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Agenda - Special Council - 20060710SPECIAL COUNCIL AGENDA N0.06-21 MONDAYJULY10, 2006 100 P.M. COUNCIL CHAMBERS AURORA TOWN NALL PUBLIC RELEASE 07/07/06 TOWN OF AURORA SPECIAL COUNCIL MEETING AGENDA NO. 06-21 Monday, July 10, 2006 7:00 p.m. 7:00 P.M. - OPEN FORUM — COUNCIL MEETING TO FOLLOW I DECLARATIONS OF PECUNIARY INTEREST II APPROVAL OFAGENDA RECOMMENDED: THAT the content of the Agenda as circulated by the Corporate Services Department be approved as presented. III DELEGATIONS (a) Mr. Joe Pittari, DPRA Canada Inc. Re: Item 1 - Strategic Plan Report from DPRA Canada Inc. (b) Mr. Klaus Wehrenberg (D-1) Re: Item 1 - Strategic Plan Report from DPRA Canada Inc. (c) Mr. Al Wilson Re: Item 1 — Strategic Plan Report from DPRA Canada Inc. IV CONSIDERATION OF ITEMS REQUIRING SEPARATE DISCUSSION Special Council Meeting No. 06-21 Monday, July 10, 2006 Page 2 of 8 V READING OF BY-LAWS RECOMMENDED: THAT the following listed by-laws be given 1st, 2nd and 3rd readings, and enacted: 4815-06.T BEING A BY-LAW to amend By-law 4574-043 as amended, with respect to turning movements on Murray Drive (Includes corrected page circulated as an Additional Item on June 27, 2006) 4816-06.T BEING A BY-LAW to amend Parking By-law 4574-043 as amended, with respect to Aurora Heights Drive, Devins Drive, Odin Crescent, Stone Road, Tecumseh Drive, Walton Drive and Wells Street 4819-063 BEING A BY-LAW to amend Parking By-law 4574-04.T as amended, with respect to parking on George Street 4831.06.0 BEING A BY-LAW to confirm actions by Council resulting from the Special Council meeting 06-21 on July 10, 2006. X11 IN -CAMERA Legal, Property and Personnel Matters (pg. B-1) (pg. B-3) (pg. B-6) (pg. B-7) THAT Council proceed In -Camera to address legal, property and personnel matters. (Council to report out in public session regarding the personnel matter) Xlll ADJOURNMENT Special Council Meeting No. 06-21 Page 3 of 8 Monday, July 10, 2006 AGENDA ITEMS 1. Strategic Plan Report from DPRA Canada Inc. (pg. 1) RECOMMENDED: THAT Council adopt the Town of Aurora's Strategic Plan Update 2006. 2. PW06-039 - Winter Road & Sidewalk Maintenance Programs Review (pg. 62 ) RECOMMENDED: THAT staff be requested to report back to Council on the results of the Winter Sidewalk Maintenance tender, such tender to be as generally described in Report PW06-039; and THAT the plowing level of service for roads be increased to 10 hours; and THAT funds in the amount of $25,000 be transferred from the Winter Maintenance Discretionary Reserve Fund to the Winter Operations accounts as described in Report PW06-039. 3. PW06-032 — Joint Municipal Waste Diversion Strategy (pg. 72) (deferred from June 27, 2006 Council) RECOMMENDED: THAT Council approve, in principle, the joint municipal waste diversion strategy as described in Report PW06-032 subject to the outcome of the public consultation planned for this summer; and THAT staff report back to Council in the Fall of 2006 on recommended amendments to the strategy as a result of input from the public consultation process; and THAT Report PW06-032 be referred to the Environmental Advisory Committee for their information. Special Council Meeting No. 06-21 Monday, July 10, 2006 Page 4 of 8 3 5. PW06-034 — Northern 6 Municipalities Joint Waste Collection Contract RECOMMENDED: (pg. 80) 1. THAT Council approve in principle the terms of a Request for Proposal for a joint waste collection contract for the Northern 6 Municipalities as generally outlined in Report PW06-034; and 2. THAT staff be requested to report back to Council on the results of the joint Request for Proposal noted in Recommendation No. 1; and 3. THAT Report PW06-034 be referred to the Environmental Advisory Committee for information. PW06-037 - Centre Street Watermain Re -Lining Project - Cost Overrun RECOMMENDED: (pg. 84) THAT additional funds in the amount of $19,618.45 be paid to Fer-Pal Construction Ltd. for works completed under the 2005 Centre Street watermain re -lining project which were outside of the original scope of the project. 6. CS06-022— Regulate the Sale and Possession of Replica Firearms (pg. 87 ) (deferred from June 20, 2006 General Committee) (deferred from June 27, 2006 Council) RECOMMENDED: THAT staff report CS06-022 be received; and THAT the report and draft by-law be circulated to the other municipalities within York Region and the York Regional Police Department requesting their support for this initiative. 7. CS06-026— Newspaper Distribution Boxes & Waste Containers (pg. 105) (deferred from June 20, 2006 General Committee) (deferred from June 27, 2006 Council) RECOMMENDED: THAT staff report CS06-026 be received; and Special Council Meeting No. 06-21 Monday, July 10, 2006 Page 5 of 8 THAT the Town place a notice in the Notice Board and advise all newspaper distribution box companies of the proposal to enact a by-law to regulate and permit newspaper boxes in the Town of Aurora; and THAT the Town enter into discussions with Creative Outdoor Advertising for the provision of Blvd Waste Containers and Newspaper Distribution Boxes Corals; and THAT a further staff report be submitted to Council once all of the details with the distribution companies and Creative Outdoor Advertising have been addressed. 8. LSO6-025 — Tri- Party Property Use Agreement between YRDSB, (pg. 127) YCDSB and the Town of Aurora (deferred from June 27, 2006 Council) RECOMMENDED: THAT Council authorize the Mayor and Clerk to execute a Tri- Party Property Use Agreement between the Town of Aurora, the York Region Catholic District School Board and the York Region District School Board to facilitate the ongoing use and operation of various public outdoor facilities located on School Board property at Regency Acres Public School, St. Josephs Catholic School and on Town property at Confederation Park. 9. Correspondence from the Ministry of Citizenship and Immigration (pg. 137) Re: Ontario Medal for Good Citizenship (deferred from June 27, 2006 Council) RECOMMENDED: THAT Council provide direction on this matter. 10. Correspondence from the York Region Food Network (pg. 140) Re: Food Bank Use in York Region (deferred from June 27, 2006 Council) RECOMMENDED: THAT Council receive the correspondence from the York Region Food Network regarding food bank use in York Region for information. Special Council Meeting No. 06-21 Monday, July 10, 2006 Page 6 of 8 11. Correspondence from the Town of Georgina (pg. 149) Re: The WAVE Healthy Waters Healthy Yards Project (deferred from June 27, 2006 Council) RECOMMENDED: THAT Council provide direction on this matter. 12. EDAC06-06 — June 21, 2006 Economic Development Advisory (pg. 151) Committee Meeting (deferred from June 27, 2006 Council) RECOMMENDED: 1. THAT the Committee Record of the Economic Development Advisory Committee Meeting 06-06 held on June 21, 2006 be received as information and the following recommendations of the Economic Development Advisory Committee be endorsed: 2. Economic Development Advisory Committee Meeting Report No. 06-05 held on Wednesday May 17, 2006 THAT Economic Development Advisory Committee Meeting Report No. 06-05 held on Wednesday May 17, 2006 be adopted as printed and circulated. 3. EDAC06-003 - Gateway Entry Feature (distributed at the meeting) THAT Report EDAC06-003 - Gateway Entry Feature be received; and THAT the Economic Development Advisory Committee endorse, in principle, location #3 as indicated on Attachment B of Report EDAC06- 003: and THAT the Economic Development Officer be directed to pursue the development of the Gateway Entry Feature Option 5 as described in Report EDAC06-003 - Attachment A, and report back to the September 20, 2006 Economic Development Advisory Committee meeting. 4. NEW ITEM Yonge Street Commercial Area Sub -Committee Minutes of June 1, 2006 THAT the Yonge Street Commercial Area Sub -Committee Minutes of June 1, 2006 be received and the recommendations of the Yonge Street Commercial Area Sub -Committee be endorsed: Special Council Meeting No. 06-21 Page 7 of 8 Monday, July 10, 2006 1. THAT Leisure Services be requested to provide additional plantings for the Temperance Street Parking Lot and that the Aurora Horticultural Society do the planting prior to August 12, 2006. 2. THAT Mayor Jones, on behalf of Council, send a letter commending the Aurora Horticultural Society for cleaning up the public area surrounding the vacant lot at Yonge and Tyler Streets. 3. THAT By-law Services be requested to inspect, on a weekly basis, all vacant properties along Yonge Street to ensure compliance with municipal by-laws and further report the number of violations pertaining to the inspections to the Yonge Street Commercial Area Sub -Committee: and THAT Richard Wizemann meet with the By-law Services Co- ordinator to address the concerns of the Yonge Street Commercial Area Sub -Committee with respect to this matter. 4. THAT the Aurora Horticultural Society be allowed to provide adequate signage indicating that they have provided the planting and/or done the planting and/or clean up at all locations along Yonge Street. 5. THAT Council recognize the contributions that the Aurora Horticultural Society has contributed to the beautification of Yonge Street. 6. THAT the matter of adequate and substantial signage on Yonge Street and Industrial Parkway indicating that Industrial Parkway is a by-pass route be referred to the Director of Public Works for a report including cost estimates for the installation of the signage. 7. THAT Council recognize Councillor Wallace for initiating the yearly "World's Longest Street Festival". 8. THAT "Downtown Commercial District Signage" (Capital Budget Item 13003, approved December 2005) be immediately installed at the appropriate locations along Yonge Street, with the district names previously endorsed by the Economic Development Advisory Committee. 9. THAT the approved 2006 capital expenditure of $10,000 for garbage receptacles along Yonge Street be immediately initiated. 10. THAT the composition of the Yonge Street Commercial Area Sub - Committee be reduced, for the remainder of this term only, by removing the requirement of representatives from the Aurora Chamber of Commerce and the Aurora Historical Society. Special Council Meeting No. 06-21 Page 8 of 8 Monday, July 10, 2006 5. EDAC06-004 — An Economic and Emplovment Overview for Aurora 2005 THAT EDAC06-004 — An Economic and Employment Overview for Aurora dated June 21, 2006 be received for information. 6. EDAC06-005 — Participation in the GTMA's 2006/07 GTA Advanced Manufacturing Initiative THAT Report EDAC06-005 dated June 21, 2006 prepared by the Economic Development Officer be received; and THAT the Economic Development Advisory Committee endorse the Town's participation in the GTMA's 2006/07 GTA Advanced Manufacturing Initiative. 7. Business 'Bright Lights' Newsletter - Spring/Summer 2006 Edition THAT Business 'Bright Lights' Newsletter - Spring/Summer 2006 Edition be received for information; and THAT the Economic Development Advisory Committee Members are requested to forward any news items that may be included in future editions of the Business 'Bright Lights' Newsletter, to the Economic Development Officer. t4V ,Yoe AF 7-- SPECIAL COUNCIL — JULY 10, 2006 1 AGENDA ITEM # Office Administrative i Officer To: Mayor and Members of Council From: John S. Rogers, Chief Administrative Officer Date: July 10, 2006 Re: Town of Aurora Strategic Plan Update 2006 Attached to this memo is the Town of Aurora's Strategic Plan Update 2006 together with a one page summary document and a copy of the presentation slides for the July 10 meeting. As the documents state this update is the result of significant consultations with Council, residents, stakeholders and staff. The document reflects a vision for the future of Aurora that will guide the decision making process for the Town of Aurora for a number of years to come. The nature of the Strategic Plan is very supportive of the Business Planning concepts now being used to guide budget deliberations. As noted in the Plan when Council adopts the Strategic Plan Update there is then further work by the consultant with staff to develop the appropriate implementation of the Plan including Key Performance Indicators. It is therefore recommended that Council adopt the Town of Aurora's Strategic Plan Update 2006. John S. Rogers Chief Administrative Officer • Page 1 —1— �rini�oruirut�ryinaii�, SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 JULY 2006 TABLE OF CONTENTS ACKNOWLEDGEMENTS......................................................................................................................................... 2 PREFACE..................................................................................................................................................................... I INTRODUCTION........................................................................................................................................................ 2 HOW THE PLAN WAS DEVELOPED....................................................................................................................4 RESEARCHFINDINGS.............................................................................................................................................5 KEY STRENGTFIS................................................................... KEYWEAKNESSES................................................................ KEY OPPORTUNITIES............................................................. KEYTHREATS....................................................................... ...................................................................................... 5 ...................................................................................... 6 ...................................................................................... 6 ...................................................................................... 7 DETAILEDSTRATEGIC PLAN.............................................................................................................................. S VISION...................................................................................................................................................................... 10 GOALS& OBJECTIVES.............................................................................................................................................. 10 ACTIONSTEPS........................................................................................................................................................... 17 IMPLEMENTATION AND PERFORMANCE MEASURES.................................................................................................. 35 -3- SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Your views have helped develop a plan on how the Town can reach its desired future ACKNOWLEDGEMENTS JULY 2006 The Strategic Plan update would not have been successfully completed without the extraordinary efforts, professional attitude and concentrated energy of the many Town of Aurora residents and stakeholders, over the 6 months of this undertaking. We would like to thank the many participants who attended the numerous consultation events and took the opportunity to provide direction, comments and critique. The residents and stakeholders in the Town of Aurora have helped shape how the Town can reach its desired future. However, particularly critical contributions were made by the project Steering Committee: Director of Planning and Development, Sue Seibert; Permit Information Officer, Ruth Beaton; Economic Development Officer, Dino Lombardi; CEO of the Aurora Library, Colleen Abbott; the Project Manager John Rogers (CAO); and project coordinator, Cindy Janzen. We would also like to thank Town Council and the Senior Management Team for their time, support and advice throughout the strategic planning update process. —4— SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 The decisions we make today will determine how we live tomorrow PREFACE JULY 2006 A Strategic Plan is one of the most important documents that a municipality can have. It is important because it sets out the Vision of what the municipality is trying to achieve and the steps necessary to achieve the Vision. A Strategic Plan reflects the needs and expectations of the residents as identified through multiple public consultation activities. Residents provide opinions based on their experience of living and working in Aurora as well as outlining what would make living in Aurora more positive and desirable in the future. Armed with the knowledge of what residents would like the Town to be, Town staff, Council and stakeholders can then identify a sequence of Actions that need to be undertaken to successfully attain the Vision, Goals and Objectives. This series of Action steps may lead to changes in other Town guidance documents such as the Community Plan, Transportation Plan and Culture and Recreation Plan. A Strategic Plan clearly acknowledges those things that a Town can do by itself, what things must be done in cooperation with others and what decisions rest with other levels of government. Equally important, a Strategic Plan provides an environment in which Town stakeholders — businesses and residents — can make informed decisions and thrive. A Strategic Plan sets out the direction for the Town and the path of how to get there. But, like for all of us, circumstances change and so the Strategic Plan is not carved in stone. The path of how to achieve the Vision must be periodically reviewed, refined and, if needed, modified. —5— SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 JULY 2006 The previous Strategic Plan for the Town of Aurora was developed In 1993 The strategic plan is representative of the views of the whole community INTRODUCTION The Town of Aurora is concerned with future economic development, sustainable environmental management practices, cultural heritage preservation and community development. The previous Strategic Plan for the Town of Aurora was developed in 1993. To meet the needs of its growing population, the Town started a process to update the Strategic Plan. The original Strategic Plan included a corporate mission statement, six values with context statements, objectives and strategic Actions for each value. The document has since been updated to reflect changing issues and influences on the Town and the values of Town Council and residents. The plan was updated in 1995, 1998, and 2001. The plan evolved since its Inception in 1993 and included six general corporate objectives, a series of long-range strategies and Action -oriented short-term initiatives. The Town regularly updates the plan so it remains relevant and useful. The 2006 updated Strategic Plan will emphasize the development of local assets, which capitalize upon the many strengths and opportunities in the area. DPRA was retained by the Town of Aurora to guide the process of updating Aurora's strategic plan. The Town feels strongly the Strategic Plan be representative of the views of the whole community. The Town undertook the Strategic Plan update process to identify and assess growth and development opportunities that will ensure the future economic, social and environmental sustainability and health of the Town. The plan is based on current community values, priorities and overall expectations of Town services. The context in which the Vision and direction of the Town of Aurora Strategic Plan were prepared and how residents and community organizations took part in developing the Plan are described in this document. Aurora's Strategic Plan is an umbrella document that provides guidance and direction for all of the Town's plans, programs and services (See Figure 1). The Strategic Plan will also incorporate recommendations from recent legislation (e.g. Greater Golden Horseshoe Growth Plan). The Strategic Plan will be implemented through an annual priority setting process, the development of operational work programs and annual budgets; these are discussed further in the implementation section. Z-M SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 An umbrella document that provides guidance and direction for all of the Town' plans, programs and services Figure 1: Strategic Plan Relationships JULY 2006 V Regional Plans of Aurora Plans This Strategic Plan document is organized into the following three sections: 9 How the Plan was Developed S Research Findings Detailed Strategic Plan 2006 —7— SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Input from various stakeholders including, Town staff, Council, residents and various stakeholder groups of the Town of Aurora Consultation Activities HOW THE PLAN WAS DEVELOPED The Strategic Plan was updated with input from various stakeholders including, Town staff, Council, residents and various stakeholder groups of the Town of Aurora. The work program provided stakeholder engagement opportunities, including: • Identification of key issues through interviews with stakeholders; • On-line opportunity to provide input; • Identification of key trends (strengths, weaknesses, threats and opportunities) through research; • Visioning Sessions with stakeholders (to develop a draft Vision, Goals, Objectives and Actions); and • Open Houses for residents to review the process, provide input to a draft Vision, Goals and Objectives and provide suggestions on how the Town can achieve the Objectives and comment on the draft Strategic Plan. The following outlines consultation activities used in updating the Strategic Plan. CONSULTATION ACTIVITIES • Media Release and Memo to Senior Staff and CAO (December 2005) • Orientations Sessions — January 26th, 2006 • On-line comment submission following the orientation sessions • Notices in the Town Page of the Era Banner (prior to each event) • Website updates (throughout the planning process) • Information Posters/Flyers (prior to each event) • Invitations letters to stakeholders (prior to each event) • Interviews with Stakeholders — January/March 2006 • Visioning Workshops — March 21 s`, March 23`d, and April 3rd 2006 • Open House #1 — May 101h, 2006 • Open House #2 — May 313`, 2006 SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE, STRATEGIC PLAN 2006 JULY 2006 Research included results from 2004 Citizen Survey The key strengths identify the character of the Town that can be reinforced to ensure a strong future RESEARCH FINDINGS The process of updating the Strategic Plan included an Environmental Scan Report and a Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. An Environmental Scan is a component of strategic planning processes to conduct a needs/feasibility assessment and a SWOT analysis with key stakeholders and residents who have a vested interest in the Town. In addition, the SWOT assists in identifying the key issues that should be addressed as part of the Strategic Plan update. Results from the Citizens Survey, conducted in 2004, were also reviewed to determine the views of the Town of Aurora residents. The following is a summary of the trends and key findings identified through the Environmental Scan and SWOT analysis. The Environmental Scan Report presents the complete detailed findings. KEY STRENGTHS The key strengths identify the character of the Town that can be reinforced to ensure a strong future. • Well educated and relatively affluent population that treats Aurora as a highly desirable location to live • Located near 2 major highways (404 and 400) and has major transit corridors (Yonge, Bathurst, Bayview and Leslie) making it an ideal location for commuting • Development of Wellington-404 lands opens up more space for employment lands and residential development • Increased development, high resale values of homes and number of homes sold (despite the cost) shows that Aurora is still a highly desirable place to live • High home resale values and sustained employment and development • Well developed parks system and recreational facilities • Majority of the population are couples or families — who are more likely to settle in Aurora, and less likely to move after a shorttime • Strong sense of community pride with high levels of support from volunteers • Substantial retail opportunities and recreational options minimize need to travel beyond Aurora's borders SPECIAL COUNCIL — JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 These are concerns that could be problematic and need to be addressed The opportunities and circumstances that could be taken advantage of to lead to improvements in the Town KEY WEAKNESSES JULY These are concerns that could be problematic and need to be addressed. • Some residents use the Town as a 'base' for commuting — creating the perception of a "bedroom community". This has an impact on the service clubs • Increased reliance on personal vehicles for transportation would imply that transit could be better utilized • Some developments are spread out over a large area, making sprawl a potential risk factor • High Incomes and land costs make it difficult for a wide range of incomes to settle in Aurora • A sizeable component of Aurora's population is rapidly approaching retirement age. This could lead to a contraction in the size of the available work force, impacting local businesses and organizations KEY OPPORTUNITIES The opportunities and circumstances that could be taken advantage of could lead to improvements in the Town. • Work with developers to build more housing options — more energy efficient, linked to natural heritage areas, walking trails, etc. • Maintaining the Town's employment lands attract more businesses to maintain diversity and create more job opportunities for Aurora's well educated, trained and skilled population • Taxes from new businesses will also act to replace diminishing future development charges • Protect additional natural areas that can be equipped with walking trails and benches to facilitate recreational opportunities • Improved community education and communication • Explore public/private partnerships • Further interaction of other stakeholders and agencies with the Town regarding the Strategic Plan • Redevelopment of downtown making it a more attractive destination and gathering location • The newly created VIVA regional transit system may encourage more transit use • Increases in population density can create opportunities for public transit, creation and use of connected walking/cycling corridors — promoting healthy living and reducing single occupant vehicle trips —10— SPECIAL COUNCIL - JULY 10, 2006 TOWN OP AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 These are the issues and concerns that must be dealt with in a focused manner to And resolution and lead to an improved quality of life for Aurora residents JULY 2006 Preservation of the Town's built cultural heritage. This can form the basis for additional tourism opportunities KEY THREATS These are the issues and concerns that must be dealt with in a focused manner to find resolution and lead to an improved quality of life for Aurora residents. • Rapidly increasing population means an increase in density in the coming years. This will need to be considered for future Town planning initiatives • Fear of increased crime • Growth threatens air and water quality/quantity as more vehicles are on the roads • Loss of revenue from development charges and building permits as the Town approaches 'build -out' • Potential loss of green space/natural areas • Increased traffic congestion • Potential loss of diversified economy • Adequacy of Town staff resources to deliver quality programs and services to residents • May not be able to meet upgrade standards in the future for facilities as a result of financial issues, or lack of available land for development • Developments may surpass the ability of the infrastructure to operate within acceptable sustainability thresholds • Perception that environmental impacts are not being considered when making planning decisions —11— SPECIAL COUNCIL - JULY 10, 2006 TOwN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 The Strategic Plan has tiue key components DETAILED STRATEGIC PLAN 2006 The Strategic Plan has five key components: 06 1) A Vision Statement — a statement of the Town's values and ideals. 2) Goals — qualitative statements that highlight the key issues raised during the strategic planning process and add depth to the Vision statement. 3) Objectives — measurable steps that, taken together, lead to meeting Goals. 4) Actions — specific tasks with timeframes and assigned responsibilities that must be undertaken in order to achieve the objectives. 5) Implementation and Performance Measures — how the Strategic Plan will be adopted and used by the Town Council and staff, as well as how they will report on the progress in completing Actions. Figure 2: Key Components of a Strategic Plan Objectives -12- SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Strong local economy Historic Culture and Character Healthy Environment Transparent, and accountable government and engaged citizens JULY 2006 Four key themes emerged from the SWOT analysis and public consultation activities that identify priority items and key attributes for the Town. Overall Aurora residents aspired for the four components that make up a Town where they would like to live, work and play. Development and maintenance of a strong local economy that is diversified and offers residents high -paying opportunities for employment •:• A Town that respects its historic culture and character Importance of a healthy environment and the social and physical well-being of the residents that live, work and play in the Town of Aurora and sound environmental management to preserve and protect Aurora's green spaces A government that is transparent, accountable and ensures measures exist to engage citizens in decision -making These four themes were further explored with stakeholders through the Visioning sessions and open houses to develop a strategic Vision, Goals and Objectives for the Town The draft Vision and Goals were then used to develop a number of draft Objectives. Objectives are more specific steps that aim to achieve the Goals. These draft materials were refined by the Project Team and presented back to stakeholders at open houses for confirmation and any further additional comments/revisions. For each objective, a number of Action steps have been identified to assist stakeholders, Council and Staff with the implementation of the plan. Each Action step represents an activity that must be carried out by one or more Town departments. The draft Action steps were identified at open houses and follow-up discussions with Town staff. The Vision, Goals and Objectives reflect the information collected from staff interviews, open houses, the visioning workshops and the background research on trends and issues affecting Aurora. The Information obtained represents a cross-section of both community interests and expertise. -13- SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Stakeholders want Aurora to be....... Vision is supported by fourgoa/s VISION JULY 2006 The earlier Vision for Aurora was revisited and updated during the 2006 consultative process. The new Vision statement takes into account the opinions and comments expressed by residents, community organizations and Town employees. Stakeholders want Aurora to be: A welcoming and dynamic town with a strong sense of community pride and volunteerism committed to healthy and inclusive lifestyles inspired by its natural heritage, historic culture, diverse neighbourhoods, thriving businesses and natural environment. The specific issues raised throughout the Strategic Plan review process are addressed more directly in the Goals. Goals are the foundational elements that the Town works toward achieving so that the Vision is attained. They are discussed in more depth in the following section. GOALS & OBJECTIVES In order to achieve the Vision for Aurora, the issues raised during the consultative process have been distilled into the following four Goals (in no particular order or priority): Goal A: Foster and enhance a strong and stable economy consistent with the attributes of a sustainable community. Goal B: Promote a sustainable community that respects its historic culture and character and embraces diverse cultural development and renewal in harmony with sound environmental management and business development activity Goal C: Promote a healthy environment that fosters social and physical well-being Goal D: Ensure transparent, accountable and open governance in concert with informed and involved citizens 10 —14— SPECIAL COUNCIL — JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 The natural environment and historic culture are the most noted and defining characteristics of Aurora. Protection of the environmental assets, including natural environment and historic culture goes hand in hand with economic prosperity. Urban form and the quality of Aurora's urban life also relate to both the environment and economic development. Aurora is perceived by some as a bedroom community, where many people live within the Town but commute to jobs beyond its borders. Residents want to enhance the municipal facilities and services to build a Town where they can live, work and play. Ensuring a well -protected natural environment with access to abundant outdoor recreational opportunities, and provision of a full range of services, including affordable housing, are linked to economic vitality. All four Goals, and the related Objectives, affect each other. Therefore, they must be addressed in a balanced way as the Town moves forward to achieve the Vision. The Objectives have been further defined in terms of specific Actions. Each Action has been allotted a timeframe and the lead and contributing responsibilities for each. Action have been assigned to the appropriate Town Department. The Objectives associated with each Goal are summarized below. Goal A — Foster and enhance a strong and stable economy consistent with the attributes of a sustainable community. The Importance of this Issue.... Fostering a strong and stable economy in Aurora is integral to building a welcoming community for individuals and businesses. By .growing responsibly, with careful consideration of the environmental and social issues involved, we can ensure the long-term sustainability of our quality of life. The Rationale far this CGoaCandits Objectives.... Background research and the SWOT analysis indicated a population boom during the late 1980s and early 1990s, doubling the size of Aurora in less than 15 years. The Town has consistently experienced a higher growth rate than the province and has been above the province's annual growth rate over the last 20 years, sometimes by as much as 6.0%. The increase in population has resulted in the growth of Aurora's labour force and made the Town more attractive as a regional commercial and economic centre. —15— SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Three objectives support the goal of fostering a strong and stable economy JULY Forecasters anticipate that Aurora will continue to grow over the next two decades, given many factors including its proximity to Toronto, its attractiveness as a community, and an expanding industrial and commercial base. In addition to population growth, the Town of Aurora has experienced significant economic growth over the last twenty years. The growth is a result of attractive business conditions present in the region, as well as the increasing population. The Town of Aurora's relatively undeveloped spaces and proximity to several major highways (both regional and provincial) makes it an ideal location for businesses and people looking to work closer to home and shorter commute times. Comments received through the consultation process indicated that many respondents felt the economy was of importance with respect to promoting Aurora as a desirable place to do business as well as a place to live and visit. The SWOT analysis and public comments also identified the need to attract a diversity of employment opportunities. A diverse economy is a stable economy that can sustain fluctuations in the economy. Participants also mentioned the importance of eliminating the bedroom community feel to Aurora by promoting efforts to reduce commuting through local economic initiatives. Three Objectives support the Goal of fostering a strong and stable economy in Aurora: All: Develop economic opportunities to aid in the growth and progress of Aurora as a desirable place to do business A2: Support the growth of a variety of businesses to encourage a sustainable business environment A3: Increase the quantity and diversity of employment opportunities in Aurora to enhance local live/work opportunities and to promote efforts to reduce commuting through local economic initiatives These Objectives reflect the needs of stakeholders in Aurora and acknowledge that fostering a strong and stable economy has two components: supporting those businesses that already exist as well as encouraging new businesses. By fostering a strong and stable economy, the Town and its residents hope to ensure economic vitality for the region through diversified employment opportunities, and a reduction in commuting needs. 12 -16- SPECIAL COUNCIL — JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 JULY 2006 Three objectives to support the goal of promoting a sustainable community that respects l[S historic culture and character Goal B — Promote a sustainable community that respects its historic culture and character and embraces diverse cultural development and renewal in harmony with sound environmental management and business development activity The Importance of this Issue.... Maintaining, respecting historic culture and character and natural features in Aurora contributes to quality of life. Having access to areas of unique natural beauty also contributes to the environmental sustainability of our Town. Responsible and balanced growth and environmental management take into account the value of these natural features and historic culture, now and in the future. The Rationale for this Goal and its Objectives... Residents of the Town of Aurora identified the preservation and maintenance of the historic culture and natural environment as a high priority through the visioning sessions and the open -house components of the consultation process. Many respondents indicated that there was a sense that Aurora did. not have a 'vision' or cultural policy for arts and culture. The results indicated a need for Cultural Heritage preservation in Aurora, including old homes that are threatened by new home or business development. Others felt that the Town could put more support behind the preservation and rehabilitation of the downtown historic core. The Objectives for Goal B describe the various components of historic culture and character, such as architectural heritage, planned growth, historic downtown, historic and cultural activities and art and heritage preservation. The results from the background research, SWOT analysis, and community consultation activities led to the creation of three Objectives to support the Goal of promoting a sustainable community that respects its historic culture and character. 131: Plan for the future to continue controlled and well - planned growth 132: Promote and market the beauty and uniqueness of the historic and natural areas throughout Aurora 133: Plan for the preservation and the restoration of local heritage areas and buildings 13 —17— SPECIAL COUNCIL — JULY 10, 2006 TOWN GF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 JULY 2006 Goal C — Promote a healthy environment that fosters social and physical well being The Importance of this Issue.... Fostering the social and physical well being in the Town of Aurora Is central to maintaining and enhancing our quality of life. It is Important for the Town to recognize and enhance the many natural features and green spaces within the Town including, but not limited to, Mackenzie Marsh, Arboretum, Sheppard's Bush and the Oak Ridges Moraine. The Rationale for this CGoaCandits Objectives.... The background research, SWOT analyses results and the information obtained from the visioning sessions and open houses noted the high quality of life experienced by Aurora residents and the desire to improve it for the future. Pets and wildlife are also part of our lives, hence part of what we want the future to be like to make life more enjoyable. As communities grow, there is always a concern that the current quality of working and living environments will be impacted. Residents want to ensure the Town has the resources to protect the natural environment and practice sustainable initiatives. Growth and new development are inevitable in Aurora. A key threat to come out of the SWOT was that Aurora's growing population could have a negative impact on the affordability of housing as well as the natural environment, natural heritage and green spaces. The results confirm the environment and climate are very appealing to Aurora residents and their conservation is important. A key opportunity for the Town should be to develop strategies to encourage stewardship of the Town's natural resources. Wildlife is a component of environmentally sensitive areas and the physical environment, so is to be considered in protecting the natural areas. Many noted the desire for a healthy lifestyle that included the expansion of trails and bike lanes throughout the Town to promote non -vehicle transportation, more activities for youth, more parks and recreation activities for youth and seniors and increased safety in the Town. 14 11" SPECIAL COUNCIL — JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 200E Six objectives support the goal of promoting a healthy environmentand fostering the social and physical well being of residents Six Objectives support the Goal of promoting a healthy environment and fostering the social and physical well being: C1: Maintain, respect, preserve and enhance natural environment, natural heritage and green spaces C2: Enhance and promote public safety C3: Develop strategies to encourage stewardship of Aurora's air, water and land resources C4: Encourage healthy lifestyles by promoting healthy, active lifestyle choices C5: Promote community involvement and volunteerism opportunities. C6: Review and improve accessibility for persons with disabilities These Objectives acknowledge that many different factors contribute to building a community that is healthy and physically secure for its residents. The environment, social supports, health and wellness issues, and personal validation all play a part and need to be taken into account. Goal D — Ensure transparent, accountable and open governance in concert with informed and involved citizens The Importance of this Issue.... By ensuring a transparent and accountable government, Aurora makes itself an attractive community for individuals and businesses. Innovation coupled with responsibility and informed and involved citizens will ensure our financial viability for the future. The Rationale for this CGoaCandObjectives.... Some stakeholders indicated that with the forecasted changes to the Town, the public would like to see Council and staff move towards even more proactive planning for change and become a leading voice at the provincial level. To accomplish this, Council, residents and Town Staff need to ensure that conditions for effective team work and open/constructive dialogue are in place. Fiscally, the Town must remain open and accountable. The Town has recently developed a number of new facilities. Some respondents suggested that the next step Aurora should take is communicate with residents about their perceptions of the effectiveness of the facilities and then plan for proposed changes. 15 —19— SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Four Objectives support the Goal of ensuring transparent, accountable and open governance in concert with informed and involved citizens JULY 2006 Another suggestion put forward was that the Town maintain and enhance support for the community's citizens groups to carry out community -based initiatives (arts, environmental, clean-up, etc.). Other suggestions included: the Town "be more web -friendly so people can pay taxes/invoices on-line;" and "create an education program for residents about levies and assessments to help them understand what they are getting for their dollar." This led to the development of the Objective to improve customer services and open information flow. Four Objectives support the Goal of ensuring transparent, accountable and open governance in concert with informed and involved citizens: D1: Continue the commitment of fiscal responsibility and accountability D2: Enhance customer service D3: Be accountable and transparent to residents by ensuring open and accessible information flow and accessible decision -making D4: Create a respectful environment that fosters team work and open dialogue, consistent with a Character Community. These Objectives acknowledge the responsibilities required by governance that contribute to informed and involved citizens. 16 -20- SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 Action items must be relevant, useful, and achievable. Actions to be initiated over short, medium and long terms. ACTION STEPS JULY 2006 The following section outlines the specific Action steps as identified by community residents, stakeholders and Town staff. There are a number of key points that were considered while developing the Action items: • Each Action must be directly linked to achieving an Objective which supports the Goals and overall Vision for the Town. • The Action item(s) must be relevant, useful, and achievable. • Must assign responsibility to one or more Town Departments to initiate the implementation of the Action(s). • Must assign an appropriate timeframe to accomplish the Action(s). The Actions are summarized in tabular format below, organized by Goals and Objectives. Each table also identifies the estimated timeframe for completing the Actions as well as the parties who would have responsibility for completing the tasks. A brief description of the periods used for timeframe (short, medium and long) is provided below, along with the abbreviations used to identify Town Department responsibility. Timeframe Short term (ST) = Action initiated within 24 months; Medium Term (MT) = Action initiated within 24-60 months; and Long Term (LT) = Action initiated after 60 months Responsibility The Department that should lead the initiation of the Action as well as other Departments that should contribute are listed in the table below. In some cases the Action could require contribution from all Departments. CAO - Chief Administrative Officer BD - Building Department CS - Corporate Services ED - Economic Development FS —Financial Services LG - Legal Services LS - Leisure Services PL&D - Planning and Development Services PW - Public Works 17 -21- SPECIAL COUNCIL — JULY 10, 2006 o a a O O O U c U U 0 W U T w :Q N r C 0 N C W w O � O OW W OW w E OJ. E 0 n U m O p a i2 m c . •� a N � � E � oI- U) U) U) 2 E cn o ~ N m m 3 0 0 `o ° `O c o w 0 •— o c C c E�. 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JULY 2006 IMPLEMENTATION AND PERFORMANCE MEASURES This section briefly explains the implementation steps required to ensure that the Strategic Plan Is adopted and used by the Town Council and staff as well as how they will report on the progress in completing Actions. In order to ensure that the Strategic Plan continues to be used as a significant document in the Town Council's decision -making, a clear implementation process must be put in place. IMPLEMENTATION PROCESS The objective of the Implementation process is to assist the Town in determining over time whether or not the Actions identified in the Strategic Plan have been effective. One of the limitations of municipal strategic planning is that while communities can articulate Visions, Goals, Objectives and Actions, they almost always fail, because there is no commitment to implementation, assessment of whether or not the Actions have been taken and whether or not the Actions have been effective. The first phase of the implementation process will begin with the development of draft performance measures based on the Strategic Plan's Action, to be completed upon acceptance of the plan by Council. The measures will require staff input to ensure they are as accurate and relevant as possible. Staff are the most important stakeholder group, since much of the responsibilities for the Actions, implementation and performance measurement will fall to them. Performance measurement can be defined as a data collection and monitoring system established to monitor and improve results of government policies and programs. Governments do this to track progress towards achieving specified Goals or Objectives, and to report on the progress made in achieving these Goals and Objectives. This section has been prepared to assist and support Town of Aurora Departments in measuring their performance at implementing the Actions outlined that are linked to the implementation of the overall Vision and direction in the Strategic Plan. -39- SPECIAL COUNCIL - JULY 10, 2006 TOWN OF AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 The following summarizes the suggested Actions/tasks for Town staff to follow in order to ensure the Strategic Plan is used as a guiding document in the Town's clear and transparent decision -making procedures. 1. Endorsement of the Strategic Plan by Town Council. Communication with community, stakeholders and Town staff of the updated Strategic Plan 3. DPRA to assist in the development of draft performance measures based on the Actions identified in the Strategic Plan. The intent of the draft measures is to provide Town staff (i.e. those charged with responsibility of monitoring the success of the Strategic Plan) with a starting point. The objective is that each Department will need to massage/modify the measures so they are as accurate and relevant as possible. 4. The Strategic Plan will require a leader/champion to ensure the Actions are implemented. It is suggested the CAO oversee and monitor the implementation of the Strategic Plan. The CAO should oversee and monitor the implementation of all the Action steps to assess progress and recommend changes to Actions and timeframes as may be required. 5. It is also suggested the CAO appoint a Strategic Plan Implementation Committeelll to assist in gathering performance measurement data from departments; analyzing the information; providing reports on departmental and overall Town success at implementing Actions; and providing suggested changes to components of the Strategic Plan (e.g. Actions/measures/timing) to reflect changing social conditions. 6. The Departments responsible for implementing an Action item will need to develop operational work plans, with the associated performance measures and multi -year budgets to support implementation of the items. The work programs should be evaluated (via the performance metrics) and revised annually. Annual business plans should be submitted to the CAO's office/Strategic Plan Implementation Committee 7. The CAD as the Chair of the Strategic Plan Implementation Committee should report progress in achieving the Objectives and Goals annually to Town Council. Similarly, the Strategic Plan Implementation Committee should report progress on an annual basis to Town staff and Community Residents. B. The Strategic Plan Implementation Committee is to meet annually with Department leaders to review and revise annual work programs which align with the Strategic Plan and its associated Actions. Semi-annual meetings should also be held to assess progress with respect to implementation of Actions. -40- SPECIAL COUNCIL - JULY 10, 2006 TOWN OP AURORA - STRATEGIC PLAN UPDATE STRATEGIC PLAN 2006 JULY 2006 9. Senior Management Meetings are an excellent opportunity to discuss the implementation of Action items identified in the Strategic Plan. The CAO as Chair of the Strategic Plan Implementation Committee should have a standing item on the Senior Management Meeting agenda that deals directly with the Strategic Plan on a semi-annual basis. 10. Once the performance measures have been finalized, it is suggested that Senior Management deal with implementation of the Plan on an annual basis. This mechanism will ensure that the direction set out in the Strategic Plan is regularly addressed. 11. The Senior Management will commit to a consistent reporting mechanism to report progress on the action items. 12. The Strategic Plan Implementation Committee should develop a protocol and template for staff reports and budget submissions to Council that conforms with the direction of the Strategic Plan. The objective is to ensure that Actions taken and work performed by staff in some way supports the overall Vision and direction set out in the Strategic Plan. 13. The Senior Management and staff will be responsible for updating existing reports (i.e. Places to Grow Plan) to be brought into conformity with the updated Strategic Plan. 14. Any recommendations that do not conform must be explicitly described and justified so that a fully informed decision can be made. til It is strongly suggested that staff who were involved in the development of the plan be considered as part of any implementation committee. DPRA suggests the CAD Chair the committee, other members include Sue Seibert, Dino Lombardi, Ruth Beaton, Colleen Abbott, plus one or two more interested staff members. -41- SPECIAL COUNCIL - JULY 10, 2006 Town of Aurora's Strategic Plan Update 20o6 Vision Goals and Objectives All: Develop economic opportunities to aid in the growth and progress of Aurora as a desirable place to do business A2: Support the growth of a variety of businesses to encourage sustainable business environments A3: Increase the quantity and diversity of employment opportunities in Aurora to enhance local live/work opportunities and to promote efforts to reduce commuting through local economic initiatives B1: Plan for the future to continue controlled and well -planned growth B2: Promote and market the beauty and uniqueness of the historic and natural areas throughout Aurora B3: Plan for the preservation and the restoration of local heritage areas and buildings Cl: Maintain, respect, preserve and enhance natural environment, natural heritage and green spaces C2: Enhance and promote public safety C3: Develop strategies to encourage stewardship of Aurora's air, water and land resources C4: Encourage healthy lifestyles by promoting healthy, active lifestyle choices C5: Promote community involvement and volunteerism opportunities C6: Review and improve accessibility for persons with disabilities D1: Continue the commitment of fiscal responsibility and accountability D2: Enhance customer service D3: Be accountable and transparent to residents by ensuring open and accessible information flow and accessible decision -making D4: Create a respectful environment that fosters team work and open dialogue, consistent with a Character Community Actions and Implementation -42-