TRANSFER TAX EXEMPTION FOR LDCS PASSED AND OTHER ELECTRICITY
UPDATES
Issue: Regulation allowing municipal electricity assets to be sold or consolidated without transfer
taxes for the next two years
Background: As noted in AMO Alerts 03118 and 03/23, the Provincial government promised in
their 2003 Budget that there would be a two-year transfer tax exemption (until March 28, 2005) for
sales and amalgamations of municipal Local Distribution Companies (LDCs) within the public sector.
On July 7, 2003, the Province passed promised Regulations to encourage the "...development of
new electricity supply from clean, alternativeand renewable energy sources." Among several tax
incentives for companies investing in these types of projects, is a 10-year property tax holiday. The
government promised that "Compensation to municipalities for lost property tax from this new
holiday would be provided similar to that provided in relation to waterpower," but these provisions
have yet to be passed by the government. AMO has asked the Finance Minister when this will
happen.
On July 18, 2003, Regulation 292/03, made under the Electricity Act, 1998 was filed, providing that
a transfer tax exemption applies if electricity assets are transferred to certain municipal corporations,
an LDC, Ontario Power Generation (OPG), Hydro One or subsidiaries of OPG and Hydro One.
According to the government, the purpose of the Regulation is "... to encourage greater
rationalization and efficiency," in Ontario's electricity distribution system. The Regulation will be
Gazetted on July 26, 2003, but is available now at the E-laws website:
http://www.e-laws. gov.on.ca/DBLaws/Sou rce/Regs/Engl is h/2003/R03292_e. htm.
Two consultations on increasing electricity generation and improving energy conservation have
been announced. On June 27, 2003 it appointed an Electricity Conservation and Supply Task Force
and it is expected that the Task Force will report out early next year. In addition, the Ontario Energy
Board (OEB), at the direction of the Minister of Energy is embarking on a review of Demand Side
Management and Demand Response. Stakeholders have until July 28, 2003 to respond to the
OEB's invitation to participate. A draft report should be available later this year, and
recommendations will be provided to the Minister of Energy on March 4, 2004. Information on the
OEB review can be found at:
www.oeb.gov. on. calhtml/en/i ndustryrel ation s/ongoi ngprojects_mi n istersd irective_dsm. htm.
Action: Borden Ladner Gervais LLP (BLG), AMO's legal advisor on electricity issues, has done
analyses of the above Regulations. They are available on the AMC website at:
www.amo.on.ca/whats new/whats new.html. 'Lawyers from BLG will also be doing a presentation
at the upcoming AMO AnnuaF Conference on Monday, August 18, 2003. Please see
www.municom.com/document/AMODocconfList.asp?PubCatlD=56 for more details. The
00.001120
httn '%ww".nnmirnm (-nm'Puhlicatinne/I 1/01(17')5 nit hhnl R/7/01
TWO-YEAR TRANSFER TAX EXEMPTION FOR LDCS PASSED AND OTHER ELE1.: Page 2 of
Association will also be participating in the consultations conducted by the OES and the Electricity
Conservation and Supply Task Force.
This information is available through AMO's subscription based MUNICOM network at
www.municom.com.
For more information, please contact. Jeff Fisher, Senior Policy Advisor, 416 971-9856 ext
315 or emaHjrisher@amo.municom.com
0001,1
APR 7 2003
I
Corporate inrvitres De
BORDEN April 3,2003
LADNER
GERVAIS DearSirs/Mesdames:
MAYOR'S OFFICE
COPIES CIRCULATED TO:
C.A.O.
Dir. Of Building Admin.
Dir. Of Corp. Serv.
Dir. Of Leisure Services
Dir. Of Planning
Dir. Of Public Works
Borden Ladner Gervais LLP
Lawyers • Patent & Trade -mark Agents
Scotia Plaza, 40 King Street West
Toronto, Ontario, Canada M5H 3Y4
tel.: (416) 367-6000 fax: (416) 367-6749
www.blgcanada.com
Treasurer __� � Linda L. Bedoldi 1 J. Mark Rodger
Members of Council _..Q.. t tel.: (416) 367-66471(416) 367.6190
direct fax: (416) 361-73831(416) 361-7088
e-mail: Ibertoldi@blgconada,com 1 mrodger@blgcanada.com
Re: Ontario Budget Paper— Transfer Tax Holiday on Sale of LDCs
We are writing in respect of the Province's Budget Paper delivered on March 27, 2003
which has a significant impact on your municipality's ability to merge or sell its local
electricity distribution company ("LDC') or to acquire other municipally owned LDCs.
Since November 2000, municipalities and municipal electricity utilities that transfer an
interest in electricity assets to another person have been subject to a 33% transfer tax on the
value of those transferred assets. This transfer tax has proven to be a major impediment to
the consolidation of the more than 90 municipally -owned electricity distribution companies
in Ontario. The Budget Paper proposes a two-year transfer tax holiday for transfers
occurring between March 27, 2003 and March 28, 2005'. The exemption would apply to
transfers from a municipality or municipally -owned electricity utility to another
municipality or publicly -owned electricity utility.
Our Energy Markets Group is very involved in assessing the impact of the Electricity
Pricing, Conservation and Supply Act, 2002 (Bill 210) on municipalities and their LDCs.
We have extensive experience assisting municipal clients on LDC mergers, acquisitions and
dispositions including developing and undertaking Requests for Proposals, negotiating and
preparing Purchase and Sale Agreements to document the transaction and participation in
the Ontario Energy Board approval process. We have advised municipalities on the largest
value LDC sales in Ontario's history (the sale of Brampton Hydro and Richmond Hill
Hydro). We have also assisted municipalities and LDCs with respect to financing strategies
including leases, private placements and bank financings.
We are currently advising a number of municipalities as they consider the future of their
LDCs in light of the new transfer tax holiday and would be pleased to assist your
municipality in this analysis. For further information, please contact either Linda Bertoldi at
416-367-6647 or Mark Rodger at 416-367-6190.
Yours very truly,
BORDEN LADNER GERVAIS LLP
Linda L. Bertoldi and J. Mark Rodger
Co -Chairs, Energy Markets Group
0001.22
0
0
0
0
ATTACHMENT-2
CO NS Ut.T I N G
NEWMARKET HYDRO & AURORA HYDRO
AMALGAMATION ASSESSMENT
JANUARY2004
Navigant Consulting Ltd.
2 Bloor Street West, Suite 2005
Toronto, Ontario M4W 3E2
416 927-1641
www.navigantconsulting.com
0001 �3
NAviGANT
GONSVOINC
CONTENTS
1 INTRODUCTION.....................................................................................................1
2 OPERATING ENVIRONMENT.................................................................................2
PERFORMANCE -BASED REGULATION(PBR)........................................................................................I......2
RECENT DEVELOPMENT IN ENERGY LEGISLATION....................................................................................2
FUTURE OPERATING ENVIRONMENT..........................................................................................................3
Continuing PBR-Driven Cost Pressure...................................................................................................3
3 STRATEGIC INITIATIVES - AMALGAMATION......................................................5
GROWTH THROUGH AMALGAMATION......................................................................................................5
4 ALTERNATIVES TO AMALGAMATION..................................................................6
GROWTH THROUGH ACQUISITION.............................................................................................................6
CONTINUE OPERATING AS A STAND ALONE UTILITY...............................................................................7
OUTSOURCING I JOINT VENTURE................................................................................................................8
OUTRIGHTSALE............................................................................................................................................8
OPERATINGLEASE......................................................................................................................................
10
5 CONCLUSIONS AND RECOMMENDATIONS........................................................10
SUGGESTED NEXT STEPS.............................................................................................................................
11
APPENDIX 1 - STATUS OF FORMER UTILITY BUYERS..............................................12
Introduction
00,0124
Page h
NAviG,ANI'
4.0I sItITIN6
1 INTRODUCTION
Navigant Consulting was asked by Newmarket Hydro and Aurora Hydro to undertake a high-
level assessment of utility amalgamation vis-a'-vis other strategic alternatives to determine if
further due diligence on a possible amalgamation is warranted. During the past two years,
regulatory uncertainty and transfer tax penalties have resulted in minimal movement toward a
rationalized local distribution industry in Ontario. Recent changes, such as the re -introduction of
a temporary transfer tax waiver and policy announcements by the new Ontario government, have
restarted discussions among municipalities on possible utility merger combinations. It would
seem prudent that management and shareholders of utilities in Ontario re -assess their strategic
opportunities in light of these new developments.
The following report uses a two-step approach to analyse the merits of a possible amalgamation
of Newmarket Hydro and Aurora Hydro. First, the report describes the environment in which
electricity distribution utilities must operate in Ontario, taking into consideration the current
market rules and Navigant Consulting's expectations for future market developments. Secondly,
the report considers the strategic opportunities available to electric utilities with an emphasis on
amalgamation but with alternative strategies also considered. At this stage of the assessment, no
financial analysis was performed and impacts are discussed in qualitative rather than quantitative
terms.
The objective of the report is to determine whether further discussion is warranted on
amalgamating Aurora Hydro with Newmarket Hydro. The following five criteria will be used to
arrive at a recommendation:
Table 1- Typical Shareholder Criteria
Criteria
Description
Flexibility
Does the opportunity provide the flexibility to respond to changes in regulatory
and operating environment over the long term? Does it preclude future changes
in strategy?
Value Creation/
Does the opportunity enhance value or better position the utility to retain long -
Retention
term value?
Customer Rates
What is the expected impact on customer rates?
Control
How much control will the municipal shareholder have over long-term direction of
the utility?
Risk
How risky is the opportunity? Is there risk in not pursuing the opportunity?
Introduction ` 0.01.25 PayeI
NAvIGANT
C:0 N 5 tt 11I N4
2 OPERATING ENVIRONMENT
Since restructuring of the electricity market in Ontario started with the introduction of the
Electricity Act 1998, municipalities and management of local distribution utilities in the province
have been adapting to an environment where the only constant has been change. Utilities have
had to adjust to everything from corporatization to wholesale market opening, all of which
demanded a great deal of time and made for a difficult planning environment. Compounding
this situation was the unpredictable nature of direct government intervention in Ontario's
electricity marketplace.
Some of the most influential ongoing factors and recent changes to the current operating
environment are outlined below.
PERFORMANCE -BASED REGULATION (PBR)
In many jurisdictions, performance -based regulation (PBR) has been introduced to replace the old
style cost -of -service or rate -of -return regulation, which was viewed by regulators and policy -
makers as stifling innovation and causing management to focus more on regulators than on
customers. Performance -based regulation uses financial incentives with appropriate checks and
balances to influence the behavior of regulated utilities. The basic premise is that PER will foster
an atmosphere where utilities try to lower costs and improve service to customers while
providing an acceptable return to their shareholders. Another key element of PBR is that all of
these objectives are accomplished with minimal direct involvement by the regulator (although
this has not been the case in Ontario).
From an income statement point of view, the OEB sets maximum parameters for the utility's top
line (revenue). Therefore, controllable expenses and capital expenditures must be squeezed in
order for the utility to achieve the allowed return on equity (ROE).
It is important to note that under PBR, a utility's rates, service and reliability are primarily driven
by the Ontario Energy Board and that the level of municipal or shareholder influence over these
factors has been significantly reduced.
RECENT DEVELOPMENT IN ENERGY LEGISLATION
Local distribution companies in Ontario have been operating in an uncertain environment for the
past 18 months or so due to ever changing government policy. This situation has started to
clarify somewhat, at least for local distribution companies (LDCs) in Ontario, with the
introduction of the Ontario Energy Board Amendment Act (Electricity Pricing) 2003. The most
relevant aspects of the Act for LDC's are:
Operating Hnviranrnent 601 4C Page 2
NAVIGANT
f.ON$l,t r ING
• Beginning April 1, 2004, local distribution companies (LDCs) would be allowed recover
some of the regulatory assets associated with market restructuring. These recoveries are
to be spread over a four-year period.
• As of March 1, 2005, LDCs would be allowed to achieve their full commercial return. This
increase would be conditional on LDCs reinvesting the equivalent of one year of these
monies in conservation and demand management initiatives.
The Ontario Energy Board Amendment Act (Electricity Pricing) 2003 received royal assent on
December 18, 2003 and the Minister of Energy recently wrote to each LDC to notify them that
they could apply for the April 2004 rate increase. These recent actions suggest that the new
provincial government will be more supportive of municipalities and the electric distribution
utilities that they own.
Now that LDCs have the opportunity to earn a full return, municipal shareholders will have
control over how this benefit is distributed and can allocate the wealth from increased dividends
to municipal programs that they deem are the highest priority. Municipal owners will want to
ensure that their utilities are best positioned to maximize this potential dividend.
FUTURE OPERATING ENVIRONMENT
Navigant Consulting believes that fundamental changes to the Ontario distribution sector will
continue to occur in response to various pressures during the period covering the second
generation PBR (ie. 2005 through 2008).
Continuing PBR-Driven Cost Pressure
Although little information is available on the second -generation PBR plan, it is safe to assume
that the current comprehensive scheme (O&M, capital and losses) will be maintained. As a result,
the pressure on controllable expenses will continue, with additional pressure to reduce capital
expenses and power losses. Navigant Consulting expects that it will be difficult to achieve the
required cost reductions over the long term without considerable restructuring of individual
utilities (e.g., creating shared service entities), strategic alliances or mergers to seize upon
economies of scale.
While Navigant Consulting expects continuing cost pressure in the second generation PBR
regmine, the magnitude of this cost pressure will be largely driven by two fundamental questions
that need to be answered by the Ontario Energy Board:
• Whether to rebase rates and by how much?
Operating Environment
0001,27 Page 3
NAviGAN
CO N6 VI I I N G
• What is the appropriate X-factor (productivity factor), if any, by which distribution rates
must be reduced on an annual basis?'
Rebasing
Rebasing occurs at the end of a pre -determined term of a PBR scheme. Prior to entering a new
PBR scheme, utilities are required to submit operating cost and rate base information. Customer
rates are then "rebased" to reflect the new costs associated with providing the service. If costs
have increased, service levels have declined or service levels are at risk of declining, regulators
may allow rates to increase, but the general regulatory bias is to rebase downwards (ie, putting
additional cost pressure on utilities).
As an example, rates for LDCs in Victoria, Australia were rebased downward by 9% to 18% in
2001 to reflect efficiencies gained during the previous 5 year PBR plan. This was a one-time event
followed by annual productivity factors of 1% in the subsequent PBR plan from 2001 through
2005. When selecting the 2001 rebasing amount the regulator decided that total efficiency gains
would be split 70/30 between ratepayers and shareholders. This split creates an incentive for the
utility to try and achieve these operating efficiencies.
Navigant Consulting does not necessarily believe that the OEB will be as aggressive in rebasing
prior to the second generation PBR plan; but experience in Victoria does serve as a good
indication of what could happen in the longer term future. Regulators will expect certain
productivity improvements to be made and the primary beneficiaries will be the utility's
ratepayers.
Service and Reliability Requirements
Based on the results of the first generation PBR plan, the OEB is expected to tighten customer
service and reliability requirements and implement meaningful penalties for LDCs that fail to
meet these requirements. There are two implications stemming from this development. First,
any degradation in service or reliability is likely to result in reduced payments to shareholders
because of the financial penalties incurred. Secondly, smaller utilities may require
proportionately more capital investment to ensure that service and reliability levels are
maintained or improved to acceptable standards. Therefore, it will be imperative that
distribution utilities are able to implement cost effective measures that improve service and
reliability and still maintain expected returns for shareholders.
The X-factor or productivity factor is the mechanism that the Ontario Energy Board uses to put downward
pressure on rates. The first generation productivity factor was set at 1.5%, meaning that after accounting for
inflation (only 0.4% m 2002), rates must then be adjusted downward by 1.5%.
Operating Environment 0 6101.12
8
Page 4
NAvIGANI-
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3 STRATEGIC INITIATIVES -AMALGAMATION
The previous section discussed a number of reasons why Navigant Consulting believes that
future regulatory requirements will continue to emphasize operating efficiency, service and
reliability improvements for Ontario LDCs. Those utilities that have the greatest operating
flexibility will be best able to proactively respond to these cost pressures and satisfy both
ratepayers and shareholders alike. One of the lowest risk strategies to obtaining this operating
flexibility is to amalgamate with other electric distribution companies.
GROWTH THROUGH AMALGAMATION
Municipally owned utilities have the opportunity to merge with other government owned
utilities and avoid paying the 33% transfer tax. In order to avoid the transfer tax, all agreements
and regulatory approvals must be in place by March 28, 2005.
An amalgamation with another utility can provide operating flexibility through the following
features:
• Staffing overlap may allow for labour cost reductions. While employment cuts may be
the fastest route to these savings, in many cases the savings can be realized through a
combination of contract staff reduction, attrition, re -assignments and hiring freezes
implemented while the much larger customer base continues to grow (For example,
assuming 3% annual customer growth, staffing efficiency would increase by 15% over
five years under a hiring freeze);
• Integration of distribution systems to provide redundancy or avoid capital investment in
expanded capacity;
• Coordination of line crews and better response to emergencies;
• Reduced purchasing cost for equipment and supplies through increased bulk purchasing
power;
• Joint effort on regulatory changes and responding to developers.
• Attain $100 million in rate base faster which allows for greater leverage2 and the
opportunity for enhanced value and a cash dividend to shareholders.
A detailed analysis that quantifies the benefits of a merger between Newmarket Hydro and
Aurora Hydro was beyond the scope of this report. Regardless of the eventual savings achieved,
the combined utilities will be better positioned to respond to PBR-related pressure in the future.
Utilities under $100 million in rate base are limited to a 50/50 debt to equity ratio. Utilities with rate bases
greater than $100 million are allowed a 55/45 debt to equity ratio.
Strategic Initiatives - Amalgamation 0001 129 Page 5
NAviGANT
c rev S U Gr i n c:
Why Consider Amalgamation?
• Amalgamation is a low risk option to provide the utility with greater operating flexibility
that should lead to. lower costs, improved service levels and better reliability than
compared to smaller stand-alone utilities;
• Ratepayers could realize benefits through lower rates not available under the stand-alone
option;
• Amalgamation does not preclude other strategic options such as outsourcing, future sale
or acquisition of other LDCs. Note that the larger size of the amalgamated utility may
make the assets more attractive to potential buyers.
• Shareholder's investment should see better value preservation and possibly value
enhancement from improved efficiencies;
Concerns
• Decision -making may be hindered by multiple shareholder structure in the absence of an
effective governance model, however, regardless of ownership structure the level of
municipal or shareholder influence over a utility's rates, service levels and reliability has
been significantly reduced under PBR.
4 ALTERNATIVES TO AMALGAMATION
This section discusses the primary strategic alternatives to amalgamation: growth through
acquisition; continuing operation as a stand-alone utility; outsourcing/joint ventures; outright sale
and entering into an operating lease.
GROWTH THROUGH ACQUISITION
As outlined previously, it is expected that successive generations 'of performance -based
ratemaking will exert considerable pressure on utilities in the province to become increasingly
efficient. One of the ways to improve operating efficiency is to expand the customer base
through acquisition and capture potential efficiencies available through increasing economies of
scale.
Depending on the attractiveness of the utility for sale and the number of bidders, an acquirer will
need to formulate a bid that offers value and commitments that exceed other bidders. One of the
common features of many purchase offers is an employment guarantee that effectively delays
potential integration savings. In addition, it will be necessary for the bidder to devise ways to
implement cost reductions that exceed other competing bids; yet a significant portion of these
savings will need to be passed on to the vendor in the form of increased value (or dib premium)
Alternatives to Anealgamation - /��,n 12o Page6
NAviG ANT
C O N S V II IN i::
in order to win the bid. The extent to which value is passed back to the vendor will vary from
transaction to transaction. However, this is perhaps the greatest source of risk in an acquisition
since it creates a substantial minimum threshold point in terms of savings that must be achieved
before the buyer sees a net benefit from the. transaction. If the purchaser fails to achieve at least
the savings that were reflected in the bid premium, they will be worse off then before the
purchase.
Why Consider an Acquisition?
• Shareholder's investment should see better value preservation and possibly value
enhancement from improved efficiencies. These efficiencies are potentially greater than
under the amalgamation scenario.
• Long term decision making should be easier due to single owner;
Concerns
• Significantly greater integration risk since a large portion of incremental value from
efficiency savings has been passed on to the vendor;
• Limited promising acquisition candidates for Newmarket Hydro or Aurora Hydro given
their size and location.
CONTINUE OPERATING AS A STAND ALONE UTILITY
A decision to forgo opportunities to merge or acquire would leave the utility in a "business as
usual" state. While this would minimize short-term risk and avoid the additional expenditures
associated with a merger or acquisition scenario, it could significantly hinder operating flexibility
going forward. The number of "levers" available to utility management to respond to pressures
imposed by the regulator on operating costs, service and reliability are much more limited. In
addition to self-imposed cost cutting and other efficiency improvement mechanisms, the only
alternative for utility management is to consider outsourcing or joint ventures, both of which are
discussed in further detail below.
Why Consider Stand Alone?
• Allows management to focus entirely on the day today operation of the business
Concerns
• Flexibility to respond to cost, performance and competitive pressures is limited and long-
term value may be significantly compromised.
Alternatives to Aumlgmnation Page 7
U01J
NAvIC_It1NT
CGN$L11T1N1i
OUTSOURCING / JOINT VENTURE
While outsourcing of functions among LDCs in Ontario has been common for many years, it has
typically been limited to tree trimming; meter reading or some line construction work. More
recently, larger utilities have been moving to outsource back office functions of customer service,
billing, IT, HR and finance. Outsourcing allows the utility to offload some of the operational risk
associated with these functions through a contractual arrangement that provides more certain
costs for these services. Some of the more notable outsourcing agreements in Canada include Cap
Gemini / Hydro One and the recently formed Accenture Business Services (ABS), whose clients
include Enbridge, BC Gas, Centrica, BC Hydro, and Enmax. Collectively, these companies serve
over 5 million customers. Accenture Business Services currently offers services for IT, customer
service (meter reading, billing, call centre, credit & collections), human resources, and financial
support. In theory, outsourcing allows each party to focus on what they do best — delivering
energy for a utility versus customer service for the service provider. Any economies of scale or
scope that the service provider captures are shared with the client utility in the from of reduced
costs. The magnitude of these savings depend on a number of things, including the number of
customers involved, the length of the contract, the presence of employment guarantees and the
relative efficiency of operation at contract commencement.
Why Consider Outsourcing?
• Some operating risk is passed on to the service provider;
• Should reduce costs in the long run versus providing service in-house;
Concerns
• May limit the shareholder's ability to merge or sell the utility with outsourcing
agreements in place;
OUTRIGHT SALE
If the shareholder of Aurora Hydro or the shareholder of Newmarket Hydro decide that owning
and operating the local utility is not in their long-term interest, a sale of the assets or shares of the
utility is the quickest and most simple method of exiting the business. There is an additional
incentive to consider this option given the current transfer tax waivers that extends through
March 28, 2005. The shareholders of the utilities would require OEB approval prior to this date;
otherwise any sale transaction would be subject to a 33% transfer tax less PIL taxes paid to date.
' Transfer tax waiver applies only to municipal utilities that are sold to other government -owned utilities.
Alternatives to Amalgamation 06
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Current Market is Illiquid
When the Electricity Act 1998 was first announced and clarified that ownership of MEUs rested
with the municipality, many municipalities made the decision to sell. The transaction
environment and market outlook at the time was very favourable to vendors, often resulting in
sale prices that were well above the book value of assets. There were a number of well -financed
bidders present who were encouraged by the Ontario market potential and the relatively
straightforward market rules outlined by the Ontario government and the OEB. However,
today's market is not nearly as buoyant. Many of the previous buyers have left the Ontario
market for good, or at a minimum, reduced their expectation due to numerous changes to
government policy. Appendix 1 identifies some of utilities that were previously active in the
Ontario market and updates their present day status.
It is true that the clarity provided in the proposed legislation announced by the new Ontario
government should cause some private utilities to once again seek opportunities in Ontario.
Unfortunately, the number of suitors will be fewer and the level of aggressiveness will be lower
due to the:
• Absence of many US players who continue to re -focus on their core domestic businesses;
• Financial restrictions imposed on US and Canadian utilities by credit rating agencies in
the post Enron era;
• Continuing feeling that Ontario is a questionable place to invest.
In this environment, it can be safely assumed that any present day transactions will be at prices
lower than three years ago; however, the size of the discount is difficult to determine. Navigant
Consulting believes that most transactions will be much closer to net book value rather than the
1.3 times and sometimes higher that was previously experienced.
Why Consider Selling?
• Value inherent in business is monetized, albeit at lower values than previously
experienced;
• Regulatory and operating risk has been entirely passed onto new owner;
Concerns
• Illiquid market makes it difficult to determine potential sale price;
• A transaction with a private bidder would trigger transfer tax, significantly reducing the
net proceeds to the seller
• Municipality is no longer in control of the ultimate destiny of the utility.
Alternatives to Amalgamation 00-0 33 1
Page 9
NAvIGAtNIT
C. t1 N513t 11Nc:
OPERATING LEASE
An operating lease provides an alternative to an outright sale that may have some attractive
features for a municipality. In an operating lease, the MEU leases its distribution assets to a third
party (lessee) who operates the utility for the term of the lease (usually 10 years). All new capital
is funded by the lessee who also takes on all regulatory and operating risk for the term of the
lease. At lease expiry, the lessee has an option to buy the balance of the assets.
Why Consider an Operating Lease?
• Provides a long term source of revenue for the municipality;
• Avoids transfer tax;
.• The ownership and long term destiny of the asset remains with the municipality;
Concerns
• Illiquid market makes it difficult to determine lease value.
5 CONCLUSIONS AND RECOMMENDATIONS
Navigant Consulting's analysis of the current and future operating environment for electric
distribution utilities in Ontario indicates that operating flexibility will be the key to success.
Utilities will need to be able to respond to continuing cost pressures from PBR, maintain or
improve service and reliability levels, and respond aggressively to any new entrants. A summary
matrix in the following table demonstrates that based on typical shareholder criteria, the most
attractive strategic option is amalgamation, given that it:
1. Provides operating flexibility but does not preclude a strategic change of direction toward
another opportunity (e.g future sale);
2. Has the potential to increase value for the shareholder,
3. Would likely lead to lower rates for ratepayers when compared to the stand alone option;
4. Would retain at least some control over the utility for the municipal shareholder,
5. Presents minimal risk to shareholders and ratepayers.
Amalgamation presents a low risk, low cost opportunity that is even more attractive under the
current transfer tax waiver period set to expire March 28, 2005. Therefore, in Navigant
Consulting's opinion, it would seem a prudent course of action for the management of
Newmarket Hydro and Aurora Hydro to continue discussions and due diligence toward an
eventual amalgamation of the two utilities.
Conclusions mid Recornrnendations - Page 10
000134
NAvIGANT
C@rv$U I..T ING
Table 2 - Summary Matrix of Strategic Options versus Typical Shareholder Criteria
Criteria
Merger
Stand
Alone
Acquire
Out
Source
Sell
Operating
Lease
Flexibility
+
+
Value Creation/Retention
+
0
+
Customer Rates
+
0
+
Control
-�-
-�-
-�-
Risk
+
+
+
+
+ Positive influence on shareholder criteria
Negative influence on shareholder criteria
Unknown outcome
SUGGESTED NEXT STEPS
In order to arrive at a decision to proceed with an amalgamation of Aurora Hydro and
Newmarket Hydro, Navigant Consulting suggests that the due diligence focus on the following
issues:
• Develop a preliminary organization chart for the amalgamated utility;
• Identify any areas of staffing overlap and potential solutions - attrition, re -assignment,
grow into it, severance;
• Billing & Customer Service integration - staffing, hours, software, billing cycles;
• Distribution system integration - operational, reliability and capital investment impacts;
• Impact on customer rates through rate harmonization, if any;
• Potential governance model.
Conclusions and Recommendations 000135 1 Page II
NAviGAN-r
CLAN sUITi NG
APPENDIX 1 - STATUS OF FORMER UTILITY BUYERS
Prior Bidders
Current Status
Publicly Owned
• Hydro One
• New management team now focused on system
upgrades with no mandate to acquire
• EPCOR
• Recent focus on generation
• Toronto Hydro
• Uncertain capacity for acquisitions given unsuccessful
venture into retail and impending new President &
CEO
• Enersource
• Still a likely buyer with backing of Borealis pension
money
Canadian IOUs
• Enbridge • Divestment of Cornwall Electric and establishing
Wirebury may indicate no intention of future
acquisitions.
• Union Gas • New owner (Duke) appears to have no interest in
expanding distribution assets in Canada
• TransAlta • Now entirely focused on generation
• Fortis • Acquired Comwall Electric and appears interested in
further acquisitions
• Emera • Not currently active in Ontario
U.S. IOUs
• Utilicorp • Company now called Acquila has been restructuring to
reduce debt by selling foreign assets, including
Canadian assets.
• AEP • AEP was one of the first U.S. utilities to exit Ontario
and continues to sell foreign assets and focus on the US
only
• Sempra • Failed attempt at building gas distribution in Nova
Scotia . Focus on commodity trading in Canada.
Appendix 1 — Status of Former Utility Buyers 06-01 36 Page 12
gAmw
FOR IMMEDIATE RELEASE
ATTACHMENT-3 V&#M
710, Cil*jA6pe rwna4r
February 19, 2004
PROPOSED MERGER OF HYDRO UTILITIES TO CREATE
ONTARIO'S 3rd LARGEST LOCAL DISTRIBUTION COMPANY
MARKHAM & VAUGHAN, ON -- Building upon the success of their joint purchase of Richmond Hill
Hydro Inc. (RHHI) in 2001, Hydro Vaughan Distribution Inc. (HVDI) and Markham Hydro Distribution Inc.
(MHDI) are pursuing a merger of their two utilities along with RHHI.
If implemented, the merger of the three utilities would result in the creation of the 3rd largest local
distribution company in the province, delivering electrical power to more than 190,000 residential and
business customers.
"The rationale behind our merger discussions is a strong belief that it will ultimately benefit all
stakeholders including the consumers in each of the three municipalities," said Vaughan Mayor Michael
Di Biase.
"By combining the customer, asset and skill bases of the three utilities, this partnership enables us to
realize economies of scale and provide consumers with more efficient service," commented Markham
Mayor Donald Cousens.
Discussions on how to maximize efficiencies among the three utilities began last year, following Hydro
Vaughan and Markham Hydro's joint purchase of Richmond Hill Hydro. The Ontario government's
announcement In March of a transfer tax holiday for utilities considering an amalgamation, removed a
key financial impediment to a merger. The two utilities set up a joint steering committee to investigate all
options and provide recommendations to each of their Boards, KPMG LLP was hired to facilitate the
process.
If the remaining issues are successfully dealt with, HVDI and MHDI expect that the transaction will be
completed some time In the second or third quarter of 2004. The final agreement is subject to both the
approval of HVDI's and MHDI's Board of Directors and that of their respective shareholders - the City of
Vaughan and the Town of Markham. Further, the merger requires the approval of the Ontario Energy
Board.
Public consultation sessions will be scheduled for customers, residents and the general public to get
additional information and provide comments on the merger.
Hydro Vaughan Distribution Inc. and Markham Hydro Distribution Inc. are incorporated companies owned
by the City of Vaughan and the Town of Markham respectively. Each utility has 50 percent ownership of
Richmond Hill Hydro Inc.
Media Contacts:
Vaughan Mayor Michael Di Biase
Susan Kadis, HVDI Board Chair
905-832-2281 Ext. 8340 (Di Bfase) or� 8349 (Kadis)
Email: Michael dihlase@vauahan ca
susan.kadisCa vaughan.r�
-30-
Markham'Mayor Donald Cousens
Deputy Mayor Frank Scarpitti, MHDI Board Vice -Chair
905-475-4872 (Cousens) or 905-475-4899 (Scarpitti)
Email: dcous-ens@markham ca
fscaroitti@markham ca
000137
ATTACHMENT.4
Borealis Hydro Electric Holdings Inc.
215Industrial Parkway South, P.O. Box 157
Aurora, ON L4G3113
Telephone (905) 727-4612 p'na• (905) 727-5619
February 26, 2004
Town of Aurora
100 John West Way
Aurora, ON
L4G 6J1
Attention: Mr. Larry Allison
CAO
Dear Mr. Allison
Re: Amalgamation Assessment
Aurora and Newmarket Hydro Corporations
Dear Mr. Allison:
FEB 2 7 2004
ADrV IN16 i FIATION
At the February 18th, 2004 Board of Directors Meeting, the Board reviewed the
Navigant Consulting Ltd. report entitled Newmarket Hydro & Aurora Hydro
Amalgamation Assessment.
The Board endorsed the report based on its conclusions and recommendations and
agreed that a further review of the merger opportunity would be in the best interest of
the utility. The President of Aurora Hydro will engage in a study of the results of an
amalgamation with the President of Newmarket Hydro Ltd.; such study to be subjected
to a peer review by Navigant Consulting Ltd. for consideration by the Board of Directors
of Borealis Hydro Electric Holdings Inc. and the Council of the Town of Aurora.
Key points related to this position are;
• greater operating flexibility in responding to the future cost pressures expected in
the electricity distribution sector
010101.38
Larry Allison
February 26, 2004
Page 2
• a merger with other distribution companies represents a low risk strategy to
obtain operating flexibility
• there is currently a 33% transfer tax holiday for mergers with other government
owned utilities up until March 28, 2005
• a detailed study of a merger with Newmarket Hydro Limited will ensure that the
customer and shareholder interests will be continue to be served well by Aurora
Hydro Connections Limited
The Board passed the following motion endorsing the principle of amalgamation and
support further study of merger results to be undertaken by staff.
Moved by Cal White
Seconded by Jane Murray
That the Board endorse the principle of amalgamation with regard to the conclusions
and recommendations in the Navigant report and make such recommendation to the
Shareholder for a further staff review of the benefits to an amalgamation with
Newmarket Hydro.
Yours truly,
AURORA HYDRO CONNECTIONS LIMITED
Jn L. Sanderson, P.Eng.
President & CEO
J LS/cm
cc: Borealis Hydro Electric Holdings Inc. Directors
0001.39
TOWN OF AURORA
GENERAL COMMITTEE REPORT
AGENDA ITEM # 3
No. ADM04-005
SUBJECT: Organizational Review— Development Planning Functions
FROM: Larry Allison, Chief Administrative Officer
DATE: March 2nd, 2004
RECOMMENDATIONS
THAT the attached Organizational Review — Development Planning Functions
prepared by the Randolph Group be received and referred to the 2004 budget
discussions.
BACKGROUND
In the fall of 2003 the services of the Randolph Group, Management Consultants were
engaged in order to undertake a review of the Town's Development Planning Functions.
The review was prompted by a series of factors including the significant volume of work
processed within the organization last year and an opportunity to revisit the present
organizational structure of the Planning Department arising as a result of an incumbent not
returning from maternity leave.
The scope of the review was not focussed solely on the Planning Department but was
intended to take a broader approach and encompassed issues such as how each
department plays a role in the review of development applications; the current structure
and staffing in place in comparator municipalities and suggestions for realignment of
present resources to increase efficiency. The report outlining a number of
recommendations was recently completed and submitted to the Town.
COMMENTS
As was mentioned during Council's initial review of the Planning Departments 2004
operating budget on January 171h, an increase in staff complement to the Department in
2004 was advocated. The analysis undertaken by the consultant clearly supports the need
to bolster the overall number of staff providing planning related support. The report also
00.01.40
March 2, 2004 -2- Report No. ADM04-005
suggests a series of further enhancements to the present organizational structure that will
have the effect of enhancing overall efficiency.
A number of the suggestions and functional realignments of staff can take place within the
present scope of the authority provided to the undersigned by Council. As a result an
interim reconfiguration of the department will be implemented consistent with the objectives
of the Report and the other recommendations without a direct financial implications will be
reviewed in detail and implemented over the coming 3 — 6 months. The components of the
consultant's analysis that relates to additional staff complement will be held in abeyance
through completion of the budget discussions and Council's ultimate decision as to the
number of new staff complement positions to be created this year.
OPTIONS
Council has discretion as to the overall full time staff complement of the organization. The
allocation of those resources within the Town's departmental structure is a responsibility of
the CAO. Fully implementing the recommendations of the report would transfer 2.75
existing staff members and add 2 new staff members to the re -titled Planning and
Development Department over a two year period. One new full time complement position
and funding for 1 other contract position are already proposed as part of the first draft 2004
budget submitted by the department. Implementing the recommendations of the report
would also advance from 2006 to 2005 one full time complement position already proposed
in the area of GIS support. It is proposed that final determinations related to new
complement be contingent on the availability and allocation of additional funds for this
purpose as determined through the final budget deliberations.
CONCLUSIONS
It is recommended that financial implications arising from the report be received and
referred to the budget discussions. The additional staff complement proposed will be
addressed as part of the follow up to the adoption of the 2004 budget by Council. In the
interim the remainder of the recommendations that are focused on enhancing the overall
effectiveness of the organization including realigning internal functions, the transfer and
enhancement of the Committee of Adjustment and Economic Development functions will
be reviewed and an implementation strategy devised covering next 3 — 6 months.
March 2, 2004 - 3 -
FINANCIAL IMPLICATIONS
No. ADM04-005
The addition of the full time complement position and other changes in 2004 as proposed
in the Report would have an estimated impact of $60,000. There are currently sufficient
funds contained within the first draft of the Planning Department 2004 budget to allow
implementation of those portions of the recommendations this year. The internal transfers
of staff do not create budgetary implications.
LINK TO STRATEGIC PLAN
Goal A — Maintain a well managed and fiscally responsible municipality.
ATTACHMENTS
Appendix "A" Organizational Review Planning Department Functions Report February 20,
2004 prepared by the Randolph Group
Present Organizational Structure — Planning Department
Potential Organizational Structure — post budget approval
PRE -SUBMISSION REVIEW
Management Teagr Meeting — February 25`h, 2004
Administrative Officer
000142
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06,01.67
APPENDIX "B"
POO-1,68
APPENDIX "C"
000169
� 'TOWN OF AURORA. AGENDA ITEM #
GENERAL COMMITTEE REPORT No. TR04-007
SUBJECT: PROJECT MANAGER FOR THE IMPLEMENTATION OF A NEW
FINANCIAL INFORMATION SYSTEM —AWARD OF RFP TR2004-13
FROM: Paul Dillman; Acting Treasurer/Tax Collector
DATE: March 2, 2004
RECOMMENDATIONS
THAT Council endorse the selection oflntrasys Services Inc as the Project Manager
to oversee the supply, delivery and installation of the new Financial Information
Systems software recently purchased from Vadim Computer Management Group Ltd
and RAC Software Inc subject to the signing of a satisfactory Agreement with the
Town of Aurora; and
THAT the Agreement be based on their response to Request for Proposal #TR2004-
13 to a maximum of $75,000 plus applicable taxes; and,
THAT staffreview the total number of days estimated in the response in an effort to
reduce the days required and more accurately reflect the management services
needed to complete the project; thus, reducing the financial impact.
BACKGROUND
Council at their meeting of January 13, 2004 authorized staff to enter final negotiations with
Vadim Computer Software Management Group Limited and RAC Software Inc for the
supply, delivery and installation of a Financial Information Systems for the Corporation of
the Town of Aurora. At that same meeting, Council authorized staff to solicit proposals
from qualified financial system implementation specialists to facilitate the role of project
manager in accordance with the Town's procurement policies and procedures.
Council at their meeting of February 10, 2004 authorized the Mayor and Clerk to execute
Agreements with Vadim Computer Management Group Inc for the supply, delivery and
installation of their Financial Information Systems and with RAC Software Inc for the
supply, delivery and installation of Financial Manager's Workbench, Capital and Salary
Forecasting Software.
Request for proposal (RFP) TR2004-13 was released on January 28, 2004. The deadline
for submissions was Wednesday, February 11, 2004 at 12:00 noon and a total of ten
proposals were received and were evaluated by staff.
06.0 F( o
March 2, 2004 .2- Report No. TR04-007
COMMENTS
Over the past couple of years staff have consistently identified the constraints and
limitations associated with the Town's core Financial Information Systems. These
shortcomings not only limit the effectiveness and efficiency of Treasury staff but also limit
the ability to establish electronic links between the various municipal software applications
that could benefit from centrally managed and maintained data sources that can lead to the
use of inaccurate property or customer data.
The fact that ten proposals were received has provided the Town with a broad cross
section of experience and qualifications to undertake this project and achieve its objective
of most if not all of the objectives defined within the terms of reference.
The proposed range in cost for the project management of the implementation of the
Financial Information System ranged from (approximately $63,000 to $297,000) but the
scope of the proposals also ranged from that of a very comprehensive approach to that of
an overview with suggestions that could possibly achieve desired objectives.
In order of proposal per Diem cost (lowest to highest) to complete the project management
the respondent submissions are summarized as follows:
#
FIRM NAME
PER DIEM
EST
ESTIMATED
OTHER
ESTIMATED
($)
# OF
TOTAL PER
COSTS
TOTAL COST
DAY
DIEM COSTS
OF PROJECT
S
1
Intras s Services Inc
$ 525.00
131
$ 68,775.00
$5,250.00
$ 74,025.00
2
ITNET
$ 800.00
100
$ 80,000.00
Not stated
$ 80,000.00
3
Brainhunter
$ 800.00
273
$218,400.00
Not stated
$218,400.00
4
Prior & Prior
$ 816.88
109
$ 89,040.00
$120/$140
$ 89,040.00
Associates Ltd
Der hour
5
Applied Technology
$ 900.00
230
$207,000.00
Not stated
$207,000.00
Solutions Inc
6
Fujitsu Consulting
$ 900.00
70
$ 63,000.00
Not stated
$ 63 000.00
7
Jackson Begg Limited
$1 000.00
67
$ 67,000.00
Travel etc
$ 67 000.00
8
Rondinone
$1,040.00
130
$106,080.00
Mileage
$106,080.00
Management
Services Inc
9
Robert Half
$1,350.00
220
$297,000.00
Travel,
$297,000.00
Management
Supplies
Resources
$225/hr
10
RIS Resource
Not
Not
Unable to
Not stated
Unable to
Information Systems
provided
provi
calculate
calculate
Inc
I
ded
The evaluation criteria deployed by staff for this project included cost, scope of review,
qualifications and experience of respondent staff resources and ability to recommend
innovative solutions within the municipal environment.
04601. 71
March 2, 2004 - 3 - Report No. TR04-007
OPTIONS
The option is available for staff to undertake the roll of Project Manager. However, staff is
of the opinion that an external resource with broader knowledge and experience in
managing a project of this scope will enhance the overall project objectives and therefore
final results. If staff were removed from their current duties it would adversely impact the
level of service currently provided to Town of Aurora residents.
FINANCIAL IMPLICATIONS
The 2003 capital budget proposed to undertake the replacement of the Town's core
financial information systems. The proposed budget included a provision for consulting
services to retain the services of a project manager to oversee the implementation of the
new systems in 2003/2004.
CONCLUSIONS
Based on the staff review of proposals received, it is recommend that Intrasys Services,
Inc. be engaged to as the Project Manager to oversee the supply, delivery and installation
of the new Financial Information Systems software recently purchased from Vadim
Computer Management Group Ltd and RAC Software Inc.
Although Intrasys Services Inc. ranked third of the ten respondents on the cost to complete
this project, the thorough analysis of the proposals ranked them as #1 on the strengths of
their approach, overall scope of undertaking the review and requisite experience within the
municipal sector. Their experience with Vadim Implementations and the having a core
team member who was previously an Implementation Supervisorfor Vadim made Intrasys'
proposal very attractive. Also, their proposal includes a bonus of eight no cost project days
and includes seven days that are directly related to Phase II (2005) of the Financial
Information System upgrade; thus in the opinion of staff the number of project days can be
reduced.
Without getting into the detailed analysis of each respondent proposal, the evaluation
process included weighting factors within each category for which all proposals were
ranked.
Staff has been in contact with two other municipalities who purchased Vadim Software and
used Intrasys as a consultant to provide a business process review and project
management. They are both very satisfied with the level of service provided by Intrasys.
000172
March 2, 2004 - 4 - Report No. TR04-007
LINK TO STRATEGIC PLAN
Goal "A" — A Well Managed and Fiscally Responsible Municipality
ATTACHMENTS
APPENDIX A - Executive Summary — Intrasys Response to RFP TR2004-13
PRE -SUBMISSION REVIEW
Chief Administrative Officer— Thursday, February 26, 2004
Prepared by: Paul Dillman, Acting Treasurer/Tax Collector Ext. #4112
Paul Dillman
Acting Treasurer/Tax Collector
000173
APPENDIX "A"
www.inrrasys.ca
Request For Proposal
(RFP #TR2004-13)
The Services of a Project Manager to Assist in The Implementation
of a New FIS System in The Town of Aurora
February 10, 2004
Owner:
Town of Aurora
C/O Town Clerk
Corporation Services
2' Floor,100 John West Way
Aurora, ON.
MG 6J1
Project Consultants:
Intrasys Services, Inc.
Suite 2, 630 -Whamcliffe Road, South
London, ON.
N6J 2N4
000174
Section 1 — Executive Summary
Intrasys is well positioned to provide appropriately experienced and qualified staff in support of the
Vadim FIS implementation at the Town of Aurora. With our directly related experience with Vadim
staff, systems and applications with the County of Lambton, City of Sarnia and City of Kawartha
Lakes we are able to confidently provide Aurora with the required expertise for a successful
implementation. This municipal experience is also supplemented by similar and extensive
information management and technology experience within the healthcare sector.
Through out extensive Vadim systems experience we are aware that a project of this size and
complexity do not always go according to plan. However Intrasys is able to be very flexible in
responding to such unforeseen events in a professional and accommodating fashion in order to "get
the job done" to your satisfaction.
The Town of Aurora has undertaken a significant investment in technology, infrastructure and
related resources in the past few years. As mentioned in the Council report of June I O'h, 2003 (based
on the Prior & Prior MIS plan update) amongst other important recommendations and
observations:
• It is important for the corporation to acknowledge the role of Information Technology,
• The continued financial support of MIS resources within the organization.
• Commit to a best of breed acquisition strategy while optimizing capabilities of existing
applications.
• Standardize data standards and platforms to facilitate integration of core business
applications.
The full-time staff at Intrasys (and associated expert Consultants, including GIS) can provide the
Project Managers, Systems Analysts and Technical Specialists to achieve a successful outcome to this
project. The Town of Aurora will benefit from out ability to supply not just a single Project Manager
but additional experienced staff within the overall project to maximize resource productivity and
utilization.
Our estimated 131 project days within the provisional project plan will represent Aurora's best
interests to Vadim and other vendors that may be involved through the project. In addition our 8
"no cost" value added project days offer a substantial benefit to the Town of Aurora.
We are most willing to provide post implementation support in accordance with Aurora's
expectations.
Intrasys Services, Inc. Suite 2 - 630 Warncliffe Rd., London, ON. NU 2144 ph: (619) 657 6571 fax: (519) 667 6171
Online: www.intrasys.ca Email: intrasys@intrasys.ca
0601'75
AGENDA ITEM # S
TOWN OF AURORA
GENERAL COMMITTEE REPORT No. TR04-006
SUBJECT: Council and Local Board Members Remuneration and Expenses for
2003
FROM: Paul Dillman, Acting Treasurer/Tax Collector
DATE: March 2, 2004
RECOMMENDATIONS
THAT Report TR04-006, Council and Local Board Members Remuneration and
Expenses for 2003 be received for information.
BACKGROUND
Pursuant to Section 284 (1) of the Municipal Act, the Treasurer of every Municipality must
submit annually to the council of the municipality an itemized statement of the
remuneration and expenses paid to each member of council in respect of his/her services
as a member of council or as an officer of the municipal corporation in the preceding year.
Further, section 284 (3) indicates that a local board shall submit to the Treasurer a
statement of remuneration and expenses paid to members of the local board.
COMMENTS
Remuneration, travel allowance, expense allowance and conference/seminar expense
allowance are paid to Mayor and Councillors in accordance with a By-law and
Administrative Procedure No. 57. By-law#4206-OO.0 was repealed and replaced with By-
law #4459-03.C, effective December 1, 2003.
00,01'76
March 2, 2004 - 2 - Report No. TR04-006
Report No. TR02-030 — Regional Councillors Remuneration to be Paid at the Local Level
was adopted by Council at its meeting on Tuesday, December 17, 2002. Report No.
TR02-030 recommended:
■ THAT Council for the Corporation of the Town of Aurora endorse Report No 8 of
the Regional Municipality of York+s Finance and Administration Committee relating
to Pension Options for York Region's elected officials;
■ AND THAT remuneration for Regional Councillors be administered in a single payer
system a the local municipal level effective January 1, 2003:
■ AND THAT any cost incurred by the Town of Aurora for the region remuneration
component including the cost of any increase to benefit expenses be reimbursed
on a cost recovery basis from the Region;
■ AND THAT the Town of Aurora execute an agreement with the Region of York
based on the terms set out in this report.
Any remuneration paid to the Town of Aurora's Regional Councillor on behalf the Regional
Municipality of York under the Terms of the Joint Service Agreement are not included in
Schedule A attached to this report and will be reported on separately by the Regional
Municipality of York.
OPTIONS
N/A
CONCLUSIONS
N/A
FINANCIAL IMPLICATIONS
The Town's annual operating budget provides forthe remuneration and expenses forthe
Mayor and Members of Council and Members of the Committee of Adjustment. The
annual operating budget also provides for a grant to the Aurora Public Library Board, from
which members of the Library Board are reimbursed for reasonable expenses.
C001 7'7
March 2, 2004 - 3 - Report No. TR04-006
LINK TO STRATEGIC PLAN
N/A
ATTACHMENTS
• Schedule "A" — Council and Local Board Members Remuneration and Expenses for
2003.
PRE -SUBMISSION REVIEW
Management Team Meeting - Wednesday, February 25, 2004
Prepared by. Darlene Munro, Accounting Supervisor Ext. 4117
i
� pllet- _
Paul Dillman
Acting Treasurer/Tax Collector
000178
TOWN OF AURORA Schedule "A"
Report no. TR04-006
Summary of Council and Local Board Members
Remuneration and Expenses for 2003
TRAVEL [ OTHER
REMUNERATION TRAVEL
ALLOWANCE I EXPENSES
Tim Jones
$
40,308.08 $
7,200.00
$
2,683.25
$ 50,191.33
Evelyn Buck
1,584.59
83.00
1,667.59
Wendy Gaertner
1,584.59
83.00
1,667.59
David Griffith
15,894.66
917.00
16,811.66
William Hogg
1,584.59
83.00
1,667.59
Nigel Kean
17,479.26
1,000.00
18,479.26
Evelina MacEachern
15,894.66
917.00
125.00
16,936.66
Phyllis Morris
1,584.59
83.00
-
1,667.69
Betty Pedersen
15,894.66
917.00
1,119.66
17,931.32
George Timpson
15,894.66
917.00
2,400.00
19,211.66
Damir Vrancic
17,479.26
1,000.00
-
18,479.26
Ron Wallace
17,479.26
1,000.00
18,479,26
John West
17,479.26
1,000.00
-
18,479.26
$
$
_L201,670.03
6,327.91
15,200.00
180,142.12 $
.. . . . . . . . .. .......
Members of :CommitteeAdjustment-1-150M —
-P. ... .... ..... ........ ............. ...
Julia Ellieff
$ 660.00
$ 660.00
Roy Harrington
715.00
715.00
Julius Horvath
660.00
660.00
Matti Lilles
715.00
715.00
Michael Seaman
845.00
845.00
$ 3,595.00
em6e:1 ..... .... .
Aurora:' bl 6 Library; Members Public
,X;" "J. y., Oar6WIVI
Jane Taylor
$ 3,595.00
$ 133.75 $ 133.75
$ 133.75 $ 133.75
000179
rage i of i
Munro, Darlene
From: Monika Beuning [mbeuning@library.aurora.on.ca]
Sent: February 19, 2004 10:37 AM
To: Munro, Darlene
Subject: 2003 Library Board Remuneration and Expenses
This will confirm that no remuneration was paid to any Library Board members in 2003,
Expenses were paid as follows:
Jane Taylor, Ontario Library Association SuperConference $125 + tax = $133.75
Thanks
Monika
Monks Beuning - Administrative Coordinator
Aurora Public Library
15145 Yonge Street Aurora ON L4G 1M1
Tel: (905) 727-9494 Ext 222 Fax: (905) 7273454
19/02/04 00,0180
TOWN OF AURORA AGENDA ITEM # 6
GENERAL COMMITTEE REPORT No. PW04-008
SUBJECT: Reconstruction of St. John's Sideroad, Yonge Street to Bayview
Avenue — McKenzie Marsh Area Detailed Design
FROM: W. H. Jackson, Director of Public Works
DATE: March 2, 2004
RECOMMENDATIONS
That the upgraded landscape design concept for St. John's Sideroad at the
McKenzie Marsh as generally described in Report No. PW04-008 be approved;
THAT additional funds be allocated from the appropriate Development Charges
Reserve for the upgraded landscape design concept for St. John's Sideroad at the
Mckenzie Marsh in the order of.
1. $49,000 (plus GST) for the redesign and construction of upgraded street
lighting; and
2. $95,000 (plus GST) for the construction of the boardwalk, landscaping, and
planting areas.
THAT the above additional funds be incorporated into the 2004 Development Charge
update;
THAT the Regional Municipality of York be informed of Council's decision in this
matter; and
THAT Staff be requested to report further to Council on the results of the tender for
the St. John's Sideroad reconstruction.
BACKGROUND
The reconstruction of St. John's Sideroad from Yonge Street to Bayview Avenue was the
subject of an Environmental Assessment (EA), which was finalized in 2000. Since then,
Regional staff have, with input where appropriate from Town staff, prepared the detailed
design and supporting documents in anticipation of shortly tendering this project.
The single main item outstanding is the treatment to be applied throughout the McKenzie
March 2, 2004 -2- Report No. PW04-008
Marsh area (a distance of about 350m). Figures 1 and 2 show the existing conditions on
the subject section of road.
COMMENTS
The original design for the reconstruction of St. John's Sideroad through McKenzie Marsh
(the "Marsh") consisted of the basic road, safety and streetlight requirements together with
minimal landscape features. Figure 3 is a computerized representation of this design.
It is recognized, however, that the Marsh, which is a designated "Provincially Significant
Wetland" is important to the Town and the Region. The Marsh forms an integral part of the
Nokiidaa trail system and is the connection between Aurora and Newmarket. Map No. 1
shows the Nokiidaa Trail system through the subject area. It is also important to note that
once St. John's Sideroad is reconstructed, no major road works are anticipated again in the
Marsh area for 50 +/- years.
In consideration of the above, Town staff together with Regional staff, road design
consultants and landscape/urban design consultants undertook a critical review of the
"original design". The rest of this report describes the results of this review as well as the
partnership that has evolved between the Town and the Region with respect to the design
and cost sharing for the road treatment through the Marsh.
Features Considered During Design Review
Recognizing that the Marsh is a "people" oriented location where pedestrians and cyclists
alike can enjoy the ambience and wildlife available in the Marsh, the review group
examined in detail the practicality of including features such as:
A meandering boardwalk;
The provision of additional lookouts on the boardwalk;
• The elimination of the guardrail on both sides of the road;
• Maximize the number of street trees;
The use of ledgerock and decorative bollards where appropriate in place of the
guardrail;
• Various levels of planting areas; and
• Upgraded, more pedestrian oriented, streetlighting.
Landscape/Boardwalk Consideration
The upgraded design presented in this report incorporates a meandering boardwalk with
an additional lookout. The guardrail presented in the original design has been replaced by
ledgeroad/landscape treatments, planting beds and the use of bollards to help define the
boulevard.
March 2, 2004 - 3 - Report No. PW04-008
Figures 4 through 9 inclusive are computer representations of the upgraded design
features.
Roadway Illumination
To compliment the upgraded landscape design, it is proposed to include decorative poles,
brackets and luminaries on the north side of the road and decorative brackets and
luminaries attached to the hydro poles on the south side, all similar to those used on
Wellington Street East. These decorative streetlighting features are only proposed through
the Marsh area. On either side of the Marsh, the standard "cobra head" streetlighting
fixtures will be installed.
As noted above, the upgraded streetlighting design can be seen in Figures 4 to 7 inclusive.
Figures 10 and 11 provide additional views of this project.
OPTIONS
During the course of the design review, many options, combinations and permutations of
the individual design elements were considered and this report presents the optimal
"upgraded" design. It must be understood, however, that many of the elements are not
mutually exclusive. For example, the guardrail shown in the original design can be
replaced by strategically placed planting beds, ledgerock and bollards. Elimination of these
various landscape features results in the need to utilize the original guardrail design.
Based on the above, the options available basically reduce to two as presented below.
Roadway Illumination
Council may wish to continue the use of standard "cobra head" streetlighting fixtures on
concrete poles and hydro poles through the Marsh area.
Landscape/Boardwalk
Council may wish to proceed with the original design as shown in Figure 3.
CONCLUSIONS
An upgraded design for the treatment of St. John's Sideroad through the McKenzie Marsh
has been presented. As is typical, upgrades cost more than the original design and these
additional costs are also presented in this report.
Given the significance of the Marsh, Council may wish to seriously consider the proposed
upgrades.
V 00183
March 2, 2004 - 4 - Report No. PW04-008
Staff has reviewed various options and with the success of the treatment on Wellington
Street plus the aforementioned importance of the Marsh, staff are of the opinion that the
proposed upgrades and associated budget increases are appropriate.
FINANCIAL IMPLICATIONS
As noted above, the upgraded design will cost more than the original design. It is
important to realize that the Region has acknowledged the significance of the subject area
by partnering with the Town both in the design process and cost sharing. As noted in the
Options section, the streetlighting and landscape elements are the two areas that could be
considered separately and accordingly, the costs are presented separately below.
Streetlighting
To redesign and construct the upgraded streetlighting proposal consisting of
decorative poles, brackets and luminaries on the north side of the roadway, and
decorative brackets and luminaries attached to proposed hydro poles on the south
side of the roadway will cost an additional $49,000. The style will be similar to that
on Wellington Street and the work includes the redesign of the new Lighting to satisfy
the appropriate design criteria (i.e. illumination levels) and dispersion so as not to
affect the McKenzie Marsh habitat.
All streetlighting costs are borne by the Town. It is further noted that until the project
has been tendered the actual costs will not be known. Tender costs might be higher
or lower than the cost estimate prepared by the consultant.
Landscaping
The upgraded landscaping through the Marsh consists of a number of elements
such as the boardwalk & railing, street trees, bollards, ledgerock, boulevard
treatments and an irrigation system to help maintain the vegetation. In total, the
estimated cost to provide all of these upgraded features is about $435,000
compared to $350,000 for the original design. Through the aforementioned
partnership with the Region, it has been determined that the Town would be
responsible for $245,000 of the upgraded design with the Region responsible forthe
remaining $190,000. The comparable numbers for the original design are $230,000
for the Town and $119,000 for the Region.
Table No. 1 shows the comparison between the original design, upgraded design and the
original budget for the items discussed in this report.
('CO184
March 2, 2004 - 5 - Report No. PW04-008
Table 1: Comparison between Capital Budget and Current Cost Estimate
Streetlighting Costs ($)*
Landscaping Costs ($)
Town
Region
Town
Region
Original
24,000
N/A
230,000
120,000
Design
Upgraded
70,000
N/A
245,000
190,000
Design
Approved
21,000
N/A
150,000
NIA
Budget
Variance —
+49,000
N/A
+95,000
NIA
Budget Vs
Upgraded
Design
* Design and Construction
As can be seen from the above Table, funds additional to that budgeted are required for
both the upgraded streetlighting and landscape features. It should also be noted that even
for the original design, the landscaping budget is insufficient by some $80,000.
Based on the current sources of funding, staff is of the opinion the additional funds should
be obtained from the appropriate Development Charge Reserve accounts.
LINK TO STRATEGIC PLAN
Goal "D" - Conserving Our Natural And Cultural Heritage is supported by maintaining high
standards for trails, parks, open space systems and bicycle routes.
ATTACHMENTS
Figures 1 to 11 - Project Overview: Landscape Design Concepts
Map 1 — Location of Nokiidaa Trail
Appendix A — 2001 Capital Budget Sheet for Public Works portion of the project
Appendix B — 2003 Capital Budget Sheet for Boardwalk
PRE -SUBMISSION REVIEW
Management Team Meeting — February 25, 2004
Prepared by. Anca Mihail, Engineering Assistant, ext. 4383
W. H. Jack
Director of Public Works
C00,185
Map 1. Location of Nokiidaa Trail
W
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ore
3
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000197
Appendix A
TOWN OF AURORA
2WI CAMAL BUDGET
ANALYSIS BY PROJECT
)EPARTMEAT: public works Department
PROJECT: Construction of SidewaU6 Mutniatmoo. and Watermains on St. John's
Sidetoad. Yotese Sneecto Ea!view Avenue
PURPOSE: To provide for the provision of sidewalks and Mu nination. and the construction
of wasioQ,= as Part of thereconstructionof St. John's Sideroad by the
Region of York
roFORMASCF/ACTT«' 1
INCREASE (DECREASE)
• To provide increased levels of service to residents
• The construction of this watermaln will add apptotdmateiy Min to the existing water
distribution network:
EFFECT ON, vF OPE ATTIC BUDGETS 2001 2002 2003
INCREASE (DECREASE)
M00
SALARIES S500
OTHER COSTS
S1000
TOTAL
PROJECT COST/FfNAtiCTNG
TOTAL PROJECT COST $1.043.000
FINANCING:
CURRENT LEA')' 1158.700
GRANTS
RESERVE FUND • (Sperif. S984JW
OTHER
TOTAL FINANCING SIA43.000
EXPLAN AT I O N S M I G H L 1 G HTS:
Reserve Fund - Deveiopment Charge Reserve (S435.500 for watermain and S528.80D for
sidewalks and llhmtmauon)
The Region': current scneduie is to :ender this pro]= in Inge 2001• with construction occurring in 20M
These monies will not oe spent this year. but must be allatatnd in 2001 so that the Town can confum m
the Reason that mese items arc to be uichtded in the
Appendix B
TOWN OF AURORA Department Priority:
2003 CAPITAL BUDGET LSAC Priority: 4
ANALYSIS BY PROJECT
:PARTMENT: Leisure Services Department , ACCOUNT NO.
IOJECT: St. John's Sideroad TraiUBoard Walk
To implement continuation of the Town's Trail System/Nokiidaa Trail.
ERFORIIIANCE/ACTIVTTY MEASURES
(CREASE (DECREASE
To increase recreational trail opportunities in the Town of Aurora.
FFECT ON FUTURE OPERATING BUDGETS
NCREASE (DECREASE)
ALARIES
)THER COSTS
PROJECT COSTIFINANCING
FINANCING:
CURRENT LEVY
GRANTS
RESERVE FUND - Development Charges Reserve
OTHER - Nokiidaa Trail Contribution
- Cash -In -Lieu of Parkland
TOTAL FINANCING
EXPLANATIONSIHIGH LIGHTS:
Elevated boardwalk proposed to be constructed on the north side of St. John's Sideroad in conjunction
with the Region of York St. John Sideroad widening project. Approximately 350 linear metres of trail
/board walk is required in this area to safely cross the McKenzie Marsh. This important section oftrail
will connect the entire north/south Nokiidaa Trail from the Vandorf Road in the south to the Town of
Newmarket boarder in the north.
KU 9
ADDITIONAL ITEMS TABLED FOR
GENERAL COMMITTEE MEETING
Tuesday, March 2, 2004
➢ Request for delegation from Mr. AI Wilson
Re: Waste Diversion
➢ Request for delegation from Ms Kathy Banks
Re: Request for licensing of Aurora eateries
➢ Request for delegation from Mr. Ben Kestein
Re: Item #6 a Reconstruction of St. John's Sideroad
➢ Memorandum from the Director of Leisure Services
Re: Request for a Special General Committee meeting to discuss
the public/private partnership solicitation for the new Recreation
Complex
Par izza, Bob
From:
AI C. Wilson
Sent:
Sunday, February
To:
Pani=a, Bob
Cc:
Jackson, Wayne
Subject:
Request for Delegation Status
This is to confirm my request for delegation status at the General
Committee meeting of the Aurora Council an Tuesday March 2, 2004.
My presentation is to address the the current waste diversion in Aurora
and encourage council to Proactively take measures that will improve our
ratios.
This includes:
A) Request for a Regional Waste Audit to be undertaken specific for the
Town of Aurora
B) Request to the Region to lobby provincial ministry officials to
address the short -comings in the current packaging standards within the
Province
C) Mandate the proposed new 'Environment Advisory Committee' to address
the collection issues and make respective recommendations to be
implemented to contribute to raising Aurora's diversion rate to above
the Region's average within 3 years.
I will provide more specific details to support such a request during my
presentation.
Please confirm
Sincerely,
Al Wilson
1
03/02/2004 88:56 9057274791 DR ROBERT 19ILLIAMS PAGE 01
Kathy Banks
14 Keystone Crt
AURORA, Ontario
L4G 3113
March 1 /04
Notification of Intention to be a Delegate
Dear Mr. Panizza:
Please consider this my written request to appear as a delegate at the
General Committee meeting of the Town of Aurora on Tuesday March 2/04.
The purpose of this delegation is to ask for: the consideration of and support
of our current council in initiating a municipal licensing of Aurora eateries.
Upon my investigation I have learned that 3 municipalities in our area have
this licensing in place already, and that without it, the town is powerless to
deal with problems that may arise.
I hope this brief ex lanation is adequate for what you need. If not, please call
me at before you leave today and I will be happy to modify
it as you see fit.
Many thanks
*at)
H. Keslein
Town of Aurora
100 John West Way
A�rora, ON. L46 6J1
At C.C. Bob Panlua
Faye to: 00S- 726- 4732 March 2, 2004
Dear Bob Panlzzaq
l am writing ywr to request
yourgood ofAces to grant to ly Bon Kostelny agent for P.A.R,K,s, delegate
status as it appertalas to to-n/ghts meeting to subject, Reconstruction of St.
Johns siderood, yonge street to lndustdal pkwy. Known as the McKenrle
Marsh. Thanking you in advance,
/ remafny
s/ncerely, Bon Kastole par. '
ptione� ""alb
N T E R
O F F I C E
To: Mayor and Members of Council
From: Allan D. Downey, Director of Leisure Services
Subject: Public/Private Partnerships
Date: Tuesday, March 2, 2004
MEMO
Council at their meeting of February 24, 2004 approved the following recommendation:
4. Public/Private Partnership Solicitation
THAT, the Project Manager immediately 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 as soon as possible.
The Project Managerfor the new Recreation Centre as part of their responsibilities, are to assist in
the solicitation and evaluation of Public/Private Partnerships.
Staff have met with MHPM Project Managers Inc. to discuss the issues related to the solicitation of
Public/Private Partnerships and the process required to meet our needs.
During our discussion it became evident that in order to properly explore this issue, and ensure that
we are proceeding in an appropriate manner, that a short presentation to Council would not be
sufficient. The issues surrounding a partnership are complex and require dialogue to properly
explore all aspects of a partnership and its inherent advantages and disadvantages with regards to
facility fit, financing and timing of the project to mention a few.
Staff are suggesting that Council may wish to considera special meeting of the General Committee
on March 11, 2004 to discuss this issue in more detail.
The Consultants are prepared to make a presentation at this working session regarding
Public/Private Partnerships and would elaborate on the steps required to solicit, evaluate and enter
into an Agreement with a private partner, obtaining direction in this regard where appropriate.
Should Council agree with this approach, staff request that the date and time of this working
session be confirmed, so that public notification can be provided.
Allan D. Downey,
Director of Leisure Services.
ADD/dp
cc: Larry Allison, C.A.O.