Agenda - Committee of the Whole - 20241202Town of Aurora
Committee of the Whole
Meeting Revised Agenda
Date:Monday, December 2, 2024
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Meetings are available to the public in person and via live stream on the Town’s YouTube channel.
To participate, please visit aurora.ca/participation.
Pages
1.Call to Order
Note: Added items are marked with an asterisk (*).
2.Land Acknowledgement
3.Approval of the Agenda
4.Declarations of Pecuniary Interest and General Nature Thereof
5.Community Presentations
6.Delegations
6.1 Michael Braithwaite, Blue Door; Re: Housing for All Land Trust 1
6.2 Kathy Duncan and Jason Cheng, Climate Action Newmarket-Aurora; Re:
the Town's Climate Change Adaptation Plan, Community Energy Plan and
the Fossil Fuel Non-Proliferation Treaty
5
*6.3 Geoffrey Dawe, Aurora Historical Society; Re: Item 9.3 - CMS24-050 -
Aurora Historical Society – Hillary House – Consultation Feedback
25
*6.4 Len Bulmer, Resident; Re: Item 14.1 - PDS24-133 - Endorsement of the
Affordable Housing Action Plan
26
7.Advisory Committee Meeting Minutes
7.1 Accessibility Advisory Committee Meeting Minutes of November 13,
2024
27
That the Accessibility Advisory Committee Meeting Minutes of1.
November 13, 2024, be received for information.
*7.2 Parks and Recreation Advisory Committee Meeting Minutes of November
21, 2024
32
That the Parks and Recreation Advisory Committee Meeting
Minutes of November 21, 2024, be received for information.
1.
8.Consent Agenda
9.Community Services Committee Agenda
9.1 CMS24-044 - Diversity, Equity and Inclusion Status Update 36
That Report No. CMS24-044 be received for information.1.
9.2 CMS24-048 - Contract Award - Preventative Maintenance and Servicing
of Arena Refrigeration Equipment
43
That Report No. CMS24-048 be received; and1.
That Council authorize Non-Standard procurement, under
section 6.8 of the procurement policy to award the Preventative
Maintenance and Servicing of Arena Refrigeration Equipment to
CIMCO Refrigeration.
2.
9.3 CMS24-050 - Aurora Historical Society – Hillary House – Consultation
Feedback
49
That Report No.CMS24-050 be received; and1.
That Council authorize staff to negotiate with the Aurora
Historical Society and bring back a report in Closed Session with
recommendations.
2.
10.Corporate Services Committee Agenda
10.1 CS24-035 - 2024 Pending List Review 70
That Report No. CS24-035 be received; and1.
That items marked “Complete” be removed from the Pending
List.
2.
11.Finance and Information Technology Committee Agenda
12.Administration Committee Agenda
13.Operational Services Committee Agenda
13.1 OPS24-022 - Blue Box Collection Changes – Non-eligible Sources 94
That Report No. OPS24-022 be received; and1.
That the Municipality no longer collect recycling, garbage, and
compost for non-eligible sources effective January 1, 2026, be
approved; and
2.
That staff be authorized and directed to do all things necessary
to give effect to this resolution.
3.
14.Planning and Development Services Committee Agenda
14.1 PDS24-133 - Endorsement of the Affordable Housing Action Plan 104
That Report No. PDS24-133 be received; and1.
That Council endorse the finalized Affordable Housing Action
Plan as attached to this report.
2.
14.2 PDS24-134 - Application for Draft Plan of Condominium, Howland Green
Wellington East Ltd., 35 Sunday Drive, Part of Lot 20, Concession 3,
Parts 1, 2 and 3 on Plan 65R-40023, File Number: CDM-2024-01, Related
File Number: SP-2022-14
152
That Report No. PDS24-134 be received; and1.
That the Draft Plan of Condominium File No. CDM-2024-01 to
establish a standard condominium consisting of a total of 43
commercial units within a 4-storey office building, be approved,
subject to the conditions attached hereto as Schedule ‘A’ of this
report.
2.
14.3 PDS24-140 - Aurora BIA Governance Review and Downtown
Collaboration Model
168
That Report No. PDS24-140 be received; and1.
That a by-law be brought forward to a future Council meeting to
repeal BIA Designation By-law No. 6128-18 and any amending
by-laws, thereby dissolving the Aurora Business Improvement
Area; and
2.
That staff be directed to perform all necessary
administrative functions to conclude the business of the
Aurora BIA, and assume their assets and liabilities in
accordance with section 214 of the Municipal Act, 2001, as
a.
amended; and
That the Aurora Economic Development Corporation be
requested to incorporate the functions of the BIA into their
economic development services; and
b.
That staff lead the development and implementation of a
business engagement strategy for the Downtown area, and
report back to a future meeting of Council.
c.
That any cash assets assumed pursuant to section 214 of the
Municipal Act, 2001, as amended, be allocated to initiatives in
the downtown area; and
3.
That upon dissolution of the Aurora BIA By-law Councillors of
Ward 1 and Ward 2, currently assigned to the Aurora BIA Board
of Directors, be offered an opportunity to join the Aurora
Economic Development Corporation’s Downtown Action Team.
4.
15.Member Motions
16.Regional Report
17.New Business
18.Public Service Announcements
19.Closed Session
20.Adjournment
-RKQ:HVW:D\
$XURUD2QWDULR
/*-
DXURUDFD
'HOHJDWLRQ5HTXHVW
7KLVUHTXHVWDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQIRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI
&RXQFLOLVEHLQJVXEPLWWHGWR/HJLVODWLYH6HUYLFHV
&RXQFLORU&RPPLWWHH &KRRVH2QH
&RPPLWWHHRIWKH:KROH
&RXQFLORU&RPPLWWHH0HHWLQJ'DWH
a
6XEMHFW
+RXVLQJIRU$OO/DQG7UXVW
)XOO1DPHRI6SRNHVSHUVRQDQG1DPHRI*URXSRU3HUVRQ V EHLQJ5HSUHVHQWHG LIDSSOLFDEOH
0LFKDHO%UDLWKZDLWH
%ULHI6XPPDU\RI,VVXHRU3XUSRVHRI'HOHJDWLRQ
6KRUWSUHVHQWDWLRQWRFRXQFLODURXQG%OXH'RRU
VQHZ+RXVLQJIRU$OO&RPPXQLW\/DQG7UXVW
+DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU&RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"
<HV 1R
)XOOQDPHRIWKH7RZQVWDIIRU&RXQFLOPHPEHUZLWK
ZKRP\RXVSRNH
0D\RU0UDNDV
'DWH\RXVSRNHZLWK7RZQVWDIIRUD&RXQFLOPHPEHU
,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYH PLQXWHVIRU'HOHJDWLRQV
$JUHH
y
y
Page 1 of 181
We’re on a mission to bring a new vehicle for affordable housing development to York Region.The Housing for All Land Trust (HALT) is working to bring together resources, expertise, and capital to unlock and preserve affordable housing in York Region. Building on lessons learned from land trusts across Canada, we are seeking to partner with municipalities, the private sector and local non-profit housing operators to create new affordable housing, holding these community-owned real estate assets in perpetuity. Housing for All Land TrustINTRODUCING THEPage 2 of 181
HALT will deliver value by:Acting as a reliable point of contactfor the acquisition of housing units from private sector developers and local government to affordable housing operators.Taking on real estate development and acquisition activities to support local non-profit housing operators to expand their portfolio without needing to bring on their own development capabilities.The land trust will create and preserve affordable housing.Creating new housing across the spectrum of community housing, including supportive and affordable rental housing Raising and deploying capital to enable new development and preservation/renewal of existing affordable housingMaintaining assets as affordable in perpetuityThe land trust will achieve greater scale and sustainability in the community housing sector.Model a sustainable growth engine that increases the capacity of human resources dedicated to the growth of community-owned affordable housing, reducing duplication of efforts across the sectorEnsure the professional management of assets for long-term sustainability. HALT has the potential to create a lasting impact in the York Region housing system.Page 3 of 181
The land trust is looking to collaborate with municipalities and other levels of government to realize housing opportunities for those in greatest need in our region. We need help from York Region municipalities to realize this mission.How to get involved as a municipal partner:Dedicate land and units to help grow the land trust’s portfolio over timeProvide funding to support the land trust’s acquisitions and activitiesExpedite development approvals and provide other incentivesto support the land trust’s developmentsBuild up the financial and operating capacity of partnering non-profit housing operators in York Region to ensure we can serve a broad range of people in needPage 4 of 181
-RKQ:HVW:D\
$XURUD2QWDULR
/*-
DXURUDFD
'HOHJDWLRQ5HTXHVW
7KLVUHTXHVWDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQIRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI
&RXQFLOLVEHLQJVXEPLWWHGWR/HJLVODWLYH6HUYLFHV
&RXQFLORU&RPPLWWHH &KRRVH2QH
Committee of the Whole
&RXQFLORU&RPPLWWHH0HHWLQJ'DWH
a
03
6XEMHFW
5HJDUGLQJWKH7RZQ
V&OLPDWH&KDQJH$GDSWDWLRQ3ODQ&RPPXQLW\(QHUJ\3ODQDQGWKH)RVVLO)XHO1RQ
3UROLIHUDWLRQ7UHDW\
)XOO1DPHRI6SRNHVSHUVRQDQG1DPHRI*URXSRU3HUVRQ V EHLQJ5HSUHVHQWHG LIDSSOLFDEOH
.DWK\'XQFDQDQG-DVRQ&KHQJ&OLPDWH$FWLRQ1HZPDUNHW$XURUD &$1$
%ULHI6XPPDU\RI,VVXHRU3XUSRVHRI'HOHJDWLRQ
7RUHTXHVWWKH7RZQHQGRUVHWKH)RVVLO)XHO1RQSUROLIHUDWLRQ7UHDW\
+DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU&RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"
<HV 1R
,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYH PLQXWHVIRU'HOHJDWLRQV
$JUHH
y
Page 5 of 181
Page 6 of 181
Page 7 of 181
Page 8 of 181
Page 9 of 181
Page 10 of 181
Page 11 of 181
* Hereinafter referred to as the “Treaty”Page 12 of 181
Page 13 of 181
Page 14 of 181
Page 15 of 181
Page 16 of 181
Page 17 of 181
Page 18 of 181
Page 19 of 181
Page 20 of 181
Page 21 of 181
Page 22 of 181
Page 23 of 181
Page 24 of 181
-RKQ:HVW:D\
$XURUD2QWDULR
/*-
DXURUDFD
'HOHJDWLRQ5HTXHVW
7KLVUHTXHVWDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQIRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI
&RXQFLOLVEHLQJVXEPLWWHGWR/HJLVODWLYH6HUYLFHV
&RXQFLORU&RPPLWWHH &KRRVH2QH
&RPPLWWHHRIWKH:KROH
&RXQFLORU&RPPLWWHH0HHWLQJ'DWH
a
6XEMHFW
5HSRUW&06+LOODU\+RXVH&RQVXOWDWLRQ)HHGEDFN
)XOO1DPHRI6SRNHVSHUVRQDQG1DPHRI*URXSRU3HUVRQ V EHLQJ5HSUHVHQWHG LIDSSOLFDEOH
*HRIIUH\'DZH&R&KDLU$XURUD+LVWRULFDO6RFLHW\
%ULHI6XPPDU\RI,VVXHRU3XUSRVHRI'HOHJDWLRQ
'HOHJDWLQJLQVXSSRUWRI'LUHFWRU0F'RXJDOO
VUHSRUW
+DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU&RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"
<HV 1R
)XOOQDPHRIWKH7RZQVWDIIRU&RXQFLOPHPEHUZLWK
ZKRP\RXVSRNH
'LUHFWRU0F'RXJDOO
'DWH\RXVSRNHZLWK7RZQVWDIIRUD&RXQFLOPHPEHU
,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYH PLQXWHVIRU'HOHJDWLRQV
$JUHH
y
y
Page 25 of 181
-RKQ:HVW:D\
$XURUD2QWDULR
/*-
DXURUDFD
'HOHJDWLRQ5HTXHVW
7KLVUHTXHVWDQGDQ\ZULWWHQVXEPLVVLRQVRUEDFNJURXQGLQIRUPDWLRQIRUFRQVLGHUDWLRQE\HLWKHU&RXQFLORU&RPPLWWHHVRI
&RXQFLOLVEHLQJVXEPLWWHGWR/HJLVODWLYH6HUYLFHV
&RXQFLORU&RPPLWWHH &KRRVH2QH
&Rmmittee of the Whole
&RXQFLORU&RPPLWWHH0HHWLQJ'DWH
a
02
6XEMHFW
(QGRUVHPHQWRI$IIRUGDEOH+RXVLQJ3ODQ
)XOO1DPHRI6SRNHVSHUVRQDQG1DPHRI*URXSRU3HUVRQ V EHLQJ5HSUHVHQWHG LIDSSOLFDEOH
/HQ%XOPHU
%ULHI6XPPDU\RI,VVXHRU3XUSRVHRI'HOHJDWLRQ
7KHSXUSRVHRIWKHGHOHJDWLRQLVWRGLVFXVVDVSHFWVRIWKH$IIRUGDEOH+RXVLQJ3ODQZKLFKLVRQWKH$JHQGDDW
WKLV&RXQFLOPHHWLQJIRU(QGRUVHPHQWE\&RXQFLO
+DYH\RXEHHQLQFRQWDFWZLWKD7RZQVWDIIRU&RXQFLOPHPEHUUHJDUGLQJ\RXUPDWWHURILQWHUHVW"
<HV 1R
,DFNQRZOHGJHWKDWWKH3URFHGXUH%\ODZSHUPLWVILYH PLQXWHVIRU'HOHJDWLRQV
$JUHH
y
Page 26 of 181
Town of Aurora
Accessibility Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, November 13, 2024
7 p.m.
Council Chambers, Aurora Town Hall
Committee Members: Councillor Harold Kim (Chair)
Lois Davies
Alison Hughes*
John Lenchak
Hailey Reiss*
Jo-anne Spitzer
Members Absent: Peter Angelo (Vice Chair)
Sean Noble
Other Attendees: Councillor Ron Weese
Gregory Peri, Accessibility Advisor
Linda Bottos, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:02 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Page 27 of 181
Accessibility Advisory Committee Meeting Minutes
November 13, 2024 2
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Jo-anne Spitzer
Seconded by John Lenchak
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Accessibility Advisory Committee Meeting Minutes of September 11, 2024
Moved by Hailey Reiss
Seconded by Alison Hughes
1. That the Accessibility Advisory Committee Meeting Minutes of
September 11, 2024, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Accessibility Advisor; Re: Condominium Application
CDM-2024-02 (Submission #1) 1588 St. John's Sideroad
Staff provided an overview of the condominium application and
comments submitted to the Planner on behalf of the Committee. The
Committee had no further input.
Page 28 of 181
Accessibility Advisory Committee Meeting Minutes
November 13, 2024 3
Moved by John Lenchak
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Condominium Application CDM-
2024-02 (Submission #1) 1588 St. John’s Sideroad be received; and
2. That the Accessibility Advisory Committee comments regarding
Condominium Application CDM-2024-02 (Submission #1) be received
and referred to staff for consideration and further action as
appropriate.
Carried
7.2 Memorandum from Accessibility Advisor; Re: Zoning By-law Application
ZBA-2024-06 (Submission #1) 240 Industrial Parkway South
Staff provided an overview of the Zoning By-law amendment application,
including an Accessibility Design Standards analysis for the proposed
private school, and comments to be submitted to the Planner on behalf of
the Committee. The Committee and staff discussed various aspects of
the application and further suggestions were made regarding consideration
for (1) a safety crossing at the barrier-free parking spaces; and (2) a higher
safety fence along the west side of the property facing the railroad track.
Moved by Alison Hughes
Seconded by Jo-anne Spitzer
1. That the memorandum regarding Zoning By-law Application ZBA-
2024-06 (Submission #1) 240 Industrial Parkway South be received;
and
2. That the Accessibility Advisory Committee comments regarding
Zoning By-law Application ZBA-2024-06 (Submission #1) be received
and referred to staff for consideration and further action as
appropriate.
Carried
7.3 Memorandum from Accessibility Advisor; Re: Site Plan Application SP(EX)-
2024-15 (Submission #1) 14987 and 14993 Yonge Street
Page 29 of 181
Accessibility Advisory Committee Meeting Minutes
November 13, 2024 4
Staff provided an overview of the site plan exemption application and
comments to be submitted to the Planner on behalf of the Committee.
The Committee had no further input.
Moved by Hailey Reiss
Seconded by Lois Davies
1. That the memorandum regarding Site Plan Application SP(EX)-2024-
15 (Submission #1) 14987 and 14993 Yonge Street be received; and
2. That the Accessibility Advisory Committee comments regarding Site
Plan Application SP(EX)-2024-15 (Submission #1) be received and
referred to staff for consideration and further action as appropriate.
Carried
7.4 Round Table Discussion; Re: Town of Aurora Multi-Year Accessibility Plan
2022 to 2026
(Link to Multi-Year Accessibility Plan)
Staff provided an update on matters including (1) Town Hall and Aurora
Seniors Centre parking lot upgrades to meet Accessibility for Ontarians
with Disabilities Act (AODA) compliance have commenced and will be
completed by 2025; (2) Aurora participated for a second year in support of
the Treat Accessibly initiative to provide an accessible Halloween trick-or-
treating experience; (3) Accessibility Advisor attendance and provincial
update at the Ontario Network of Accessibility Professionals (ONAP)
conference in October 2024 at London, Ontario; (4) AccessNow trails and
facilities accessibility assessments to be completed this month; and (5)
Purchase of Priority Seating covers for persons with disabilities for the
Performance Hall at Aurora Town Square and other Town events.
The Committee expressed concerns regarding the lack of available
parking at the Aurora Seniors Centre during certain programming and
suggested that extra time be built into the schedule between programs to
free up space for arriving participants. Staff agreed to share this feedback
with the programming staff.
Page 30 of 181
Accessibility Advisory Committee Meeting Minutes
November 13, 2024 5
Moved by Alison Hughes
Seconded by Hailey Reiss
1. That the Accessibility Advisory Committee comments regarding the
Town of Aurora Multi-Year Accessibility Plan 2022 to 2026 be received
and referred to staff for consideration and action as appropriate.
Carried
8. Informational Items
None.
9. New Business
Staff advised that the AODA Customer Service Standards review report is open
for public review, noting that the matter of service animals has been a major
discussion point in many municipalities and provinces. Committee members
were encouraged to review the initial recommendations and submit their feedback
by early January 2025. The Committee inquired about the requirements for the
use of service animals and staff provided clarification.
Staff advised that the Province’s Accessibility Advisory Committee (AAC) Forum
for all AAC members across Ontario, which was postponed from October 2024, is
now planned for the first quarter of 2025 and details will be shared with the
Committee once confirmed.
10. Adjournment
Moved by Alison Hughes
Seconded by Hailey Reiss
That the meeting be adjourned at 8:06 p.m.
Carried
Page 31 of 181
Town of Aurora
Parks and Recreation Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Thursday, November 21, 2024
7 p.m.
Holland Room, Aurora Town Hall
Committee Members: Councillor Ron Weese (Chair)
Bo Brkic
Irene Clement
Michelle Dakin (Vice Chair)
Jessie Fraser
Members Absent: Adrian Martin
Shaheen Moledina
Corrina Tai
Other Attendees: Matthew Volpintesta, Manager, Parks and Fleet Divisions
Lisa Warth, Manager, Recreation
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:03 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
Page 32 of 181
Parks and Recreation Advisory Committee Meeting Minutes
November 21, 2024 2
3. Approval of the Agenda
Moved by Irene Clement
Seconded by Bo Brkic
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Parks and Recreation Advisory Committee Meeting Minutes of September
19, 2024
Moved by Michelle Dakin
Seconded by Jessie Fraser
1. That the Parks and Recreation Advisory Committee meeting minutes
of September 19, 2024, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
None.
8. Informational Items
8.1 Memorandum from Manager, Recreation; Re: Sport Plan Refresh – Status
Update
Staff provided an overview of the memorandum, noting the community
consultation has been completed and the information heard in the first
Page 33 of 181
Parks and Recreation Advisory Committee Meeting Minutes
November 21, 2024 3
step will be validated by further reaching out to the general public,
community organizations, and local sport organizations.
The Committee expressed support for the preliminary findings and
update. The Committee and staff discussed various aspects including
stakeholder consultation and validation of management strategies,
themes, and the implementation of recommendations; and the SWOT
analysis related to the Town’s leadership in sports and the need for
leadership development in local sport organizations.
Moved by Irene Clement
Seconded by Bo Brkic
1. That the memorandum regarding Sport Plan Refresh – Status Update
be received for information.
Carried
8.2 Memorandum from Manager, Recreation; Re: Town of Aurora – HIGH FIVE®
Registered Municipality
Staff provided an overview of the memorandum, noting the HIGH FIVE®
program is a national quality standard program rooted in research that
relates to recreation and leisure sport training and programming for
children aged 4 to 12 and adults aged 55+.
The Committee expressed support for the HIGH FIVE® program. The
Committee and staff discussed various aspects including potential
overlap with the Sport Plan and benefits for leadership and volunteer
training; HIGH FIVE® oversight of registration implementation and
accreditation; cost analysis, annual registration fee, and training budget;
the communications plan for announcing the Town’s participation and
benefits of the HIGH FIVE® program; the potential for training contracted
services and local sport organizations; and other participating
municipalities.
Moved by Bo Brkic
Seconded by Irene Clement
1. That the memorandum regarding Town of Aurora – HIGH FIVE®
Registered Municipality be received for information.
Carried
Page 34 of 181
Parks and Recreation Advisory Committee Meeting Minutes
November 21, 2024 4
9. New Business
Councillor Weese expressed appreciation to the members for their contributions
and participation on the Committee during this two-year term.
10. Adjournment
Moved by Irene Clement
Seconded by Bo Brkic
That the meeting be adjourned at 7:51 p.m.
Carried
Page 35 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS 2 4 -0 44
Subject: Diversity, Equity and Inclusion Status Update
Prepared by: Nichole Campsall, Cultural Development Coordinator
Department: Community Services
Date: December 2, 2024
Recommendation
1. That Report No. CMS24-044 be received for information.
Executive Summary
This report provides details regarding ongoing Diversity, Equity and Inclusion (DEI)
efforts and 2025 DEI objectives within the community.
The Town is currently implementing a variety of initiatives that address DEI within
the community.
There is a need for the Town to more formally address DEI in the community.
Staff propose developing a workplan that provides a clear path forward in
addressing DEI across Aurora.
Background
The Town established the Anti-Black Racism and Anti-Racism Task Force on July 14,
2020. The duties and functions of the task force were as follows:
To work with community groups within Aurora and York Region to identify and
develop priorities for the proposed task force;
To identify opportunities to increase engagement with people of colour; and
To foster an increased public awareness of anti-racism.
Page 36 of 181
December 2, 2024 2 of 7 Report No. CMS24-044
The Task Force met 12 times from the end of 2020 until the end of the previous Council
term in 2022. There was no formal decision to end the task force, and like all other
boards and committees, it came to an end when the Council term was up. As it was ad-
hoc in nature, it was not re-established for this current term of Council.
The Town’s Diversity, Equity & Inclusion 2021-2024 Strategic Action Plan was approved
on Tuesday, October 26, 2021 and provides recommendations on how the Town can
improve its workplace diversity and equity. The plan was developed based on a review
of key Town documents and policies, input from the senior leadership team and key
collaborators.
On March 28, 2023, Milton Hart, Chair of the Aurora Black Caucus, delegated to Town
Council. Mr. Hart provided background on the Aurora Black Caucus and requested that
the Town continue strengthening its partnership with Black community organizations on
initiatives including the creation of a Dismantling of Anti-Black Racism Policy, a formal
replacement of the former Anti-Black Racism and Anti-Racism Task Force. Upon the
conclusion of Mr. Hart’s presentation staff were directed to report back to Council with
options.
Since that time staff have been meeting to discuss options as to how to formally
address DEI within the community and beyond the scope of the existing Diversity, Equity
& Inclusion Strategic Action Plan, which is internally focused.
Analysis
The Town is currently implementing a variety of initiatives that address DEI within the
community.
Many of the Town’s current initiatives address DEI in various ways. Staff consistently
work to gauge community needs around DEI and address those needs with what
resources are available.
Town staff strive to create feelings of inclusion and safety and recognize the
community’s right to play and participate in the various programs and events the Town
hosts. Creating opportunities that bring value to residents, such as leadership
opportunities, program options, as well as focusing on developing the future, are part of
the work being done. It is important to staff to remove barriers to participation as much
as possible and provide equitable access to programs and services.
Page 37 of 181
December 2, 2024 3 of 7 Report No. CMS24-044
The following table summarizes some of the many DEI initiatives that Town staff
currently undertake:
Initiative Category Division Responsible
PA Day “Lead Her”
Girls Got Game
Basketball Program
Language Programs
Adaptive Aquatics
Therapeutic Pool
Programming
Without Walls
Seniors’ Centre in the
Mail, Sensory Swims,
Skates and Gym Drop-Ins
Programs Aquatics & Fitness,
Programs and Sport
ABLE Network
Centre for Immigrant and
Community Services
(CICS)
Municipal Diversity,
Equity & Inclusion Group
Aurora Black Community
Association
Aurora Black Caucus
York Pride
Community
Partnerships
Aquatics & Fitness,
Culture, Programs and
Sport
Black History Month
National Indigenous
Peoples Day
Emancipation Day
Multicultural Festival
National Day for Truth
and Reconciliation
Menorah Lighting
Volunteer & Employment
Fairs
Town Hall Pop- Ups
Accessibility in Events
CICS Newcomer Bus
Trips & Open Houses
Community
Events
Culture, Recreation,
Special Events and
Sport
Sport Plan, including
Sport DEI Policy
Cultural Action Plan
Mapping Diversity
Plans &
Strategies
Culture, Recreation and
Sport
Page 38 of 181
December 2, 2024 4 of 7 Report No. CMS24-044
Roadmap for Persons
with a Disability
Fair Access
Subsidy Programs
Community Partnership
Grant
Inclusion support
Jays Care Grant
Website Translation
Community
Support
Programs, Aquatics &
Fitness, Business
Support and Culture
Proclamations
Aurora Museum &
Archives Exhibits and
Memorials
DEI Calendar
Development of
Community Reflection
Space
Community
Awareness
Culture and
Communications
There is a need for the Town to more formally address DEI in the community.
Cultural movements and global conflicts are having undeniable effects in our
community. We are also seeing an aging population, an influx of newcomers and overall
lack of affordability. With this, it is clear to staff and community members that the
Town needs to formally address DEI here in Aurora. While Town staff are doing good
work, without a formal strategy and funding, this work can be limited and lack
cohesiveness.
While the Town’s Diversity, Equity & Inclusion 2021-2024 Strategic Action Plan guides
the work staff does internally, with the conclusion of the Anti-Black Racism and Anti-
Racism Task Force in 2022, there is no other formal Town group committed to ensuring
that DEI concerns are addressed, and that work is done proactively and consistently
within the community.
Staff propose developing a workplan that provides a clear path forward in addressing DEI
across Aurora.
A clear path forward in the Town’s DEI work is crucial to the development of cohesive
and effective initiatives. It will lead to longevity and sustainability through strategic
direction. Staff are often faced with competing expectations and external pressures
when working in the DEI sphere, and a plan will help to balance those expectations. A
Page 39 of 181
December 2, 2024 5 of 7 Report No. CMS24-044
concrete plan of action will also help to identify resources available and how to allocate
those resources most effectively.
Staff propose working with a DEI expert to develop such a plan. As part of this work,
staff will also explore the creation of a staff committee structured like the Indigenous
Relations Committee (IRC). The IRC has facilitated many initiatives that support the
Town’s commitment to Truth and Reconciliation. Such initiatives include establishing
formal land acknowledgement plaques in Town facilities, installing Every Child Matters
rink boards in Town community centres, National Indigenous People’s Day and
Indigenous History Month celebrations, as well as recognizing National Day for Truth
and Reconciliation. A DEI committee could operate similarly and work to address the
gap that currently exists on the DEI front in a formal manner with a workplan in place.
An internal staff committee would support internal DEI initiatives but focus mainly on
DEI initiatives in the community. This committee would welcome staff to join based on
their personal interest, as well as job function, with a corporation-wide call for members
to ensure that the opportunity is extended to all who may wish to be a part of the
committee, and there is representation from various departments.
Moreover, staff will undertake community engagement in 2025, that may include a
community roundtable, which would provide additional direction on addressing DEI in a
formal and long-term manner.
The support and guidance of a DEI expert with the appropriate expertise will ensure that
any plan created includes the necessary steps, and that each step is carried out
effectively and with careful consideration of all key collaborators. Their experience in
similar projects would provide the knowledge and skillset needed to ensure the process
of developing a workplan is accurate, based on current DEI research and trends, and
includes appropriate community input.
The following are proposed as next steps:
In early 2025, form a staff working group with representatives from various
departments that will engage the services of a DEI expert to support the
development of a DEI workplan based on community consultation and
engagement with local community organisations.
As a staff working group, work with the DEI expert and community to begin initial
implementation of the plan.
Page 40 of 181
December 2, 2024 6 of 7 Report No. CMS24-044
At the end of 2025, report back to Council on the development and initial
implementation of the workplan, identifying intended next steps for 2026 and
beyond.
Advisory Committee Review
When developing the DEI workplan in 2025, the proposed staff working group will
consult with all relevant advisory committees.
Legal Considerations
None.
Financial Implications
The 2025 budget includes a total of $15,000 to engage a consultant to provide guidance
on the creation of a DEI workplan and to develop an internal staff DEI committee.
Communications Considerations
Corporate Communications will assist to inform, educate and support the DEI initiatives
with the Town.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
DEI efforts support the following Strategic Plan goals and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Celebrating and promoting our culture
Strengthening the fabric of our community
Page 41 of 181
December 2, 2024 7 of 7 Report No. CMS24-044
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
To more formally address DEI in the community and support the Town’s current DEI
efforts, staff recommend working with a DEI consultant in 2025 to help develop a plan
that frames how Town staff will continue to engage with the community on DEI-related
issues.
Attachments
None.
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 42 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS24 -048
Subject: Contract Award - Preventative Maintenance and Servicing of Arena
Refrigeration Equipment
Prepared by: Doug Bertrand, Manager, Facilities Management
Department: Community Services
Date: December 2, 2024
Recommendation
1. That Report No. CMS24-048 be received; and
2. That Council authorize Non-Standard procurement, under section 6.8 of the
procurement policy to award the Preventative Maintenance and Servicing of Arena
Refrigeration Equipment to CIMCO Refrigeration
Executive Summary
This report summarizes the request to authorize the award of Non-Standard
Procurement for the Preventative Maintenance and Servicing of Arena Refrigeration
Equipment
The previous contract expired on December 31, 2023
In 2024 two Non-Standard Procurement agreements were put in place, the
preventive maintenance expires December 31, 2028, and repair service expires
December 31, 2024.
To manage the budget and adhere to the Procurement Bylaw staff recommend
the contact be set up as standing offer
Ice plant refrigeration systems are controlled by proprietary programs exclusively
maintained by Cimco Refrigeration
Page 43 of 181
December 2, 2024 2 of 6 Report No. CMS24-048
Background
The purpose of the report is to obtain Council’s approval to enter into a new contract
with CIMCO Refrigeration for Preventive Maintenance and Servicing of Arena
Refrigeration Equipment for a term of five (5) years
Council approved the previous non-standard procurement contract for a period of 5 years
and the contract expired-on December 31, 2023
In 2019, Council authorized the sole source award for the supply of refrigeration
equipment service on a contract basis and repair and maintenance on an as-needed
basis be awarded to Cimco Refrigeration at the unit prices specified for a five (5) year
contract, commencing January 1, 2019, up to and including December 31, 2023
In 2024 two Non-Standard Procurement agreements were put in place, the preventive
maintenance expires December 31st, 2028, and repair service expires December 31, 2024.
In late 2023 pricing was received from Cimco for preventative maintenance services
specified for a five (5) year contract; commencing January 1, 2024, to December 31,
2028, at this point one NSP Purchase Order was created.
It was determined that there was not sufficient funding on the one NSP to allow for
repairs over the 5-year period, so a second NSP was created as a temporary measure as
the current Bylaw requires Council approval for Non-Standard Procurements greater
than $250,000.00. This report is requesting approval to merge the two NSP purchase
order into one NSP standing Offer.
The contract with Cimco is for an all-inclusive preventative maintenance program for
arena refrigeration equipment at three (3) recreation facilities. Cimco is providing 24-
hour service, seven-days per week. The service includes but is not limited to all labour
and materials necessary to regularly inspect and maintain equipment, on-site support
for start-up and shutdown of all Town rinks.
CIMCO Refrigeration, the incumbent, is the largest refrigeration service provider in North
America with over 5,000 rinks. They have provided services to the Town of Aurora for
many years and their knowledge and experience with of the Town’s refrigeration plants
has been imperative during a breakdown, or in emergency.
Page 44 of 181
December 2, 2024 3 of 6 Report No. CMS24-048
The current all-inclusive preventative maintenance program is a comprehensive plan to
ensure continuous and safe operation of equipment (compressors, chillers, condensers,
controllers, pumps, valves) at the following facilities:
Aurora Community Centre (2 rinks)
Aurora Family Leasure Centre (1 rink)
Stronach Aurora Recreational Centre (2 rinks)
The contract also included an hourly rate for repairs required to the equipment not
covered under the preventative maintenance inspections program or because of an
unplanned failure. The original NSP did not include funding for additional repair
services, as a result, a second NSP for repairs was created.
To manage the budget and adhere to the Procurement Bylaw staff recommend the
contact be set up as standing offer
As per the Procurement By-law 6404-22, sole source award was replaced with Non-
Standard Procurement. Under the previous Procurement Bylaw, the award to Cimco was
approved as a Single Source purchasing where technical qualifications and
compatibility with an existing product, equipment, facility, or services is a paramount
consideration. The current Bylaw requires Council approval for Non-Standard
Procurements greater than $250,000.00.
To better manage the contract and budget staff recommend the contract be set up as
standing offer. The purpose of the report is to obtain Council’s approval to enter into a
new contract with CIMCO Refrigeration for Preventive Maintenance and Servicing of
Arena Refrigeration Equipment for a term of five (5) years.
Analysis
Ice plant refrigeration systems are controlled by proprietary programs exclusively
maintained by Cimco Refrigeration
The Town of Aurora installed Cimco refrigeration equipment in three (3) ice arenas
when they were constructed. The controllers for the equipment are proprietary and only
Cimco can update, program, and maintain them. Without this service, the Town would
be at risk of not being able to control the ice plant arena refrigeration systems
The Cimco Refrigeration preventative maintenance contract covers proprietary ice
making controller/program technology and ammonia sensor emergency equipment
systems at Town facilities.
Page 45 of 181
December 2, 2024 4 of 6 Report No. CMS24-048
Cimco Refrigeration have historically provided these services as well as rink start-up
and shutdown at the Stronach Aurora Recreation Centre (SARC), the Aurora Community
Centre (ACC) and the Aurora Family Leisure Complex (AFLC).
During this time, CIMCO has provided exceptional service and been reliable in
minimizing downtime and keeping rinks optimal and safe across the Town.
Ice plant refrigeration is a niche market with a limited number of service providers. This
is because it requires trained and certified personnel that can work with ammonia.
Ammonia is used a as a refrigerant in systems to cool the ice. Ammonia is considered a
toxic substance and can cause severe injuries or death. For this reason, there are
extremely strict legislation in place to reduce the risk of exposure to staff and visitors of
recreational facilities.
Due to the limited number of local service providers who can provide certified
technicians 24 hours a day, 7 days week regular and emergency service to Town arenas
that utilize ammonia-based refrigeration systems, staff recommend awarding to CIMCO
Refrigeration. This will ensure all refrigeration equipment and monitoring capabilities
are being maintained by a service provider (manufacturer) who is familiar with the
systems, and the Towns requirements for regular start-up and shutdown.
By entering this contract, the Town will be able to maintain service levels and fixed
pricing from 2025-2030 and avoid any potential for large market increases.
Advisory Committee Review
None
Legal Considerations
In accordance with the Procurement Bylaw, Council approval is required since this is a
Non-Standard Procurement greater than $250,000.00. If Council authorizes the
procurement, Town staff will have authority to finalize and enter into an agreement,
pursuant to the Town of Aurora Procurement Policy. The agreement will be reviewed by
Legal Services.
Page 46 of 181
December 2, 2024 5 of 6 Report No. CMS24-048
Financial Implications
Staff recommends the Town to enter into a new contract with CIMCO Refrigeration for
Preventive Maintenance and Servicing of Arena Refrigeration Equipment for a term of
five (5) years.
The contract would commence on January 1, 2025, and end December 31, 2029, for a
total value of $524,789.35. The preventative maintenance pricing is fixed for 5 years
totalling $149,785.35. The contract also included an hourly rate (regular and overtime
hours) for repairs required to the equipment not covered under the preventative
maintenance inspections program or because of an unplanned failure. The repairs
would also be managed through the standing offer, based on approved operating funds
with the Facilities Management budget annually. The funding for repairs in the
Operating Budget outlook for the next 5 years is $375,000.
To manage the budget and adhere to the Procurement Bylaw staff recommend the
contact be set up as standing offer. The standing offer would include both preventive
maintenance and repairs as required.
The contract would be managed with funding already included in the 2025 budget and
in the 2026- 2027 operating budget outlook and beyond.
Communications Considerations
None
Climate Change Considerations
Impacts on greenhouse gas emissions (GHG) Mitigation. Mitigation measures through
proper maintenance and repair can reduce the risk of emissions of harmful greenhouse
gases that cause climate change
Link to Strategic Plan
Maintaining the Town’s Ice Plant Refrigeration equipment supports the strategic plan
goal of Supporting an Exceptional Quality of Life for All through its accomplishment in
satisfying the requirement in the following key objective within this goal statement:
Page 47 of 181
December 2, 2024 6 of 6 Report No. CMS24-048
Invest in sustainable infrastructure: Maintain and expand infrastructure to support
forecasted population growth through technology, waste management, roads,
emergency services and accessibility
Alternative(s) to the Recommendation
Council may choose to not award this contract to Cimco Refrigeration. The Town will be
without a qualified refrigeration contractor to work and perform maintenance on
proprietary ice making controller/program technology and ammonia sensor emergency
equipment systems.
Conclusions
Staff recommends the Town to enter a new contract with CIMCO Refrigeration for
Preventive Maintenance and Servicing of Arena Refrigeration Equipment for a term of
five (5) years.
Attachments
None
Previous Reports
CMS19-001, Sole Source Award for Cimco Refrigeration, January 15, 2019
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 48 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS24 -0 50
Subject: Aurora Historical Society – Hillary House – Consultation Feedback
Prepared by: Robin McDougall, Director of Community Services
Department: Community Services
Date: December 2, 2024
Recommendation
1. That Report No.CMS24-050 be received; and
2. That Council authorize staff to negotiate with the Aurora Historical Society and bring
back a report in Closed Session with recommendations.
Executive Summary
Aurora Historical Society (AHS) and the Town completed public consultation to help
discover the public’s view and desire for the Hillary House’s sustainability. This report
contains a summary of those results with the goal of providing AHS and Town Council
with some recommendations.
The Aurora Historical Society reached out to the Town seeking interest in
exploring options on the future sustainability of the Hillary House.
Together, the Aurora Historical Society and the Town generated several
questions that were used to help determine the public’s view on the future of the
Hillary House.
Following the survey results, the Aurora Historical Society considered their
position and confirmed their preference for the future of the Hillary House.
Capital repair and restoration cost estimate has been established based on a
condition assessment on the Hillary House for work that needs to take place over
the next 10 years with varying degrees of urgency.
Page 49 of 181
December 2, 2024 2 of 9 Report No. CMS24-050
If the Town assumes day-to-day maintenance of the Hillary House, there would
be an annual operating expense to maintain the facility to Town standards.
Background
The Aurora Historical Society reached out to the Town seeking interest in exploring
options on the future sustainability of the Hillary House.
On June 4, 2024, co-chairs from the Aurora Historical Society (AHS) made a
presentation at the Committee of the Whole meeting to share their membership’s
request for Council to consider entering discussions regarding the future sustainability
of the Hillary House. Staff also provided a report on this date (CMS24-021) seeking
Council approval to proceed with discussions with AHS. Council passed the following
motion:
1. That Report No. CMS24-021 be received; and
2. That the Town consult with the Aurora Historical Society and its members to
receive their input on the future of Hillary House; and
3. That the Town and the Aurora Historical Society together host public
consultations on the future of Hillary House; and
4. That staff report back to Council following these consultations with
recommendations on the Hillary House.
Analysis
Together, the Aurora Historical Society and the Town generated several questions that
were used to help determine the publics view on the future of the Hillary House
Town staff and members of the AHS worked together to establish the plan for
community engagement. It was decided that staff would take the matter to the Heritage
Advisory Committee seeking their input and the AHS Board would discuss it with their
membership at their Annual General Meeting. In addition, a public survey was generated
with questions the AHS and Town staff felt would best poll the community of future
opportunities for Hillary House.
The survey was launched on the Town’s Engage Aurora platform and was promoted via
social media, digital and print advertising and through the Town’s email newsletter. The
survey ran from October 1 – 20, 2024.
Survey Results Summary:
Page 50 of 181
December 2, 2024 3 of 9 Report No. CMS24-050
o 165 Respondents (51 non-resident, 114 resident)
o 76% have visited Hillary House at least once.
o 25% are current members of AHS
o 89% agree or strongly agree that the Town should acquire and preserve the
Hillary House.
o 79% strongly disagree that the Town should not acquire the Hillary House and
instead encourage the AHS to seek alternative solutions, which may include
selling the property on the open market.
o 79% somewhat disagree or strongly disagree that the Town should acquire the
Hillary House but then repurpose or lease the property for potential commercial
use within the strictures as set out in the agreement with the Ontario Heritage
Trust. These respondents provided suggestions that the Hillary House remain a
museum, preserved as a historical public entity, or a possible meeting location.
While preserving the museum/heritage, others suggested possibly merging the
museum use with possible event space or café.
o The remaining 21% provided a few suggestions in support of commercial
space that the Hillary House could be repurposed as a café, restaurant,
wedding venue, event space, office, spa
o 86% somewhat agree or strongly agree that the Town should acquire Hillary
House and continue to provide programming within Hillary House.
o 86% somewhat agree or strongly agree that the Town should provide additional
funding to the Aurora Historical Society to maintain and continue to provide
programming within the Hillary House.
In summary, most respondents prefer that the Town acquire and provide additional
funding to maintain the Hillary House. And most respondents prefer that the Hillary
House is preserved as a museum and public entity.
Following the survey results, the Aurora Historical Society considered their position and
confirmed their preference for the future of the Hillary House
First, it is important to note that the final resolution with respect to the future of Hillary
House must be approved by the membership of the Aurora Historical Society (AHS).
With that said, the AHS Board of Directors offered the following observations on the
survey:
They were very pleased with the number of responses – 165 - to the survey. And
that 75% of the respondents did not self-identify as members of the Aurora
Historical Society.
Page 51 of 181
December 2, 2024 4 of 9 Report No. CMS24-050
There was strong support for the Town of Aurora to acquire the property, that is,
Hillary House and the grounds; and to keep it functioning as it is currently.
The AHS Board has considered three main options for the future of Hillary House:
Status Quo: As they have stated on numerous occasions to Council, both at the
Financial Advisory Committee and yearly budget meetings, this is not a viable
option. The AHS simply lacks the capability to raise sufficient funds to properly
maintain Hillary House, let alone carry out the very necessary repairs / upgrades.
The ACC Model: This is the Aurora Cultural Centre (ACC) model, whereby the
Town owns and maintains the actual facility and the ACC Board of Directors is
responsible for programming (with financing provided by their own fundraising
as well as an operating grant from the Town).
The AMA Model: This is the Aurora Museum and Archives (AMA) model whereby
the Town both owns and operates the entity.
Also considered was the option of Hillary House remaining as an asset of the AHS, but
with the Town taking over the maintenance and repairs, and the AHS could continue to
support the operations with fund raising and/or grant applications for capital work (this
might be considered a super-set of the “Status Quo” option). The Board did not feel this
to be a long-term feasible option, as at this point, they simply do not have the resources,
nor is there visibility to when they would have the resources to make this type of
commitment.
AHS Board Recommendations:
Subject to approval in principle by Council, the AHS Board is prepared to recommend to
the Membership that the Town of Aurora assume full ownership of Hillary House and
grounds as well as assuming responsibility for programming.
We would also recommend to the Membership that the Aurora Historical Society remain
as an operating entity to assist, as appropriate, in the operation of and fundraising for
Hillary House. As a registered charity, the AHS would be uniquely positioned to apply for
grants that the Town would not have access to.
Additional Comments from AHS
The Board, and indeed, the Membership of the AHS firmly believe that a restored
Hillary House is of immense value to the Town. As well as maintaining it’s status
as a National Historic Site, it will provide an oasis of green in juxtaposition to the
ongoing redevelopment on Yonge Street.
Page 52 of 181
December 2, 2024 5 of 9 Report No. CMS24-050
As there is insufficient parking at Hillary House, the Town should consider
proceeding with the redevelopment of the old works yard at the north end of
Machell Avenue. This would greatly enhance the opportunities for more and
larger tours, as well as a potential wedding venue.
As the Town is currently considering enhancing Petch House (adding facilities
such as water / wastewater) we would recommend the Town consider exploring
the relocation of Petch House to the Hillary House grounds, thereby creating a
great opportunity for long-term success as an attraction.
Capital repair and restoration cost estimate has been established based on a condition
assessment on the Hillary House for work that needs to take place over the next 10 years
with varying degrees of urgency.
A high-level condition assessment was completed and was based on a preliminary
scope. The assessment summarized a need for approximately $1.2 million in capital
repair and restoration over the next 10 years (varying in degrees of urgency). In some
cases, additional detailed assessments may be needed to fully determine the degree of
work/risk/cost. For example, further excavation would be needed around the perimeter
of the building to fully understand the depth or degree of the foundation concerns.
Therefore, in areas such as this, a general observation was made. As such, the cost
estimate of $1.2 million should be understood as recommended allowances, rather than
a construction cost estimate relating to a specific quantified scope of work. Also, the
$1.2 million cost estimate is based on today’s values, therefore, it needs to be
understood that this value will very likely rise as time passes.
In addition, consideration should be given to paving the existing driveway and parking
area as it is currently gravel. Gravel requires a higher level of maintenance year-round
and for long term maintenance asphalt is recommended. Approximate cost to pave the
associated areas would be approximately $25,000.
If the Town assumes day-to-day maintenance of the Hillary House, there would be an
annual operating expense to maintain the facility to Town standards.
Staff estimate the facility operating cost to be in the range of $25,000-$35,000 per year.
This is based on the historical figures provided by the AHS plus additional costs to
maintain Town standards of maintenance. Facility costs include utilities, general repair
and maintenance, service contracts and cleaning contracts.
Exterior landscape maintenance would include arboriculture, horticulture activities, turf
maintenance and winter snow removal/salting. It is anticipated the operating costs for
Page 53 of 181
December 2, 2024 6 of 9 Report No. CMS24-050
these activities to range between $20,000-$25,000 yearly. These costs are based on
what is currently on site.
If the Town becomes responsible for Hillary House, the AHS collection, and the AHS
staffing complement, current staffing arrangements within the Town’s Cultural Services
Division related to heritage work would need to be re-organized. The addition of the AHS
historic site and collection would require an increase in resources.
With Council’s authority, staff would continue to negotiate an agreement with AHS, and
an additional report would come to a Closed Session meeting in the future with
additional details.
Advisory Committee Review
Staff consulted with the Heritage Advisory Committee on October 7, 2024, seeking their
feedback on potential considerations for the long-term sustainability of the Hillary
House. A summary of their comments is as follows:
Hillary House should be owned and managed by the Town
AHS as a volunteer board should not be the overseer of the building, or be
responsible for managing the property
The building can still be used as a museum or as a community space for events,
tours, banquets, etc.
Hillary House should also be enhanced through connectivity to the Fleury Park,
trails system, Aurora Community Centre, the downtown core, rehabilitation of the
water works site, etc.
A key feature is the landscape element of the property, and the promotion of the
landscaping and natural elements should be encouraged
Marketing of the Hillary House needs to be expanded to connect with the public,
school groups, etc. to increase awareness and heritage tourism opportunities.
Federal grant funding should continue to be pursued
Being a designated heritage property, any potential future alterations to the building or
property would be subject to review through the Heritage Permit Application process.
Further, the property is also subject to a Conservation Easement with the Ontario
Heritage Trust, with any potential alterations also being subject to Ontario Heritage
Trust review and approval.
Page 54 of 181
December 2, 2024 7 of 9 Report No. CMS24-050
Legal Considerations
If Council directs staff to look into acquiring the Hillary House and assume its
operations (the AMA model set out above), the Town will need to ensure that any
obligations within the Conservation Easement are met. There is no obligation to obtain
consent for the transfer of the property, however, once the property is transferred, the
Ontario Heritage Foundation must be immediately notified of the transfer. Further, the
Ontario Heritage Foundation requires the dwelling to be insured. If Council becomes the
owner of the Hillary House, the property will be appraised and added to the Town’s
property list. In addition, the collection should also be appraised so that it could be
added to the Town’s insurance policy, assuming that the value of the collection is
greater than the Town’s deductible.
Lastly, the Conservation Easement requires the owner of the property to maintain the
Hillary House and barn “…in as good and sound state of repair as a prudent owner
would normally do…” to avoid deterioration of the heritage elements of the building. The
owner is able to undertake repairs, however, any repairs, reconstruction or similar act
that materially affects the appearance or construction of the heritage elements would
require the approval of the Ontario Heritage Foundation.
If Council prefers the ACC Model set out above, staff recommend that an agreement be
entered into with the AHS to set out the roles and responsibilities of all of the parties.
Financial Implications
Through a building condition assessment, it is anticipated that restoration work is
required on the Hillary House at a minimum cost of approximately $1.2 million. In
addition, if the Town assumes responsibility for the day-to-day operation/maintenance
of the Hillary House and grounds, staff have estimated approximately $45,000-$60,000
required in operating funds. This would include utilities, cleaning, grounds maintenance
and basic maintenance.
The Town’s present capital plan does not consider the noted minimum $1.2 million in
potential new asset management costs; nor, does it include a placeholder for the paving
of the Hillary House’s laneway. An increase to annual asset management contributions
to reserves would also be necessary in support of the Hillary House’s longer term asset
management needs.
If the Town were to acquire the Hillary House, its estimated annual operating
(maintenance) costs of $45,000 to $60,000 would require additional operating funds.
Page 55 of 181
December 2, 2024 8 of 9 Report No. CMS24-050
If the Town assumes responsibility for programming at the Hillary House, additional
resources will need to be considered and would require additional operating funds.
Communications Considerations
Communications developed a survey in collaboration with Town staff and AHS
representatives. The survey was promoted via social media, digital and print advertising
and distributed via the Town’s e-newsletter. Survey results are summarized earlier in
this report.
Climate Change Considerations
The recommendations in this report do not impact greenhouse gas emissions or impact
climate change adaptation.
Link to Strategic Plan
Exploring the Hillary House Considerations supports the following Strategic Plan goals
and key objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Invest in sustainable infrastructure
Celebrating and promoting our culture
Strengthening the fabric of our community
Alternative(s) to the Recommendation
1. Council to provide further direction.
Conclusions
Following public consultation, the results demonstrate the public’s interest in preserving
the Hillary House as a museum and public entity. It also demonstrates the publics
support for the Town to provide additional funding support to help maintain the facility.
And most importantly, AHS has provided their recommendation seeking the Town’s
support in assuming full ownership of Hillary House and grounds as well as assuming
responsibility for programming.
Page 56 of 181
December 2, 2024 9 of 9 Report No. CMS24-050
At this time, staff are seeking Council’s interest and direction to continue to negotiate
with AHS.
Attachments
Hillary House – Survey Results – October 2024
Previous Reports
CMS24-021 - Aurora Historical Society - Hillary House Considerations – June 4, 2024
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 57 of 181
!"#$%
&
Page 58 of 181
'(
Page 59 of 181
) # * +*
# ,
'-.(/012
3-'/12
) * 4 *
'(
Page 60 of 181
) 56* 6& & +
,
- /.12
.-'7/ 12
(-/12
.-'7/ 12
) * 4 *
''(
Page 61 of 181
)' # *66
#
- 3/.12
-7 / 12
) * 4 *
'(
Page 62 of 181
) 8*+
&
44
5 *9 4 *
!"#
$%&"#
$%&
!
) * 4 *
3 3
#
& %
&!"'(# "
)))
# *
& %
&!" '(#&
+#!)))
# ,
& %
&!"'(#&
+#!!)))
# -
& %
&!"'(#+#!!
+)))
#
& %
&!"#"
""## !)))
7
'
'
(3
0
'
3.
(
7
'.
3
0
0
(
3'(
Page 63 of 181
) 8*+
&
44
5 *9 4 *
!
.
$%&
-
$%&"#
.
!"#
' 3 . 7 ( 0
4 *% 5*
+ : *+4&
/-"* 6+
4 *+4&
*+; $/2
.'(
Page 64 of 181
7'(
Page 65 of 181
!
,
$%&
*
$%&"#
*
!"#
*/
. (
4 * % 5*
+* :
*+ *+* 9
# <
* &
*=5 6 *
+
*94 4 * 4*
6</
('(
Page 66 of 181
!
,
$%&
,
$%&"#
,0
!"#
/-
' 3 . 7 ( 0
4 *'% 5*
+ :
*44
4 4
4 *
66
5 * *96*
5 * 9/
0'(
Page 67 of 181
!
1
$%&
0
$%&"#
!"#
1
' 3 . 7 ( 0
4 * % 5*
+ :
*+ * * 4 & +
4 966 *95 *
/
'(
Page 68 of 181
!
/*
$%&
-1
$%&"#
-
!"#
' 3 . 7 ( 0
4 *3% 5*
+4 & +++ *
*+ *9 #
6 * **+ * * 4 & +4 966 *95 *
'(
Page 69 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CS2 4 -0 35
Subject: 2024 Pending List Review
Prepared by: Ishita Soneji, Deputy Town Clerk
Department: Corporate Services
Date: December 2, 2024
Recommendation
1. That Report No. CS24-035 be received; and
2. That items marked “Complete” be removed from the Pending List.
Executive Summary
This report will provide Council with an annual update on staff responses to items listed
on the Pending List through motions adopted by Council.
The Pending List is reviewed annually.
Staff have completed 22 items on the Pending List.
Background
The Pending List is reviewed annually
The Pending List is a document presented to Council annually that provides a progress
report on various items which staff have been directed to report back to Council on. Any
items noted as completed will be removed from the Pending List after Council’s
approval of this report. Corresponding item numbers have been enumerated to ensure
that Council and the public have ease of reference for specific matters should there be
any questions about associated timeframes or the subject matter itself.
Page 70 of 181
December 2, 2024 2 of 4 Report No. CS24-035
Staff have completed 22 Items on the Pending List
The following items will be removed from the Pending List:
CAO 1: CAO21-005 - Update on the Communications and Community
Engagement Strategy 2018-2021
CMS 1: CMS21-022 - Library Square Governance Update
CMS 2: Councillor Humfryes; Re: Food Insecurity in Aurora
CMS 3: Councillor Kim; Re: Naming Policy Review
CMS 4: CMS22-014 - Aurora Town Square Status Update - Capital Campaign
CMS 7: Councillor Rachel Gilliland; Re: Feasibility of a Permanent Liquor License
at the Aurora Community Centre
CMS 11: CMS24-005 - Petch House – Considerations
FIN 1: Mayor Mrakas; Re: Town Wide Wi-Fi Access
FIN 2: Mayor Mrakas; Re: Development of Policy for Community Partner Reserve
Funds
FIN 3: Councillor Gallo; Re: Windrow Program and Council Compensation
OPS 1: OPS21-014 - Parkland Naming
OPS 4: OPS23-006 - Shining Hill Neighbourhood Park Design
OPS 7: OPS24-007 – Windrow Pilot Project – Additional Information
PDS 1: C1(R3) PDS18-038 – Petch House – Potential Conversion to a Wedding
Chapel Use
PDS 4: Councillor Gaertner; Re: Construction in Residential Areas
PDS 5: PDS22-102 - Town of Aurora Official Plan Review - Draft Official Plan
Amendment
PDS 7: Mayor Mrakas; Re: Bike Share Program Feasibility Study
Page 71 of 181
December 2, 2024 3 of 4 Report No. CS24-035
PDS 9: PDS23-037- Request for Traffic Calming Measures - Various Locations
PDS 10: Councillor Thompson; Re: Parkland Acquisition
PDS 12: PDS23-121 - Additional Properties to Consider for Designation under Part
IV of the Ontario Heritage Act
PDS 14: PDS24-003 - Hollandview Trail Pedestrian Crossover
PDS 18: Councillor Thompson; Re: Interchange at Highway 404 and St. John’s
Sideroad
Analysis
None.
Advisory Committee Review
None.
Legal Considerations
None.
Financial Implication
There are no financial implications specific to this report. However, individual items on
the Pending List may have associated financial implications, and any such
considerations will be noted in the individual staff reports relating to each item as they
are presented to Council at a future meeting.
Communications Considerations
None.
Climate Change Considerations
There are no climate change considerations specific to this report. However, individual
projects within the Pending List may have associated considerations, and any such
Page 72 of 181
December 2, 2024 4 of 4 Report No. CS24-035
considerations will be noted in the individual reports on those matters presented to
Council at a future meeting.
Link to Strategic Plan
As this report provides Council with an updated Pending List for the Corporation, this
report aligns with the Town’s vision of An innovative and sustainable community where
neighbours care and businesses thrive.
Alternative(s) to the Recommendation
1. That Council provide direction.
Conclusions
Staff will continue to provide Council with an updated Pending List annually to reflect
the current status of items which staff have been directed to report back to Council on.
Attachments
Attachment 1 – Pending List as of November 12, 2024
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Patricia De Sario, Director, Corporate Services/Town Solicitor
Approved by Doug Nadorozny, Chief Administrative Officer
Page 73 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 1 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CAO 1 2021-04-27 CAO21-005 - Update on the
Communications and
Community Engagement
Strategy 2018-2021
That a new Communications Strategic Plan 2022-
2025 be presented to Council by end of year 2021
for approval.
CAO Complete
Report CAO24-001 provided to Council on
January 30, 2024.
CAO 2 2023-09-26 Councillor Gilliland; Re: Town
Administration SWOT/Space
Allocation Analysis and
Economic Review
Now Therefore Be It Hereby Resolved That staff
report back with either a SWOT (Strengths,
Weaknesses, Opportunities, and Threats) analysis
and/or space allocation review; and
That staff provide an economic review of the
Town’s administrative office spaces to ensure we
are utilizing its best and highest use, including
solutions, community benefits, and financial
impacts.
CMS In Progress
Capital project included in the 2024 budget
which will complete a study of the Town
Hall Accommodation Review.
CAO 3 2023-11-07 Mayoral Decision 2023-03 -
Consultant to Review Council
Compensation
That staff engage an external consultant for a more
in-depth review of Council Compensation; and,
That staff report to Council in the final year of the
Council term with any recommendations to be
adopted for the 2026-2030 Council term.
CAO Pending
To be initiated in 2026
CAO 4 2024-02-27 Member Motion - Councillor
Gilliland; Re: Locations for a
Men's Transitional Shelter
That staff be asked to proactively work with York
Region staff to identify three potential viable sites
for alternative housing in Aurora, and report back
to Council before the end of 2024.
CAO In Progress
Interim update provided to Council in
September. Region is now leading this
effort with support from Town staff as
required.
Attachment 1
Page 74 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 2 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CAO 5 2023-11-28 Councillor Gilliland; Re: Social
Media Policy and Code of
Conduct Updates
That Council request the Integrity Commissioner
develop a separate social media policy for
inclusion in the Council code of conduct; and
That the Integrity Commissioner reviews the
Town’s Code of Conduct to strengthen and protect
any violation of political intermeddling, bullying
and harassment in the workplace, undermining of
Council decisions and copyright of altering Town
images; and
That staff review and report back on an appropriate
policy to address copyright of altering Town
images.
CAO/
CS
Pending
Report to Council in Q1 2025.
CAO 6 2023-11-13 Mayoral Decision 2023-04;
Re: Integrity Commissioner to
Review Council Code of
Conduct and other relevant
policies
That Town staff engage the IC to recommend
amendments to the Council Code of Conduct or
any other policies within the Integrity
Commissioner's enforcement purview. Such review
should include, but not be limited to the
incorporation of Strong Mayor Power legislation.
CAO/
CS
Pending
Report to Council in Q1 2025
Page 75 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 3 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CMS 1 2021-06-22 CMS21-022 - Library Square
Governance Update
That staff report back in September with an IT
implementation status update, including service level
agreements for the Aurora Public Library and Aurora
Cultural Centre; and
CMS Complete
IT implementation status update has been
provided in various staff reports (CMS21-
029, CMS22-009, CMS23-031).
MOU for the APL was received by Council
September 2023 in report CMS23-039. A
Temporary Amending Agreement with ACC
was completed in September 2024.
CMS 2 2021-06-22 Councillor Humfryes; Re: Food
Insecurity in Aurora
1.That staff report back on how the municipality can
better address the issue of food insecurity in Aurora by:
a.Investigating the possibility of creating a Food Charter
for Aurora; and
b.Investigating the creation of a volunteer Food Security
Advisory Committee that will:
I. Initiate the development of, and support the
implementation of, a Town of Aurora Food Strategy with
a goal toward better access to quality, safe, nutritious,
and culturally appropriate food for all residents; and
ii.Foster support for local food security initiatives such
as backyard gardening programs, and container
gardening programs, that ensure greater food security
and food literacy in Aurora.
OPS/
CMS
Complete
Report CMS24-009 provided to Committee of
the Whole on April 2, 2024
CMS 3 2021-12-14 Councillor Kim; Re: Naming Policy
Review
That staff review our current naming policies and report
back to Council with policy recommendations; and
That staff report back by the end of the first quarter of
2022.
CMS Complete
Report CMS24-031 provided to Committee of
the Whole on September 3, 2024, new
Naming Rights Policy approved.
Page 76 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 4 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CMS 4 2022-03-29 CMS22-014 - Aurora Town Square
Status Update - Capital Campaign
That staff be directed to initiate negotiations with
potential partners for the purpose of naming the Aurora
Town Square Bridge, Outdoor Square, and Church
Street Schoolhouse; and
That staff report back with their findings for Council
approval.
CMS Complete
The ATS Capital Campaign is complete and
the contract with Interkom Inc ends October
2024. Ongoing Town Square fundraising will
be integrated into the Town’s existing
facility sponsorship program.
CMS 5 2023-01-14 2023 Draft Asset Management
Capital Projects - 72412 - Work
Station Refresh Carpet Paint
That the following 2023 Draft Asset Management
Capital Projects, which were pulled for discussion, be
given conditional budget approval pending additional
information to Council; and
CMS Pending
Project on hold for 2024 while the Town
Hall Accommodation Plan is completed
which will provide further direction on Town
Hall improvements.
CMS 6 2023-01-14 2023 Draft Asset Management
Capital Projects - 72479 - Town
Hall - 3rd Floor LED Lighting
That the following 2023 Draft Asset Management
Capital Projects, which were pulled for discussion, be
given conditional budget approval pending additional
information to Council; and
CMS Pending
Project on hold for 2024 while the Town
Hall Accommodation Plan is completed
which will provide further direction on Town
Hall improvements.
CMS 7 2023-02-28 Councillor Rachel Gilliland; Re:
Feasibility of a Permanent Liquor
License at the Aurora
Community Centre
That staff be directed to investigate and report back
to Council on the feasibility of a permanent liquor
license at the Aurora Community Centre arena; and
That staff report back with the recommended
amendments to the Municipal Alcohol Policy that
would need updating to facilitate this opportunity.
CMS Complete
Report CMS23-048 to General Committee
on November 7, 2023, approved the pilot
program.
Report CMS24-017 (pilot program results)
provided to May 7, 2024, Committee of the
Whole.
Page 77 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 5 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CMS 8 2023-07-04 CMS23-030 - Aurora Barbarians'
Proposal for Sheppard's Bush
That staff be directed to further investigate Option 2
for the development of a second artificial turf sports
field at Sheppard’s Bush; and
That staff prepare a Capital Project for Council
consideration as part of the 2024 Capital Budget.
CMS In Progress
Capital project is included in the 2024 and
2025 budget.
CMS 9 2023-11-28 Councillor Gilliland; Re: Aurora
Cenotaph 100 Year Celebration
That the Town of Aurora staff collaborate with the
Aurora Legion, King Township, Whitchurch
Stouffville, the Provincial and Federal governments
to commemorate this significant celebration; and
That staff report back with a collaborative plan of
action with possible budget considerations; and
CMS In Progress
Report CMS24-015 to May 7, 2024
Committee of the Whole regarding plan of
action and report back at later date with
update including budget considerations.
Follow up report scheduled for March 25,
2025.
CMS 10 2024-02-27 Member Motion - Mayor
Mrakas; Re: Request for
Amenity Sharing Memorandum
of Understanding (MOU) with
School Boards for
Evening/Weekend Gymnasium
Use
That the Town staff is directed to collaborate with
the School Boards in drafting the terms and
conditions of the MOU, ensuring clarity and fairness
in the shared use of these facilities; and
That upon reaching an agreement, the MOU shall be
presented to Council for review and approval; and
CMS Pending
Letters have been sent to the school board.
CMS 11 2024-02-27 CMS24-005 - Petch House –
Considerations
That Report No. CMS24-005 be referred to the
Heritage Advisory Committee.
CMS Complete
Report CMS24-014 provided to May 7, 2024
Committee of the Whole.
CMS 12 2024-06-25 CMS24-021 – Aurora Historical
Society – Hillary House
Considerations
That the Town consult with the Aurora Historical
Society and its members to receive their input on the
future of Hillary House; and
That the Town and the Aurora Historical Society
together host public consultations on the future of
CMS/
PDS
In Progress
Consultation with AHS, HAC and the public
have taken place. Report back to Council is
scheduled for December 2, 2024.
Page 78 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 6 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
Hillary House; and
That staff report back to Council following these
consultations with recommendations on the Hillary
House.
CMS 13 2024-07-09 CMS24-022 – Community
Reflection Space Location
That Town Hall be approved as the location for the
Community Reflection Space; and
That staff report back to Council with a proposed
design, timeline, and budget implications.
CMS In Progress
Design work will commence in early 2025.
Following design development, staff will
report back to Council with additional
details, including proposed next steps and
budget implications. The objective is for the
capital work to be undertaken in 2026.
Page 79 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 7 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
CS 1 2021-11-23 CS21-070 - Final Report Town of
Aurora Municipal Service Delivery
Review
That staff be directed to prioritize and action the
recommendations in the report as appropriate; and
That staff report back to Council on progress.
CS In Progress
Progress updates provided to FAC. Further
detail requested by FAC.
Expected memorandum to FAC Q1 2025
with a follow up to Council Q2 2025
CS 2 2022-04-26 CS22-019 - Updates to the
Proclamation Policy
That staff provide an information report to Council with
a list of recurring proclamations to be proclaimed each
year.
CS Pending
Info report to be provided in 2025.
CS 3 2023-01-14 2023 Draft Studies and Other
Capital Projects - 13026 - Risk
Management (conditionally
approved 2022)
That the following 2023 Draft Studies and Other Capital
Projects, which were pulled for discussion, be given
conditional budget approval pending a report to
Council:
CS In Progress
Report to be brought to Council to approve
policy in Q1 2025. Consultation with Council
will be scheduled for 2025.
CS 4 2023-04-25 Councillor Gilliland; Re: Pilot
Mobile Food and Licensed
Beverage Consumption at
Concerts in the Park
That staff review our licensing bylaw that relates to
mobile food and refreshment vendors and report
back to Council with any recommended changes.
CS Pending
The review of the Licensing bylaw will occur
in 2025.
CS 5 2023-10-24 By-law 6552-23 Being a By-law to
provide for the annual
remuneration to be paid to the
Mayor and Members of Council.
The terms of reference for the council compensation
review committee be brought back to Council prior to
the end of the 2022-2026 term of office.
CS Pending
Report to Council in 2026.
CS 6 2022-12-13 Councillor Gilliland; Re:
Feasibility of Proactive Rental
Regulations, Safety, and
Inspections
That: Staff report back on the feasibility and
implications of implementing a proactive property
inspection program for rental apartment buildings
and rental residential units including secondary
suites; and Staff report back on the feasibility and
implications of implementing a Residential Rental
PDS In Progress
Report to General Committee on January 17,
2023.
Page 80 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 8 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
Unit licensing system; and
Staff report back in collaboration with Central York
Fire Services (CYFS) in respect to safety inspections.
CS 7 2024-09-24 CS24-022 – Addition of
Illumination Requests to the
Town’s Flag Policy
That the Clerk report back after one year regarding
illumination requests received and any resulting
effects to the surrounding neighbourhood.
CS Pending
Report back in Q4 of 2025.
Page 81 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 9 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
FIN 1 2021-05-25 Mayor Mrakas; Re: Town Wide Wi-
Fi Access
That Council direct staff to investigate existing models
of municipally implemented wi-fi services to develop a
proposed model for Aurora and report back to Council;
and
That staff investigate public-private partnership models
to consider for the potential implementation of such a
wi-fi service for the Town.
FIN Complete
Included in tabled 2024 Budget and then
removed by Council amendment.
FIN 2 2023-12-12 Mayor Mrakas; Re: Development
of Policy for Community Partner
Reserve Funds
That the Treasurer be directed to report back with a
proposed policy outlining the criteria for determining
reasonable reserve amounts for the Town’s community
partners; and
That the Treasurer is tasked with proposing strategies
on how to effectively manage any amount in excess of
the reasonable reserve balance, ensuring fiscal
prudence and responsible financial governance.
FIN Complete
Report FIN24-055 provided to November 5,
2024 Committee of the Whole agenda.
FIN 3 2024-03-26 Councillor Gallo; Re: Windrow
Program and Council
Compensation
That the 2024 budget be amended to include the total
cost of Council Compensation as outlined in the
October 24, 2023 resolution; and
That the 2024 budget be amended to include the total
cost of the windrow program; and
That both items be funded from the tax rate
stabilization reserve.
FIN Complete
Mayoral Decision 2024-012
FIN 4 2024-03-26 Councillor Gilliland; Re: Digital
Governance and Smart
Technology
That staff report back to Council with the feasibility of
developing a digital governance framework such as a
digital data charter centered on human rights and
privacy-enhancing technologies (PET) to ensure the
ethical and responsible collection, management and
FIN In Progress
Working with Legislative Services to report
back Q3 2025.
Page 82 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 10 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
use of data focusing on privacy rights, transparency
and consent; and
That staff report back to Council for direction prior to
investing, installing or integrating technology, owned by
the Town or managed by a third party, that is capable of
identification of persons through image recognition
technology.
Page 83 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 11 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
OPS 1 2021-06-22 OPS21-014 - Parkland Naming That Report No. OPS21-014 - Parkland Naming be
referred back to staff.
OPS Complete
Report OPS24-002 provided to General
Committee on February 6, 2024.
OPS 2 2022-03-29 Councillor Gaertner; Re: Green
Infrastructure
That staff be directed to review the Official Plan for
revisions to strengthen protective language in the Plan
and any implementing policies and by-laws including
Green Development Standards, Tree Compensation and
Protection; and
That staff be directed to review existing policies and by-
laws that could be strengthened regarding the tree
canopy for climate change mitigation and report back to
Council at their earliest convenience.
OPS In Progress
Report OPS24-023 provided to Committee of
the Whole on November 5, 2024. Staff to
report back in 2025 with bylaw and
compensation review.
OPS 3 2022-05-24 OPS22-010 - Off-Leash Dog Park
and Trail Pilot Program
That staff be directed to develop an off-leash strategy,
including park and trail location options and costs, and
report back to Council; and
That the Darkwood Detention area be excluded from the
list of park and trail location options.
OPS In Progress
Staff to report back in 2025 following public
consultation.
OPS 4 2023-05-23 OPS23-006 - Shining Hill
Neighbourhood Park Design
That staff report back to Council with a final
recommended park design and estimated cost for
review and approval.
OPS Complete
Report OPS24-006 provided to Council on April
23, 2024
Page 84 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 12 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
OPS 5 2023-07-11 Councillor Weese and Councillor
Gilliland; Re: Air-Supported Courts
Dome in Aurora
That staff be directed to report back with the feasibility
to provide a multi-gymnasium, air-supported structure
that will provide sufficient additional indoor gymnasium
space to meet present and future needs; and
That staff be directed to explore options for location,
funding, and operation of the structure, including public
private partnerships in keeping with the Town’s public-
public and public-private partnership strategy; and
That staff be directed to consult with Local Sport
Organizations to identify specific needs for the courts
dome that will meet training, and competition needs as
well as sport tourism opportunities; and
That staff be directed to include location and
partnership options for an indoor sports court facility
within the current sports field review; and
That staff be directed to include funds in 2024 and 2025
for Council's consideration as part of the 2024 Budget
and 10-Year Capital Plan.
OPS/
CMS
In Progress
Staff will continue to review opportunities and
report to Council.
OPS 6 2023-11-28 Councillor Gilliland; Re: Wetland
Protection and Phragmites Plan of
Action
That staff report back to Council identifying our current
threat status, include government grant opportunities,
engage in agency collaborations, and present
recommendations on a plan of action, including a
budget, service delivery model, operational impacts to
continue protecting our wetlands and attempt to
remediate phragmites.
OPS In Progress
Staff to report back in 2025.
Page 85 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 13 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
OPS 7 2024-04-23 OPS24-007 – Windrow Pilot
Project – Additional Information
That Report No. OPS24-007 be referred back to staff to
address concerns and report back to Council in July
2024.
OPS Complete
Report OPS24-016 to July 2, 2024
Committee of the Whole and service delivery
model approved.
OPS 8 2024-04-23 Member Motion – Mayor
Mrakas; Re: Xeriscaping on
Town Boulevards
That staff to report back on the feasibility of
implementing xeriscaping on Town boulevards
Town-wide.
PDS Pending
Staff to report back to Council in 2025.
OPS 9 2024-05-28 OPS24-011 – Outdoor Artificial
Ice Rinks
That Report No. OPS24-011 be referred back to
staff to be brought forward at a time when the Town
is more certain about development charge revenue.
OPS/
FIN
In Progress
Staff will report back to Council when the
project becomes financially feasible.
Page 86 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 14 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
PDS 1 2018-04-24 C1(R3) PDS18-038 – Petch House
–Potential Conversion to a
Wedding Chapel Use
That Report No. PDS18-038 be referred to staff to
receive comments from the Heritage Advisory
Committee regarding the future of the Petch House.
PDS/
CMS
Complete
Report provided to General Committee on
February 20, 2024, and referred to the April
8, 2024 Heritage Advisory Committee.
PDS 2 2020-10-27 PDS20-050 - Implementation of
Automated Speed Enforcement
Program
That staff report back on the findings of the Region’s
Automated Speed Enforcement Program following
completion of the two-year, limited use pilot program.
PDS In Progress
Report presented to Committee of the
Whole on October 1, 2024 recommending
staff be directed to develop a pilot program
for ASE and report to Committee of the
Whole on the details of the program in Q1 of
2025.
PDS 3 2020-10-27 PDS20-055 - Pedestrian Grade
Separated Crossings and Future
Priority Crossings within Barrie GO
Rail Corridor
That Council identify as a priority the Cousins Drive
pedestrian rail crossing identified in Attachment 2 and
staff report back on the feasibility of funding the
crossing as part of the 2022 Budget 10-year capital
planning process.
PDS In Progress
Feasibility report on implementing whistle
cessation at all four crossings to be
presented to Council in 2025.
PDS 4 2021-05-25 Councillor Gaertner; Re:
Construction in Residential Areas
That staff be directed to review our existing By-laws and
provide a report to Council on possible improvements,
including penalties, which would benefit affected
residents and staff workload.
PDS Complete
Report PDS23-126 on November 28, 2023
Council directing staff to report back on
changes made regarding minimizing negative
impacts of residential infill construction.
Report PDS24-010 provided to Council on
January 30, 2024 Council.
PDS 5 2022-06-28 PDS22-102 - Town of Aurora
Official Plan Review - Draft Official
Plan Amendment
That staff report back to a future General Committee
meeting in the next term of Council early 2023 to
present the revised Official Plan Amendment based on
feedback received.
PDS Complete
Final Draft Official Plan was adopted by
Council in January 2024 and approved by
York Region in May 2024.
Page 87 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 15 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
PDS 6 2023-02-28 Mayor Mrakas; Re: Affordable
Housing Action Plan
That through the Town’s ongoing Official Plan Review,
the scope of the Town’s Official Plan be expanded to
include modernized housing policies that clearly 15
articulate and define the Town’s strategies and actions
on affordable and attainable housing to 2051 and
beyond; and
That the Town develop an Affordable Housing Action
Plan (AHAP), to be used to guide decision-making on
how to address affordable housing and promote
attainable housing options for residents through clear
objectives and targets specifically designed for
implementation within the local Aurora community
context; and
That the Affordable Housing Action Plan (AHAP) be
developed through collaborative engagement with the
community, local partners, and housing providers, and
apply to both private market and public housing
development; and
That the Affordable Housing Action Plan also include
specific monitoring and measuring tools to ensure the
successful implementation of strategies over the
horizon of 2051 and beyond.
PDS In Progress
Report to December 2, 2024 Committee of
the Whole for final endorsement.
PDS 7 2023-05-23 Mayor Mrakas; Re: Bike Share
Program Feasibility Study
That Town staff be directed to conduct a feasibility
study to implement a bike share program in the Town of
Aurora that will provide residents and visitors with
access to a fleet of bicycles at strategically located
docking stations; and
That Town staff be directed to consult with the Active
Transportation and Traffic Safety Advisory Committee
and the community, including residents and business
PDS Complete
Report PDS24-027 provided to Committee
of the Whole on May 7, 2024 and Active
Transportation Master Plan endorsed by
Council.
Page 88 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 16 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
owners, to ensure that the program meets the needs
and interests of all stakeholders; and
That Town staff be directed to report back to Town
Council within six months.
PDS 8 2023-05-23 Mayor Mrakas; Re: Urban Mobility
Vehicles
That Town staff be directed to create a proposed bylaw
that allows UMVs to be driven on municipal roads in the
Town of Aurora once the legislation that allows UMVs to
be driven on municipal roads is in force; and
That the proposed bylaw be designed to ensure the
safety of all road users, including pedestrians, cyclists,
and other vehicles, and will include provisions for
insurance, licensing, and registration of UMVs; and
That Town staff be directed to engage with the public
and stakeholders throughout the process, including
hosting public meetings and seeking feedback on the
proposed bylaw, and to consult with the Active
Transportation and Traffic Safety Advisory Committee;
and
That Town staff be directed to report back to Council
within six months of hosting the public meetings with a
detailed report outlining the implementation plan for the
proposed bylaw, and any necessary amendments or
adjustments to ensure the safety and effectiveness of
UMVs on municipal roads.
PDS In Progress
We are waiting on the province legislating
these UMV. If this happens, then in the new
year it will need to be reviewed with
Legal. We also have a Town-wide Parking
Strategy and the Streetscape Design project
that might have an impact on the new
mobility by-law.
PDS 9 2023-06-20 PDS23-037- Request for Traffic
Calming Measures - Various
Locations
That the installations of speed cushions at location "a.
Conover Avenue between River Ridge Boulevard and
Borealis Avenue" be referred back to staff for further
information to Council in September.”
PDS Complete
There are three traffic calming warrants part
of the Town’s Traffic Calming Policy that
need to be satisfied in order for traffic
Page 89 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 17 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
calming measures to be considered by
Council for approval.
The resident that originally requested the
traffic calming measures was contacted
many times over a number of months
asking for a petition to meet the
requirements of warrant but did not provide
the petition with the required signatures.
PDS 10 2023-07-11 Councillor Thompson; Re:
Parkland Acquisition
That staff identify and investigate properties of interest
within the OPA 34 Secondary Plan area and report back
to Council
PDS Complete
16-acre Yonge St property acquired.
PDS 11 2023-07-11 Mayor Mrakas; Re: Eliminating
Minimum Parking Requirements
for New Residential Developments
That staff be directed to evaluate options for eliminating
minimum parking requirements for new residential
developments within the GO Major Transit Station Area;
and
That any new residential development within the GO
Major Transit Station Area require auto share and/or
bike share programs; and
That staff report back to Council with the appropriate
actions to implement these directions, including the
necessary updates to the Town’s Comprehensive
Zoning By-law Number 6000-17.
PDS In Progress
To be dealt with as part of the first phase of
the comprehensive Zoning By-law update in
2025.
PDS 12 2023-10-24 PDS23-121 - Additional Properties
to Consider for Designation under
Part IV of the Ontario Heritage Act
That staff consult with the owners of the 30 properties
outlined in Attachment 1 to receive feedback on the
PDS Complete
Designation by-laws passed on September
24, 2024. No appeals received and by-laws
now registered.
Page 90 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 18 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
consideration of the properties for designation under
Part IV of the Ontario Heritage Act; and
That staff report back to Council on the feedback
received from the owners prior to any further action
being pursued, including the authorization and issuance
of any potential Notices of Intention to Designate the
properties.
PDS 13 2023-11-28 Councillor Gilliland and Councillor
Weese; Re: BIA Bylaw and
Governance Model Review
That Town staff investigate and explore a collaboration
and/or various governance models that will best serve
the progression of the downtown Business
Improvement Area. This could mean either a
partnership, committee, or collaboration; and
That staff report back with various governance models
as a result; and
That the BIA bylaw be reviewed and updated to remove
barriers to reflect such progressive success of the
downtown revitalization mandate.
PDS/
CS
In Progress
Report PDS24-021 presented to General
Committee on February 20, 2024 and
referred back to staff.
Report PDS24-042 presented to Committee
of the Whole on April 2, 2024 and BIA to
report back on issues raised in report
PDS24-021.
PDS 14 2024-02-27 PDS24-003 - Hollandview Trail
Pedestrian Crossover
That Report No. PDS24-003 be referred back to staff to
report back on the option of a physical barrier at the
subject location.
PDS Complete
A follow up report PDS24-023 was provided
to Council on February 27, 2024 where
Council was presented with additional
options.
No direction was provided by Council to
move forward with a physical barrier at the
location.
Page 91 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 19 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
PDS 15 2024-02-27 Member Motion - Mayor Mrakas;
Re: Supporting Affordable
Housing and Gentle Density
That Staff report back to Council on the review and
implementation of this update as part of the
Comprehensive Zoning By-law Review process.
PDS In Progress
To be completed alongside PDS 11 as part
of Comprehensive Zoning By-law Review
commencing in 2025.
PDS 16 2024-05-28 Member Motion – Mayor Mrakas;
Re: Establishment of Heritage
Grant Program
That staff be directed to create a Heritage Grant
Program aimed at providing financial assistance to
property owners for the preservation and restoration of
designated heritage properties in the Town of Aurora;
and
That staff be instructed to consult with the Town’s
Heritage Advisory Committee regarding the
development of the program and prepare guidelines
and criteria for eligibility, application procedures, and
grant disbursements, ensuring transparency and
fairness in the allocation of funds; and
That staff present a report outlining the proposed
Heritage Grant Program to Council for review and
approval at a future Council meeting.
PDS In Progress
Presenting to Heritage Advisory Committee
on December 7, 2024, and proceeding to
Committee of the Whole in Q1/Q2 2025.
PDS 17 2024-09-24 Member Motion – Councillor
Weese; Re: Review of Train
Whistle/Horn Cessation at All
Level Crossings in the Town of
Aurora
That staff report back on the processes needed to
create a By-law that will result in the cessation of train
whistles/horns at all level crossings in Aurora.
PDS Pending
Staff to report back in 2025.
Page 92 of 181
Updated as of November 12, 2024
Council Pending List
C - Council CAO - Chief Administrative Officer CMS - Community Services CS - Corporate Services FIN - Finance JCC - Joint Council Committee/Central York Fire Services
OPS - Operational Services PDS - Planning & Development Services Bold – new item Shaded – to be removed
Page 20 of 20
Ref. # Mtg Date Report Title/Subject Action Action
Dept Response/Status
PDS 18 2024-10-22 Member Motion – Councillor
Thompson; Re: Interchange at
Highway 404 and St. John’s
Sideroad
That staff provide the Region with Traffic and
Household data and projections that supports the need
for the interchange at St. John’s and Highway 404; and
That the Town of Aurora meet with the Region of York
to express the need for the interchange at Highway 404
and St. John’s to be constructed prior to 2035 and
indicate to them that our preference would be that the
interchange be built in the short term.
PDS Completed
Motion sent to York Region
PDS 19 2024-10-22 PDS24-105 – Proposed
Amendments to Parking Bylaw
4574-04.T – Various Locations in
the Town’s Downtown Area
That staff report back, at the November Council
meeting, regarding potentially changing parking
restrictions on Yonge Street in the Business
Improvement Area from one hour to two hours.
PDS In Progress
Report and By-law on increasing Yonge
Street parking from one hour to two hours
on an interim basis proceeding to Council
November 26, 2024.
Council adopted report in October 2024
amending parking by-law for Downtown
area.
Page 93 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole
Report
No. OPS24 -022
Subject: Blue Box Collection Changes – Non-eligible Sources
Prepared by: Luigi Colangelo, Manager of Public Works
Department: Operational Services
Date: December 2, 2024
Recommendation
1. That Report No. OPS24-022 be received; and
2. That the Municipality no longer collect recycling, garbage, and compost for non-
eligible sources effective January 1, 2026, be approved; and
3. That staff be authorized and directed to do all things necessary to give effect to this
resolution.
Executive Summary
The purpose of this report is to provide Council with an update on the transition of the
Blue Box Program to Extended Producer Responsibility (EPR) and specifically considers
service levels and financial impacts regarding recycling collection for non-eligible
sources, excluding municipal facilities.
Producers will have full responsibility for collection of Blue Box recycling
materials across Ontario when province-wide system becomes operational
January 1, 2026.
Page 94 of 181
December 2, 2024 2 of 10 Report No. OPS24-022
Section 4 of Blue Box Regulation 391/21, set forth by the province requires
Producers to collect only from eligible sources.
Historically many Ontario municipalities have collected waste from Industrial,
Commercial and Institutional (ICI) properties but will discontinue this service due
to legislation requiring Producer Responsibility Organization (PROs) to assume
the collection.
The Town of Aurora currently collects blue box materials from approximately 325
curbside ICI locations which are considered non-eligible sources under the
legislation.
Many factors considered by staff when evaluating the options for collecting non-
eligible sources.
Industry collection methods are being modernized as collection contractors
move to cart-based (tote) systems to automate processes.
Select ICI properties who have historically received an increased service level,
when disposal of garbage and organics is the responsibility of running a
business.
Background
Producers will have full responsibility for collection of Blue Box recycling materials across
Ontario when province-wide system becomes operational January 1, 2026.
On June 3, 2021, Ontario Regulation 391/21: Blue Box was filed under the Resource
Recovery and Circular Economy Act, 2016 (RRCEA), which transitions the operational
and financial responsibilities of managing packaging-like and paper products from
Municipalities to Producers (PRO’s). This transition changes the existing shared
responsibility model of the current Blue Box Program to a Producer-led responsible
model, often referred to as ‘full’ or ‘extended producer responsibility’. Transition to EPR
will occur in two phases:
Transition: July 1, 2023 – December 31, 2025; and
Post-transition: January 1, 2026, onwards.
All of York Region, including the Town, is scheduled to transition on January 1, 2026.
Producers will have full control over all Blue Box recycling programs across Ontario
when the province-wide system becomes operational in the post-transition phase.
Page 95 of 181
December 2, 2024 3 of 10 Report No. OPS24-022
Effective January 1, 2026, all municipal Blue Box Programs in Ontario will have
transitioned to EPR and additional Producers will come into effect, including providing
Blue Box collection services to non-municipally serviced multi-residential buildings,
public and private schools (excluding post secondary) and not-for-profit retirement
homes and long-term care homes.
Items accepted within the Blue Box Program will also expand common single use and
packaging like products, such as paper and plastic cups, foils, trays, bags and boxes
intended for home use. The new Blue Box Program will create a more uniform system
across the province and broader access to recycling services.
Circular Materials, as the Common Collection System Administrator, is responsible for
contracting waste haulers to collect blue box materials from eligible-sources and
transport the material to receiving facilities (i.e. transfer stations). Reverse Logistics
Group (RLG), contracted by Circular Materials, is the Common Collection System
Operator overseeing the daily operations.
Analysis
Section 4 of Blue Box Regulation 391/21, set forth by the province requires Producers to
collect only from eligible sources.
The Blue Box Regulation specifies sources from which Producers are obligated to
collect blue box recyclables. Eligible source is defined as “any residence or facility in an
eligible community”. These sources include single-family homes, multi-residential
buildings (apartment, condominiums, townhomes), not- for-profit long-term care and
retirement homes, schools, private schools (excluding post secondary) and some public
spaces (parks, playgrounds, transit stations and sidewalks).
Producers are not responsible for the collection of blue box material from the following
non-eligible sources:
Industrial, Commercial and Institutional (ICI) properties
Daycares
Places of worship
Businesses in BIA’s
Not-for-profit /charitable organizations and shelters
Post secondary institutions – public and private
Municipal facilities and community Centres (libraries and arenas)
Page 96 of 181
December 2, 2024 4 of 10 Report No. OPS24-022
For properties that have both residential and commercial units, Producers are only
required to collect from those units that are defined as an eligible source.
Historically many Ontario municipalities have collected waste from ICI properties but will
discontinue this service due to legislation requiring PROs to assume the collection.
The original purpose of the Blue Box Program when implemented was to collect
recyclable blue box material from residential premises; however, as the Program
expanded, some municipalities extended collection to ICI locations (considered a ‘non-
eligible source’) such as BIA’s and small businesses.
The most common reasons ICI locations received municipal waste collection was
because these locations are located along residential collection routes.
Collection from ICI properties is not considered a best practice and many Ontario
municipalities either never provided collection for this group or are discontinuing the
practice as the province has deemed them ineligible for service. ICI properties who
currently receive recycling collection from the Town are considered a non-eligible
source and will lose recycling collection once Producers assume blue box collection
responsibility on January 1, 2026.
The Town of Aurora currently collects blue box materials from approximately 325
curbside ICI locations which are considered non-eligible sources under the legislation.
Of the 20,000 locations that receive curbside collection in Aurora, approximately 325
locations (1.6 per cent) are non-eligible sources. Blue box material is co-collected at the
curb along the residential collection routes in the BIA and the Industrial Parkway
corridor areas, resulting in route and collection efficiencies and economies of scale.
Many factors considered by staff when evaluating the options for collecting non-eligible
sources.
The Town is part of a shared waste collection contract between the Northern Six (N6)
municipalities comprising of the Town’s of Aurora, East Gwillimbury, Georgina,
Township of King, Newmarket, and Whitchurch-Stouffville. The collection contract has
two 12-month extension options at the discretion of the N6. In preparation of potential
regulatory changes, clauses were included to address a qualifying change in law should
it occur.
CMO is the lead PRO and Common Collection System Administrator responsible for the
operation of the common collection system in Ontario. They have indicated that they
Page 97 of 181
December 2, 2024 5 of 10 Report No. OPS24-022
will not collect from non-eligible sources post-transition. Blue box materials from non-
eligible sources are not permitted to be mixed and processed with the materials they
are obligated to collect and process from eligible sources. This means that collection of
non-eligible sources by a PRO is not an option.
The following considerations were reviewed closely by staff on collection of blue box
material from non-eligible sources:
The Town has no regulatory requirement to provide recycling collection services to
non-eligible sources.
The cost of servicing non-eligible sources would be significantly higher than the per
unit cost of servicing a residential property.
Most non-eligible sources in Aurora are already using private service providers to
manage their waste.
Continued recycling collection for non-eligible sources currently receiving collection
would be negatively perceived by other non-eligible sources not receiving collection
that could result in a demand for all equal level of service for all non-eligible sources,
which could be very costly to the Town.
Continued recycling collection for non-eligible sources may generate increased
complaints from residents as they would be subsidizing recycling collection of costs
for commercial properties.
Staff evaluated options, industry best practices, and financial impacts and propose the
following options for Council’s consideration regarding recycling collection for non-
eligible sources.
Option 1: Discontinue collection for all non-eligible sources.
Under this option, the Town would no longer provide recycling collection services to
non-eligible sources as they would be responsible for procuring and paying for their own
private recycling collection services (as most ICI’s/BIA’s locations manage their own
waste and recycling). The Town would not be involved or responsible for overseeing
recycling collection for these locations including enforcement. Currently, the Town of
Newmarket’s Council has approved to discontinue collection for their non-eligible
sources. The remaining N6 will be presenting their reports to their respective Councils
at the end of 2024, beginning of 2025 with a recommendation to discontinue service for
non-eligible sources.
Ontario Regulation 391/21: Blue Box does not require the Municipality to provide blue
box recycling services to non-eligible sources and in the previous Regulation (O. Reg.
Page 98 of 181
December 2, 2024 6 of 10 Report No. OPS24-022
101/94: Recycling and Composting of Municipal Waste), these sources were not part of
the stewards funding obligations.
It is more important to understand that under this option, not providing recycling
collection services could potentially impact garbage collection if businesses who use
the Town’s curbside collection program place blue box material in the garbage stream.
In addressing this issue staff is recommending discontinuing all streams for non-
eligible sources which will include, recycling, garbage and green bin. The Town should
not be held accountable or responsible in managing waste streams for businesses.
Under Regulation 103/94, ICI establishments that meet specific type and size are
required to source separate recyclables. An Office of the Auditor General of Ontario
report from November 2021 noted that less than 2 per cent of all ICI establishments are
not required to recycle.
Option 2: Continued collection for non-eligible sources receiving collection.
Under this option, the Town would continue to provide blue box collection services
beyond 2026 to all currently serviced non-eligible sources. Negotiations would take
place with the Town’s current waste collection contractor, Green for Life (GFL), to
continue to provide recycling collection services during the contract’s extension years
(2026 and 2027). Subsequently, provisions would need to be included in the next Waste
Collection Contract to maintain recycling collection services for these locations.
Preliminary conversations with GFL have indicated that costs would change from a
weight-based to a per collection stop basis and collection for non-eligible sources
would need to transition to a cart-based system as the service level shifts from
residential to commercial. This would result in increased costs to the Town as recycling
carts would need to be procured and supplied to users.
The estimated cost to procure and supply recycling carts for the non-eligible sources is
approximately $28,000. This cost does not include costs for continued maintenance
and replacement of broken or damaged carts and assumes one 95-gallon cart per
location.
The estimated annual costs for continued recycling collection for non-eligible sources
will be approximately $192,660 plus processing costs estimates are $31,000 annually.
Processing costs are dependent on the weight of the blue box material collected and
may fluctuate.
Page 99 of 181
December 2, 2024 7 of 10 Report No. OPS24-022
Council will also need to consider additional costs as staff have become aware that the
Region’s Material Recycling Facility (MRF), located in East Gwillimbury, may no longer
be accessible for receiving blue box materials for non-eligible sources in 2026. In the
current contract with GFL, there will be additional costs of $2 per/km if blue box
material is disposed outside of York Region and within the GTA. Further details on this
matter are still being explored by Region staff and, once all has been confirmed, Town
staff would provide an update to Council.
Non-eligible sources represent a very small amount of the total properties that receive
curbside recycling collection provided by the Town. Preliminary cost estimates indicate
that this option would cost the Town approximately 24 times more per serviced unit
than the current curbside collection average cost.
Industry collection methods are being modernized as collection contractors move to cart-
based (tote) systems to automate processes.
The waste collection industry is signalling change as they work towards a fully
automated collection process which involves totes for recycling, waste and organics.
This comprises automated trucks to collect the totes from curbside and has already
been adopted by many municipalities/cities for all waste streams, e.g. Simcoe County
and City of Toronto.
While it has not been confirmed by CMO, it is anticipated the contractor’s collection
process for recycling will change from manual to automated with carts, as of January
2026.
Select ICI properties who have historically received an increased service level, when
disposal of garbage and organics is the responsibility of running a business.
Collection of waste, whether recycling, organics or garbage, forms part of a business
owners’ responsibility. The vast majority of ICI properties in Aurora deal with all disposal
of waste from their establishments through private collection contracts . The collection
of waste by the Town from select ICI properties is an increased service level and not
provided equally to all those included in this defined sector.
Staff are recommending that the Town discontinue the collection of organics and waste
when the recycling transition occurs with the province on January 1, 2026. Staff will
work to inform the ICI properties of these changes to the service level allowing them
time to make alternate arrangements for collection of waste and organics.
Page 100 of 181
December 2, 2024 8 of 10 Report No. OPS24-022
Advisory Committee Review
Not applicable.
Legal Considerations
As mentioned above, the Blue Box Regulation specifies sources from which Producers
are obligated to collect blue box recyclables from. Producers are not required to collect
from sources who are not eligible for collection even if they currently receive municipal
collection and therefore, staff is recommending that the Town no longer collect
recycling, waste and green bin or non-eligible sources starting on January 1, 2026.
Financial Implications
The estimated annual cost for the Town to continue its provision of blue box collection
services to non-eligible sources is $251,660. Note that additional costs of $2 per km will
apply if the non-eligible sources recyclable material is disposed outside of York Region;
however, the Region has indicated that they will continue to provide material processing
support or possible funding to the lower tier municipalities post-transition but the
details regarding this are still not available. Region staff are continuing to explore
processing options should lower tier municipalities continue to provide collection to
non-eligible sources. This estimated cost, on a per stop basis, would be $772 per non-
eligible location, compared to the Town’s current average cost per location of $32;
representing a cost that would be 24 times higher than the Town’s current cost per
location.
In consideration of the unfavourable financial and other implications of Option 2, staff
recommend that Council approve Option 1–Discontinue collection for all non-eligible
sources. This option would enable the Town to avoid any resultant incremental
operating costs, as well as maximize blue box collection savings which can be re-
directed toward the Town’s infrastructure deficit as per Council’s approved short term
asset management plan funding strategy.
Communications Considerations
The Town will inform the public about the information contained in this report by
posting the report to the Town’s website. If there are changes made to the schedule of
Blue Box materials collection in the future, the Town will inform the public through its
normal communications channels.
Page 101 of 181
December 2, 2024 9 of 10 Report No. OPS24-022
Climate Change Considerations
The recommendations from this report does not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
The Blue Box Program transition reinforces the Strategic Plan goal of Supporting
Environmental Stewardship and Sustainability for all through its accomplishment in
satisfying requirements in the following key objectives within this goal statement:
Encouraging the stewardship of Aurora’s natural resources: Assess the merits of
measuring the Town’s natural capital assets.
Alternative(s) to the Recommendation
1. Continue to collect non-eligible sources.
Conclusions
Providing municipal waste, recycling and green collection service to ICI properties is not
considered a responsibility of Ontario municipalities. Collection practices and service
levels can vary by municipality, in turn, municipalities are not legislatively required to
provide waste collection services to ICI properties.
Providing recycling, waste and green bin collection post-transition involves offering a
higher level of service to locations that municipalities are not legislatively required to
collect from. As a result, consideration must be given to maintaining, expanding,
modifying, or eliminating recycling collection from non-eligible sources including waste
and green bin collection post-transition and the perception this will have by the
community. In addition, the cost of servicing non-eligible sources will be significantly
higher and should be strongly considered. Staff are therefore recommending the Town
discontinue recycling, waste and green bin collection services to non-eligible sources
effective January 1, 2026.
Attachments
None.
Page 102 of 181
December 2, 2024 10 of 10 Report No. OPS24-022
Previous Reports
OPS23-011, Blue Box Transition Update, June 6, 2023
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Sara Tienkamp, Director, Operational Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 103 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 4 -133
Subject: Endorsement of the Affordable Housing Action Plan
Prepared by: Dania Asahi Ogie, Policy Planner
Adam Robb, MPL, MCIP, RPP, CAHP, PLE,
Manager, Policy Planning and Heritage
Department: Planning and Development Services
Date: December 2, 2024
Recommendation
1. That Report No. PDS24-133 be received; and
2. That Council endorse the finalized Affordable Housing Action Plan as attached to this
report.
Executive Summary
This report seeks Council’s endorsement of the Affordable Housing Action Plan, which
has been finalized based on the public consultation and stakeholder feedback received.
The initial draft of the Affordable Housing Action Plan was brought forward to
Council in June 2024
Since the release of the draft, several consultation opportunities have been held
to inform the finalization of the Affordable Housing Action Plan
The finalized Affordable Housing Action Plan has made key updates in response
to the input received by the public and stakeholders
Page 104 of 181
December 2, 2024 2 of 8 Report No. PDS24-133
Background
The initial draft of the Affordable Housing Action Plan was brought forward to Council in
June 2024
On June 4, 2024, the draft Affordable Housing Action Plan was presented to Council for
initial review through report PDS24-061. The Affordable Housing Action Plan is intended
to serve as a tool to guide local decision-making on affordable housing, and the Plan
has been framed around six key objectives:
Increase Housing Supply
Promote Housing Affordability and Stability
Ensure Complete Community Growth
Streamline Approvals
Enhance Partnerships
Continually Monitor, Assess and Educate
When the draft was presented, a recommendation was included to have the draft Action
Plan be consulted upon with the public and other stakeholders prior to a finalized
version being brought back to Council for endorsement.
Analysis
Since the release of the draft, several consultation opportunities have been held to inform
the finalization of the Affordable Housing Action Plan
Following the presentation of the draft Affordable Housing Action Plan to Council in
June 2024, staff engaged in consultation sessions with the public and other
stakeholders and received comments through the following:
Date Stakeholder/Event Summary and Key Comments Received
July 2024 Creation of Engage
Aurora project page
and physical
distribution through the
Access Aurora
customer service
counter
Over 485 visitors engaged with the project
through the dedicated Engage Aurora page
and over 40 physical copies of the Action
Plan were handed out through the Access
Aurora customer service counter. Overall
feedback was supportive of the Action
Plan. General questions were raised
regarding the Town’s growth and
development context. Comments were
also provided on showing data related to
Page 105 of 181
December 2, 2024 3 of 8 Report No. PDS24-133
housing unit breakdowns/deficits and
clarifying/enhancing language.
July 2024 Email outreach to local
and regional housing
organizations seeking
comments
General comments were provided in
support of the Action Plan. Comments
were also provided regarding support for
consideration of a variety of housing forms
and tenures, including co-op housing.
July 10, 2024,
and
September
18, 2024
Meeting with York
Region Housing
Services staff
York Region Housing Services staff
expressed general support for the Action
Plan as a document that aligns with their
Region-wide operations and mandates, as
well as supporting policy objectives of both
the Town and Regional Official Plan.
August 13,
2024
In-person meeting with
members of the Aurora
Cares residents’ group
Productive discussion with key comments
received on matters including:
The need to also include income
and ownership statistics for one-
person households as opposed to
just economic families
The need to broaden the housing
continuum figure
Recognizing that private market
ownership is not always obtainable
or the main goal, and that more
recognition needs to be given to
rental and all other housing
opportunities
Identifying difficulties faced by
seniors and single persons
Identifying opportunities for
congregate living and support for
hospice care
Emphasizing the need to overcome
public prejudices related to housing
September 9,
2024
In-person Public Open
House held at Town
Hall
There were approximately 45 attendees,
and comments were largely supportive of
the Action Plan, with feedback also
provided on matters including:
Page 106 of 181
December 2, 2024 4 of 8 Report No. PDS24-133
Clarifying language for certain
action items, including streetscape
improvements and modular housing
Noting that there are no extra
impacts expected on the taxpayer
Providing a priority/timeline matrix
to track the action items
September
11, 2024
In-person presentation
to the Town’s
Accessibility Advisory
Committee
Comments received in support of adding
three additional action items:
provide incentive opportunities for
accessible housing
ensure universal design standards
are implemented in new
developments, and
provide support for a range of care-
based housing options
The finalized Affordable Housing Action Plan has made key updates in response to the
input received by the public and stakeholders
Based on the comments that were received, the following updates have been
incorporated into the finalized version of the Action Plan:
1) Three New Accessibility-focused Action Items have been added
From consultation with the Town’s Accessibility Advisory Committee, three new
action items have been added to the Action Plan to specifically support the
development of more affordable, accessible housing opportunities. These Action
Items are:
Action Item #7 – Provide Incentive Opportunities for Accessible Housing
Initiatives
Action Item #9 – Ensure Universal Design Standards are Implemented in
Developments
Action Item #20 – Support the Development of a Range of Care-Based
Housing
2) The Housing Continuum Figure has been expanded
Stakeholders expressed that the housing continuum figure needed to be
expanded to highlight the experiences of all individuals within the community.
The Housing Continuum figure in the finalized Action Plan has been expanded to
also include:
Page 107 of 181
December 2, 2024 5 of 8 Report No. PDS24-133
Homelessness;
Supportive Housing; and
Long Term Care Housing.
3) New Statistics have been added for One-Person and One-Parent Households:
The initial draft Action Plan utilized economic family income statistics
exclusively. Stakeholders expressed that the economic family income metric did
not best represent the economic realties of all residents in the Town as an
economic family is a group of two or more persons who live in the same dwelling
and are related by blood, marriage, common-law, or adoption. Non-related
households, residents who live alone or one-parent households were not
appropriately represented in the draft Action Plan. The finalized Action Plan now
contains income statistics of the median economic family, median household,
and median one person and one parent households to best capture the broader
economic situations of residents.
4) Clarification and Enhancement of Language
Terminology has specifically been added to the Action Plan to account for a
broader array of living arrangements and care-based housing. Further, language
around certain action items and objectives have been clarified and enhanced
based on the comments received. Examples include:
Greater recognition for congregate living arrangements, care-based and
hospice housing
Language improvements to extend support for modular and prefabricated
housing (as opposed to just solely evaluating the feasibility)
Additional clarity around streetscape improvements and infrastructure
assisting with housing affordability
Recognizing that private market ownership is not necessarily the
primary/final outcome or goal for residents, and that residents have
choice through the housing continuum
Addition of 2016 Census population for further growth context setting
Language improvements added for the protection of affordable rental
units
Other general administrative/housekeeping updates, including the new
addition of a “How to Read This Plan” section for ease of readability
5) Inclusion of New Housing Deficit and Unit Breakdown Data
Page 108 of 181
December 2, 2024 6 of 8 Report No. PDS24-133
Data has now been added to help define housing unit deficits and unit demands
within Town based on number of bedrooms. This data has been extrapolated
from Census and CMHC level statistics to help provide further context setting for
housing and unit demands and deficits within Town.
6) Creation of Priority/Timeline Matrix Table as an accompanying Appendix
As part of the finalization of the Action Plan, an accompanying Appendix has
been developed, which is intended to assist with the priority tracking and
monitoring of the action items within the Plan.
Overall, the finalized Affordable Housing Action Plan builds upon the public and
stakeholder comments that were received to deliver a refined and robust final
document to guide positive decision-making moving forward. This is the Town’s first
Affordable Housing Action Plan, and it is expected that this document will continue to
evolve and respond to the changing needs of the community over time, with scheduled
updates to occur approximately every 5 years moving forward. This best practice is
engrained in the Action Plan itself, with an Action Item dedicated to the continual
updating of the document.
Advisory Committee Review
The Affordable Housing Action Plan was presented to the Town’s Accessibility Advisory
Committee for review on September 11, 2024. Comments received by the Accessibility
Advisory Committee have informed the updates made to the finalized Affordable
Housing Action Plan, including the addition of three new accessibility related action
items, as previously described above.
Legal Considerations
None.
Financial Implications
As presented under FIN24-019, any exempted development fees and charges for
affordable housing opportunities result in a revenue loss to the Town which will need to
be replaced through alternative revenue sources. The Town is hopeful that the province
will offer replacement funding to make up for the revenue loss.
Page 109 of 181
December 2, 2024 7 of 8 Report No. PDS24-133
Communications Considerations
The development of the Affordable Housing Action Plan has been informed by
extensive public consultation and outreach. Upon Council’s endorsement, the finalized
Affordable Housing Action Plan will be posted publicly on the Town’s website and
Engage Aurora page, and physical copies will be printed for distribution.
Climate Change Considerations
The Affordable Housing Action Plan provides significant opportunities for the Town to
continue to expand on its climate change and environmental objectives, by promoting
more compact forms of affordable housing that are more sustainable for the long-term.
Link to Strategic Plan
The Affordable Housing Action Plan supports the Strategic Plan goal of Strengthening
the Fabric of our Community by ensuring growth includes housing opportunities for
everyone.
Alternative to the Recommendation
1. That Council provide direction.
Conclusions
The Affordable Housing Action Plan has received positive acknowledgement within the
community and housing sector, and the finalized version presented through this report
incorporates the necessary updates as received through the extensive public
consultation and outreach that has occurred.
Attachments
Attachment 1 – Finalized Affordable Housing Action Plan for Endorsement
Attachment 2 – Affordable Housing Action Plan Appendix A Monitoring and Priority
Table
Previous Reports
PDS24-061, Draft Affordable Housing Action Plan, June 4, 2024.
Page 110 of 181
December 2, 2024 8 of 8 Report No. PDS24-133
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 111 of 181
Affordable Housing
Action Plan
2024
Page 112 of 181
Affordable Housing Action Plan
1
Table of Contents
Executive Summary....................................................................................................... 3
1.0 - Introduction .......................................................................................................... 4
Aurora’s Growth and Development Context ................................................................ 4
Aurora’s Built-Form ................................................................................................... 5
Provincial Housing Target and Pledge.......................................................................... 6
The Housing Continuum and Affordability in Aurora ..................................................... 7
2.0 - How to Read this Plan .......................................................................................... 10
3.0- Key Objectives of this Plan .................................................................................... 11
Key Objective: Increase Housing Supply ....................................................................... 13
Action Item #1 – Permit Four Units per Residential Lot ................................................ 13
Action Item #2 – Incrementally Increase Density ........................................................ 13
Action Item #3 – Undertake a Land Use Planning Study for Commercial and Employment
Land Conversion Opportunities ................................................................................ 14
Action Item #4 – Evaluate Housing Opportunities on Key Sites .................................... 14
Action Item #5 – Update Zoning Provisions to Align with the Town’s Official Plan and
Support Housing Creation ........................................................................................ 15
Key Objective: Promote Housing Affordability and Stability ............................................ 17
Action Item #6 – Establish an Affordable Housing Reserve Policy ................................ 17
Action Item #7 – Provide Incentive Opportunities for Accessible Housing Initiatives ..... 17
Action Item #8 – Require Affordable Housing Assessments for all New Residential
Developments ......................................................................................................... 18
Action Item #9 – Ensure Universal Design Standards are Implemented in Developments
.............................................................................................................................. 18
Action Item #10 – Implement Inclusionary Zoning for the MTSA ................................... 19
Action Item #11 – Utilize Government Owned Land for “Housing First” Opportunities .. 19
Action Item #12 – Support the Implementation of Modular and Prefabricated
Construction ........................................................................................................... 20
Key Objective: Ensure Complete Community Growth .................................................... 22
Action Item #13 – Eliminate Minimum Parking Requirements ...................................... 22
Action Item #14 – Create an Affordable Housing Community Improvement Plan .......... 23
Action Item #15 – Undertake Streetscape and Infrastructure Improvements for the
Aurora Promenade .................................................................................................. 23
Page 113 of 181
Affordable Housing Action Plan
2
Action Item #16 – Work with York Region to Ensure there is Sufficient Servicing Capacity
for Growth ............................................................................................................... 24
Key Objective: Streamline Approvals ............................................................................ 26
Action Item #17 – Implement a Community Planning Permit System ........................... 26
Action Item #18 – Continue to Enhance the Electronic Portal Application System ........ 27
Action Item #19 – Prioritize the Approval of Affordable Housing Developments ............ 27
Action Item #20 – Support the development of a Range of Care-Based Housing ........... 28
Action Item #21 – Waive Application Fees for Critical Housing Opportunities ............... 28
Key Objective: Enhance Partnerships ........................................................................... 30
Action Item #22 – Assist York Region and Housing York Inc. in Identifying Appropriate
Sites for Housing ..................................................................................................... 30
Action Item #23 – Work with School Boards to Evaluate Sites and Seek Innovative
Opportunities for Housing ........................................................................................ 30
Action Item #24 – Connect Developers with Affordable and Rental Housing Providers at
the Pre-consultation Stage ....................................................................................... 31
Action Item #25 – Liaise with the Provincial and Federal Governments for Housing
Funding and Support ............................................................................................... 32
Action Item #26 – Support Community Housing Providers and Protect Affordable and
Rental Housing Units ............................................................................................... 32
Key Objective: Continually Monitor, Assess and Educate ............................................... 34
Action Item #27 – Develop and Maintain a Town-Wide Housing Needs and Gap
Assessment ............................................................................................................ 34
Action Item #28 – Continue to Advocate and Educate ................................................ 34
Action Item #29 – Commit to Regular Updates of this Affordable Housing Action Plan .. 35
Conclusion ................................................................................................................. 36
Page 114 of 181
Affordable Housing Action Plan
3
Executive Summary
The Town of Aurora recognizes the need to be proactive in addressing the housing needs of
current and future residents. This Affordable Housing Action Plan (the “Plan”) aims to
provide a blueprint and direction for the Town to achieve more diverse, affordable, and
attainable housing to 2051 and beyond.
This Plan will serve as a guiding tool to establish municipal priorities, identify challenges,
and support positive decision-making regarding housing in line with the overall visions and
direction of the Town’s Official Plan and Regional and Provincial policies.
The Plan provides an introduction and background into the growth context of Aurora and its
housing and development framework, before outlining six key objectives that cumulatively
form the basis of this Plan. Each objective is further supported by action items to ensure
effective implementation.
While all levels of government play a role in combating the housing crisis, this is ultimately
a made in Aurora plan focused on providing tangible municipal objectives and actions that
will lead to positive housing outcomes for all.
Page 115 of 181
Affordable Housing Action Plan
4
1.0 - Introduction
Aurora’s Growth and Development Context
The Town of Aurora is a growing and evolving. By 2051, Aurora’s population is forecasted to
be 85,800 people, which represents a growth rate of over 30% from today:
Table 1: Town of Aurora Official Plan Population Growth Forecast to 2051
2016 2021 2031 2041 2051
Population 55,445 64,000 71,900 79,600 85,800
Growth Rate
(%) - 15.4% 12.3% 10.7% 7.8%
This rate of growth is attributed to the urbanization of Aurora as part of the larger York Region
and Greater Toronto Area. Aurora is considered a highly desirable community to live in, and
being within close proximity to the major urban centre of Toronto, growth impacts are largely
a result of the urbanization of the overall metropolitan area.
Canada as a whole is also growing rapidly. Both 2022 and 2023 each set new record-highs
for national population growth. Growth in the first nine months of 2023 alone surpassed the
total growth of any other year since Canadian Confederation (StatsCan).
Communities are also aging, family needs are changing, and urban areas, in particular
around Toronto, are considered the fastest growing parts of the country (StatsCan). The
suburbs around Toronto accounted for over 37% of the proportional growth within the
Greater Toronto Area from 2016-2021, which represents the largest population growth of
any geographic area of the metropolitan area (see Figure 1 below). Sustained population
growth is anticipated in the suburbs for generations to come, particularly due to the limited
space in downtown areas.
The demographic and economic trends of the country, province, and region also have a
significant impact on the built form of Aurora itself. As the population continues to grow,
age, and desire proximity to transit, there is a recognized need to increase housing supply
and density and promote alternative and innovative forms of housing to meet forecasted
growth demands.
Page 116 of 181
Affordable Housing Action Plan
5
Aurora’s Built-Form
Historically, development in Aurora has been based on greenfield growth, where vacant land
was developed for new residential subdivisions of largely single detached homes. Today, the
Town of Aurora is largely “built-out” with fewer vacant greenfield parcels left to be
developed. As Aurora continues to urbanize, it will experience a shift from lower density,
ground related greenfield housing development, towards residential intensification
opportunities at greater heights and densities within existing built-up areas.
The following table provides a summary of the private dwelling characteristics of Aurora
based on the 2021 Census:
Table 2: Aurora Private Dwelling Characteristics, 2021 Census
Private Dwelling Structural Type Total within Town Proportional %
Single Detached House 12,980 60.5
Semi Detached House 1,490 6.9
Row House 3,610 16.8
Duplex 670 3.1
Apartment in a building with fewer
than five (5) storeys 1,535 7.1
Apartment in a building with five (5) or
more storeys 1,205 5.6
Figure 1: Population Spread Across the Toronto Census Metropolitan Area 2016-2021 (CMHC)
Distant Suburbs
(30-40 minutes from downtown)
Intermediate Suburbs
(20-30 minutes from downtown)
Near Suburbs
(10-20 minutes from downtown)
Urban Fringe
(<10 minutes from downtown)
Downtown Toronto
37.5%
29.2%
21.8%
7.1%
4.4%
Page 117 of 181
Affordable Housing Action Plan
6
Aurora’s built form is predominantly single detached houses, comprising 60.5% of the
housing stock in Town. Currently, approximately 81% of the Town’s private households are
owned, while approximately 19% are rented (StatsCan). For purpose built rental housing,
the vacancy rate was 1.4% in October 2023 (CMHC). This low vacancy rate indicates a
tightening of the rental market, where rental demand outpaces the supply of rental housing
and results in reduced housing affordability and stability.
Aurora also has an average of 7.1 rooms per dwelling, whereas the national average is 6.2
rooms per dwelling. The dominant household size in Aurora is only 2 persons, accounting
for approximately 29% of all households (StatsCan).
To accommodate current and future growth demands, the Town will be required to increase
housing supply and density, especially due to the absence of greenfield lands. Multi-
generational, congregate, and co-habitation housing forms will also continue to increase in
order to optimize housing opportunities within existing dwellings. By 2051, the Town will
experience a proportional shift away from single detached housing, where a greater supply
of apartments will be provided.
The table below utilizes Census and federal HART (Housing Assessment Research) data
based on household size to provide an overview of the unit demand and housing deficit
breakdown for the Town:
Table 3: Unit Demand and Housing Deficit Assessment
Provincial Housing Target and Pledge
The province has set a target for Aurora to build 8,000 new
homes by 2031. The vast majority of this growth will be
through additional units at higher densities than
traditionally developed within the Town. The Town’s
Official Plan structure can support this targeted level of
growth, particularly as strategic growth areas like the
Aurora Promenade and Major Transit Station Area (MTSA)
develop. This Action Plan will be a tool to further support the
Town’s commitment to achieving positive housing outcomes
within the community and fulfilling this Housing Target and
Pledge. However, it is also important to recognize that there is a continued need for
One-Bedroom Two-Bedroom Three-Bedroom
Plus
Forecasted Housing
Unit Deficits 1,180 440 555
Proportional Rate of
Unit Demand 54.2% 20.2% 25.6%
8,000 new
homes by
2031
Page 118 of 181
Affordable Housing Action Plan
7
investment in infrastructure and collaborative action from all levels of government to
address the ongoing housing crisis across the province and country. In addition to this
target, the Government of Ontario and York Region have also mandated that a minimum of
1,000 purpose-built rental units be provided in Aurora by 2051, and that a minimum of 45%
of all new growth be directed through intensification of the existing built-up area.
The Housing Continuum and Affordability in Aurora
Housing can be provided across a variety of types and tenures. The Housing Continuum, as
shown in Figure 2 below, represents the varying circumstances and forms of housing that
exist to help address the ongoing housing crisis facing communities:
A successful community is one that provides the complete range of housing types so that
individuals and families can enter and move through the housing continuum to address their
own specific needs and desires. By increasing supply and affordability, more individuals and
families are able to move through the continuum and have greater housing options available
to them to choose from. Increased diversity in housing types, through increased supply, can
create an environment that supports residents with varying circumstances and needs.
The definition of Affordable Housing itself also varies by governments and agencies.
Generally, “affordable” means housing that costs less than 30% of an individual or family’s
gross income. Affordable Housing, however, is a broad term that can include multiple
housing types and tenures.
The left end of the Housing Continuum addresses the need for crisis housing, such as
Shelters or Transitional Housing, where the primary goal is providing basic shelter for those
in need or experiencing homelessness – known as “housing first.” Moving across the
Housing Continuum is Supportive Housing, Long-term Care and Social Housing, which are
categories of housing that can receive subsidy assistance or provide housing alongside
other support services. Next, Affordable Rentals or Affordable Home Ownership refers to
dwellings designed or programmed specifically to be below the 30% income threshold.
Finally on the Housing Continuum is independent market Rental Housing and Home
Ownership.
Based on the latest data, the average monthly rent in Aurora costs $1,371 for a one bedroom,
$1,794 for a two bedroom, and $2,065 for a three bedroom dwelling (CMHC Housing Market
Information Portal). The current average private market dwelling in Aurora is valued at
approximately $1,330,000 (Toronto Regional Real Estate Board).
Figure 2: The Housing Continuum
Page 119 of 181
Affordable Housing Action Plan
8
Comparatively, the median total income for economic families in Aurora is $135,000, the
median total income of households is $119.000, the median total income for one-parent
economic families is $88,000, and the median total income for one-person households is
$51,600 (StatsCan). Economic families are considered families living together who are
related by blood, marriage, common-law or adoption. Households account for residents
living together who are not related by blood, marriage, common-law, or adoption. One-
parent economic families are single parents with children, and one-person households
capture residents who live alone. Using the median income for each category (instead of the
average) is a stronger metric overall as it reflects the central tendency of incomes without
being skewed by exceptional outliers.
Table 4: Census Income Breakdown in Aurora (StatsCan, 2020 data retrieval for 2021 Census)
Median One-
person Household
Median One-parent
Economic Family
Median Household
Income
Median Total
Income of
Economic Family
$51,600 $88,000 $119,000 $135,000
The Affordability Price Threshold is a measurement to determine the maximum price that
households can afford to pay for private market dwellings, which includes the cost of a
mortgage, mortgage insurance, and property taxes relative to 30% of gross overall income.
The Affordability Price Threshold based on these factors for Aurora is $509,000 based on the
median total income for economic families, $449,000 based on the median total income for
households, $332,000 based on the median total income for one-parent economic families,
and $194,000 based on the median total income for one-person households. These
thresholds are largely unattainable, and it is also worth noting that the Affordability Price
Threshold assumes individuals and families can make the minimum allowable down
payment, which can often be difficult to save up for as well.
$1,330,000 $509,000
and less
Average Private Market
Dwelling Value in Aurora
Affordable Price
Threshold
Page 120 of 181
Affordable Housing Action Plan
9
Affordable Rent Thresholds are calculated using the CMHC Housing Market Information
(rental rates) as a baseline. York Region and the province have established, through
definition in the York Region Official Plan, that the Affordable Rent Threshold is set at 125%
of the CMHC baseline as a standard practice. This higher percentage threshold is used for a
better reflection of true rents that can reasonably be obtained given that the existing housing
stock, which is used to form the CMHC data, is generally either already occupied long term
and unattainable, or aged and not reflective of current building code and amenity standards
for someone who is newly renting. The Affordable Rent Thresholds for Aurora are as follows:
Aurora’s overall affordability threshold is impacted by the generally high total income for
economic families. This in turn effects middle income earners, single household earners,
and retirees, who may struggle to attain homes that are considered affordable. This
consequently leads residents having to search for housing in other municipalities across the
province or country for more affordable options. Housing affordability affects everyone, and
there is a need to increase housing diversity and supply to meet the needs and
circumstances of all individuals.
Table 5: Affordable Rent Thresholds in Aurora
One-bedroom Two-bedroom Three-bedroom
$1,714 $2,243 $2,581
Page 121 of 181
Affordable Housing Action Plan
10
2.0 - How to Read this Plan
This Plan is not a statutory document but is intended to be used to provide a general
framework for decision-making by identifying and tracking the pursuit of the action items
that are listed. Each action item will be required to be monitored and completed through its
own respective implementation process, and cumulatively they form the core of this Plan.
Each action item is summarized through four columns: description, results, implementation
tool, and timeframe. The description column provides an overview of the action item. The
results columns describe what the action item is set to accomplish. The implementation
tool column is how the action item will be carried out, and the timeframe column outlines
the anticipated timeframe for when the item is to commence. Collectively, these provide the
general overview of each action item, and further monitoring is also expected to be achieved
through the accompanying monitoring table in the Appendix.
It is important to note that the Introduction section of this Plan and context setting values
used to define housing and growth in Aurora remain subject to constant change and
evolution. There are a number of external and supra-municipal factors that shape the
housing, growth and development context within Town, such as the labour market, interest
rates, immigration, and government policy. While some of these factors are in constant
change, the action items that are embedded within this Plan have been developed to
respond proactively and comprehensively to the housing crisis at large. These action items
are again the core of this document and can be pursued at the municipal level to
cumulatively produce positive housing outcomes for the Town moving forward.
Page 122 of 181
Affordable Housing Action Plan
11
3.0- Key Objectives of this Plan
The six key objectives of the Affordable Housing Action Plan are to be read and applied
collaboratively. Together, they provide the foundation for positive housing outcomes in
Aurora to 2051 and beyond. The six key objectives of the Town of Aurora Affordable
Housing Action Plan are as follows:
INCREASE HOUSING SUPPLY
PROMOTE HOUSING
AFFORDABILITY AND STABILITY
ENSURE COMPLETE COMMUNITY
GROWTH
STREAMLINE APPROVALS
ENHANCE PARTNERSHIPS
CONTINUALLY MONITOR, ASSESS AND
EDUCATE
Page 123 of 181
Affordable Housing Action Plan
12
Increase
Housing Supply
Page 124 of 181
Affordable Housing Action Plan
13
Key Objective: Increase
Housing Supply
There is a critical lack of supply relative to the demand for housing
across Ontario. To alleviate this pressure, more housing units are
required to be delivered. The following actions will increase the
supply of housing in Aurora:
Action Item #1 – Permit Four Units per Residential Lot
Description Result Implementation
Tool Timeframe
Permit four units as-of-
right on serviced
residential lots of
sufficient size with
available parking.
Gentle intensification of
traditionally single detached
neighbourhoods will increase
“missing middle” and rental
housing opportunities.
Further, the renting out of
additional residential units
offers the ability for property
owners to alleviate their own
housing costs.
Comprehensive
Zoning By-law
Review
2025
Action Item #2 – Incrementally Increase Density
Description Result Implementation
Tool Timeframe
Density permissions
will need to
incrementally increase
for strategic growth
areas over time.
Densities within established
strategic growth areas
including the Aurora
Promenade and Major Transit
Station will eventually need
to increase. This is a longer-
term action item as the Town
continues to urbanize but
should be acknowledged
proactively and be phased
through future Official Plan
Reviews.
Official Plan Ongoing
and
through
each future
Official
Plan
Review.
Page 125 of 181
Affordable Housing Action Plan
14
Action Item #3 – Undertake a Land Use Planning Study for
Commercial and Employment Land Conversion Opportunities
Description Result Implementation
Tool Timeframe
Conduct a Land Use
Planning Study to
evaluate the longer-
term feasibility of
accommodating
housing in traditionally
non-residential
locations and
encourage mixed use
opportunities.
The planning study will allow
the Town to proactively
evaluate the feasibility of
these lands to accommodate
housing opportunities in line
with provincial planning
directions which may enable
the conversion of
employment lands to occur
outside of a municipal
comprehensive review. Key
areas for study can include
the 404 Corridor, Industrial
Parkway, and Bayview
Avenue, where encouraging
higher density, mixed use
opportunities can be
evaluated.
Dedicated Land
Use Study on
Commercial and
Employment
Land
Conversions.
2025-2030
Action Item #4 – Evaluate Housing Opportunities on Key Sites
Description Result Implementation
Tool Timeframe
Lead the proactive
evaluation and
planning of key sites in
Town for housing
opportunities.
The Town can look to
evaluate and proactively
develop site-specific policies
or secondary plans for key
sites and areas within Town
to proactively enable housing
opportunities, such as for 50-
100 Bloomington Road West,
amongst others.
Area or site-
specific
secondary plans
and pre-zoning
as needed.
2025-2030
Page 126 of 181
Affordable Housing Action Plan
15
Action Item #5 – Update Zoning Provisions to Align with the
Town’s Official Plan and Support Housing Creation
Description Result Implementation
Tool Timeframe
5.1 – Pre-zone the
Aurora Promenade and
Major Transit Station
Area to align with the
Town’s new Official
Plan.
Consistent and aligned
heights and land use
permissions between the
Zoning By-law and the
Official Plan will ensure site-
specific development
applications conform to the
Town’s established planning
framework for the area,
including a planned
minimum density of 150
people and jobs within the
defined Major Transit Station
Area.
Comprehensive
Zoning By-law
Review
2025
5.2 – Pre-zone Local
and Regional Corridors
to align with the Town’s
new Official Plan.
The Zoning By-law will be
updated to reflect heights of
5-storeys along Regional
Corridors and 4-storeys
along Local Corridors as
directed by the new Official
Plan.
Comprehensive
Zoning By-law
Review
2025
5.3 – Remove outdated
or unnecessary zoning
provisions that unduly
restrict housing
creation.
Zoning By-law updates can
look to add further flexibility
for co-habitation, multi-
generational housing,
congregate living, group
homes and co-operatives.
Further, zoning standards
around the Additional
Residential Unit framework
will need to be updated.
Comprehensive
Zoning By-law
Review
2025
Page 127 of 181
Affordable Housing Action Plan
16
Promote Housing
Affordability and Stability
Page 128 of 181
Affordable Housing Action Plan
17
Key Objective: Promote
Housing Affordability and
Stability
Promoting housing affordability and stability means ensuring individuals and families can
first access, and then keep housing over the course of their lifetimes and as needs change.
Aurora will promote housing affordability and stability through the following action items:
Action Item #6 – Establish an Affordable Housing Reserve Policy
Description Result Implementation
Tool Timeframe
Create an Affordable
Housing Reserve
Policy, where
Community Benefits
Charges and other
financial contributions
from developments can
be used for affordable
housing initiatives, with
no impact on
taxpayers.
An Affordable Housing
Reserve Policy will allow the
Town to establish grants to
assist with affordable
housing projects and
initiatives. A key focus can be
on assisting non-profit and
co-op housing providers or
supporting non-profit
Community Land Trusts.
Creation of
Affordable
Housing Reserve
Policy
2025-2030
Action Item #7 – Provide Incentive Opportunities for Accessible
Housing Initiatives
Description Result Implementation
Tool Timeframe
Establish a grant
program for accessible
renovations or
additions, the creation
of accessible second
suites, and the
promotion of aging in
place.
A grant program geared
towards accessible housing
improvements can reduce
financial barriers and
promote greater accessible
housing opportunities and
independence.
Creation of an
Accessible
Housing Grant
Program
2025-2030
Page 129 of 181
Affordable Housing Action Plan
18
Action Item #8 – Require Affordable Housing Assessments for all
New Residential Developments
Description Result Implementation
Tool Timeframe
Affordable Housing
Assessments to be
required as part of a
complete application
for proposed
residential
developments.
The Town requires that 25%
of all new residential
developments be affordable,
and that 35% of all new
residential development
within the Major Transit
Station Area be affordable.
Requiring Affordable Housing
Assessments will ensure
enforcement of this policy
framework through detailed
demographic and
affordability assessments for
each site-specific
application that is received.
Terms of
Reference to be
provided to
applicants at the
pre-consultation
review stage to
ensure these
Assessments
are provided as
part of a
complete
application.
Immediate
Action Item #9 – Ensure Universal Design Standards are
Implemented in Developments
Description Result Implementation
Tool Timeframe
Ensure universal design
standards are reflected
in the design and
development of
residential proposals
early in the process.
Universal design allows
residential units and
buildings to be adaptable to
the changing needs of
residents over time.
The financial impact of
universal design is minimal
when implemented at the
design stage, and the Town
can be proactive in this
regard to ensure that the
design of buildings
accommodates a variety of
needs over the course of
one’s lifetime.
Pre-consultation
Review Stage
Immediate
Page 130 of 181
Affordable Housing Action Plan
19
Action Item #10 – Implement Inclusionary Zoning for the MTSA
Description Result Implementation
Tool Timeframe
Establish a policy
framework for
Inclusionary Zoning for
the Aurora Major Transit
Station Area.
Inclusionary Zoning can
include a range of measures
that focus on providing
affordable housing units
within private market
development proposals and
provide for those units to be
maintained as affordable
over an extended period of
time.
Adoption of
Inclusionary
Zoning Policy
Framework (in
line with O. Reg
232/18) and By-
law.
2025-2030
Action Item #11 – Utilize Government Owned Land for “Housing
First” Opportunities
Description Result Implementation
Tool Timeframe
Surplus land owned by
all levels of government
can be prioritized for
the provision of
housing.
Land costs are a primary
restriction to housing
affordability. Taking
advantage of surplus
government owned land and
prioritizing housing, including
emergency, transitional, and
social housing, will ensure
these critical “housing first”
opportunities are provided.
The Town can specifically
work alongside the Region to
identify surplus lands, as
well as opportunities for
leasing. Surplus lands can
also be utilized as part of a
Community Land Trust
process with local non-profit
housing partners.
Engagement
with all levels of
government
regarding
surplus land in
Aurora.
Immediate
Page 131 of 181
Affordable Housing Action Plan
20
Action Item #12 – Support the Implementation of Modular and
Prefabricated Construction
Description Result Implementation
Tool Timeframe
Modular housing refers
to units that can be
prefabricated then
assembled at an
appropriate site.
Supporting the greater
introduction of modular
and prefabricated
units, where
appropriate, can assist
in providing more
affordable and
alternative housing
opportunities in Town.
Modular housing can assist
housing affordability and can
be encouraged within
appropriate developments,
evaluated on a site-by-site
basis.
Study can also be done as
required on the suitability of
the construction method and
long-term viability, to ensure
effective implementation of
enabling tools to support the
construction method.
Modular
Housing
Implementation
Study
Updating the
Town’s
Comprehensive
Zoning By-law as
required.
2025
Page 132 of 181
Affordable Housing Action Plan
21
Ensure Complete
Community Growth
Page 133 of 181
Affordable Housing Action Plan
22
Key Objective: Ensure Complete
Community Growth
It is important to ensure that residential development and growth is
balanced with the appropriate access to goods, services, parks, and
amenities. Social integration and economic well-being are
considered fundamental pillars in increasing an individual’s
connection to the community and overall well-being. Promoting a
complete community will ensure that individuals continue to be attracted to Aurora and
want to stay here as their individual or family needs change. Aurora will continue to ensure
housing is part of a complete community through the following action items:
Action Item #13 – Eliminate Minimum Parking Requirements
Description Result Implementation
Tool Timeframe
Eliminate minimum
parking requirements
within the Major Transit
Station Area.
The construction of
underground parking adds
more time to the
construction process and
represents a significant cost
that ultimately gets passed
onto unit owners and
impacts affordability. Zoning
provisions can also result in
the overbuilding of parking
spaces for areas that are
transit-oriented or walkable
like the Major Transit Station
Area. Eliminating minimum
parking requirements will
ensure that housing units
built within the Major Transit
Station Area are at a more
affordable price point. This is
also further supported by
Provincial Bill 185.
Comprehensive
Zoning By-law
2025
Page 134 of 181
Affordable Housing Action Plan
23
Action Item #14 – Create an Affordable Housing Community
Improvement Plan
Description Result Implementation
Tool Timeframe
Establish a Community
Improvement Plan that
can offer grant funding,
loans, or tax assistance
for affordable housing
developments
including additional
residential units and
other housing
opportunities such as
congregate living.
The Town’s new Official Plan
has enabling policies to
prepare a Community
Improvement Plan geared
towards the creation of
affordable housing. This
would incentivize the
creation of affordable
housing through grants,
loans, or tax assistance. The
Program can focus on new
and innovative housing
opportunities, such as
additional residential units,
co-habitation and
congregate living.
Affordable
Housing
Community
Improvement
Plan Policy
Program and
implementing
By-law
2025-2030
Action Item #15 – Undertake Streetscape and Infrastructure
Improvements for the Aurora Promenade
Description Result Implementation
Tool Timeframe
Improvements to above
and below grade
infrastructure will allow
for the timely and
efficient delivery of
housing units with
proper servicing and
infrastructure along the
Aurora Promenade,
which is a primary
mixed-use growth
corridor for the Town.
Streetscape and
infrastructure improvements
within the Aurora Promenade
will reduce the overall cost of
development and in turn
assist with housing
affordability for the area
while ensuring the downtown
is a vibrant and attractive
place to live, work and play.
Infrastructure improvements
ensure this mixed-use
corridor is “housing-ready”
to accommodate anticipated
levels of growth.
Aurora
Promenade
Streetscape
Improvement
Project
2024-2026
Page 135 of 181
Affordable Housing Action Plan
24
Action Item #16 – Work with York Region to Ensure there is
Sufficient Servicing Capacity for Growth
Description Result Implementation
Tool Timeframe
Continue to work with
York Region to ensure
the timely delivery of
infrastructure
improvements and
water and wastewater
servicing capacity to
meet growth forecasts.
Sufficient servicing capacity
will ensure that approved
developments can be
constructed in a timely and
efficient manner. A lack of
servicing restricts housing
supply, and stalls approved
developments from being
constructed. Ensuring the
timely delivery of the north
York Durham Sewage System
(YDSS) expansion is a priority
for meeting housing supply
needs.
Region of York
Servicing
Allocation and
north YDSS
expansion
project
Ongoing
Page 136 of 181
Affordable Housing Action Plan
25
Streamline Approvals
Page 137 of 181
Affordable Housing Action Plan
26
Key Objective: Streamline Approvals
More streamlined approvals results in the faster delivery of housing.
Recent provincial legislation has also focused on reducing red tape
and expediting the development review and approval process. The
Town of Aurora has been committed to these process
improvements including through the recent launch of the online
application portal system, and will continue to streamline
approvals for affordable housing through the following action
items:
Action Item #17 – Implement a Community Planning Permit
System
Description Result Implementation
Tool Timeframe
Utilizing a Community
Planning Permit System
would allow the Town
to develop specific
development standards
for a geographic area
and allow zoning, site
plan, and minor
variance processes to
be combined into one
application and permit
approval process.
The Town’s Official Plan
enables the use of a
Community Planning Permit
System. This would allow
development proposals that
conform to the established
development standards to be
approved in a more
streamlined manner.
Multiple applications can be
consolidated into a single
review, with only one
application and a permit
approval process being
required. The consolidation
of applications can support
the faster approval and
delivery of housing for a
geographic area that Council
identifies.
Community
Planning Permit
Study and By-
law
2025
Page 138 of 181
Affordable Housing Action Plan
27
Action Item #18 – Continue to Enhance the Electronic Portal
Application System
Description Result Implementation
Tool Timeframe
The Town has
transitioned to an
online based
development
application intake
review system, which
has sped up the
development
application review
process.
The faster intake and review
of applications ensures the
faster processing and
approval of applications,
which in turn supports the
delivery of housing
opportunities. Continued
development, enhancement
and upgrading of the system
will ensure its effectiveness
and efficiency moving
forward to ensure
applications continue to be
reviewed and processed in
an expedited manner.
Cityview
Software Online
Application
Portal
Ongoing
Action Item #19 – Prioritize the Approval of Affordable Housing
Developments
Description Result Implementation
Tool Timeframe
Affordable housing
development proposals
can be flagged at the
pre-consultation and
application intake stage
and be prioritized for
immediate review,
processing, and
approval.
Identifying and prioritizing
affordable housing
development proposals for
approval ensures that the
application review period for
these files is condensed,
leading to the prompt
approval and delivery of
critically needed affordable
housing opportunities.
Pre-consultation
Review Stage
and
Development
Application
Review Process
Immediate
Page 139 of 181
Affordable Housing Action Plan
28
Action Item #20 – Support the development of a Range of Care-
Based Housing
Description Result Implementation
Tool Timeframe
Care-based housing,
including long-term and
hospice care, can be
supported through the
application review
process to streamline
approvals and prioritize
the integration of these
uses within the
community.
The integration and support
for care-based housing
throughout the Town ensures
the availability of housing for
all residents, as individual or
family needs change. The
Town can play a key role in
supporting these housing
providers through the due
diligence and application
review and approval process.
The Town can also continue
to advocate and support
funding for this type of
housing across all levels of
government.
Pre-consultation
Review Stage
and
Development
Application
Review Process
Immediate
Action Item #21 – Waive Application Fees for Critical Housing
Opportunities
Description Result Implementation
Tool Timeframe
Remove all related
application fees for
emergency,
transitional, and or
supportive housing.
Eliminating application fees
for critical housing projects
supports the overall
affordability of the proposal,
while also streamlining the
application process by no
longer requiring fee review
and processing.
Fee By-law
Update
2025
Page 140 of 181
Affordable Housing Action Plan
29
Enhance Partnerships
Page 141 of 181
Affordable Housing Action Plan
30
Key Objective: Enhance Partnerships
Solving the housing crisis is a collaborative effort involving all
levels of government and partners in both the private and non-
profit sectors. The Town of Aurora will continue to develop and
enhance partnerships around the delivery of affordable housing
through the following action items:
Action Item #22 – Assist York Region and Housing York Inc. in
Identifying Appropriate Sites for Housing
Description Result Implementation
Tool Timeframe
Continue to assist York
Region and Housing
York Inc. as appropriate
with any site selection
and review process for
housing opportunities
on appropriate sites.
Assisting with the site
selection, acquisition and
approval process for Housing
York Inc. related projects
ensures that the appropriate
mix and balance of housing
across the housing
continuum is provided within
the Town. The Town can
continue to assist the Region
as they advance their
housing programming and
Region-wide operations.
Staff to Staff
correspondence
and reporting to
Council as
required.
Ongoing
Action Item #23 – Work with School Boards to Evaluate Sites and
Seek Innovative Opportunities for Housing
Description Result Implementation
Tool Timeframe
The Town can engage
with local school
boards and be involved
in the acquisition of
surplus lands or
encourage site
development to
consider innovative
ways of adding housing
on school board owned
More urban areas have
begun partnering with school
boards on mixed use
residential-institutional
developments. This can
result in the creation of
housing on school board
sites that still also continue
to provide education
facilities. Further, any
Staff and
Council
engagement
with School
Boards
Ongoing
Page 142 of 181
Affordable Housing Action Plan
31
land. The Town can
also work with school
boards to evaluate
schools with excess
capacity and seek
opportunities to add
density permissions for
these areas, where
appropriate.
surplus lands can be used to
accommodate housing
opportunities, and working
alongside school boards to
evaluate school capacities
provides an opportunity to
increase density permissions
in appropriate strategic
locations.
Action Item #24 – Connect Developers with Affordable and
Rental Housing Providers at the Pre-consultation Stage
Description Result Implementation
Tool Timeframe
Staff can ensure that at
the pre-consultation
stage, developers are
provided with a list of
affordable and rental
housing providers and
be encouraged to
partner with them to
add affordable units in
their proposals.
The Town can assist in
bridging the gap between the
private and non-profit
sectors and provide a key
opportunity for
communication and
partnership at the pre-
consultation stage.
Connecting developers with
affordable and rental housing
providers early in the process
will ensure greater
opportunity for affordable
and rental housing options to
be integrated in the proposed
development.
Pre-consultation
Review Stage
Immediate
Page 143 of 181
Affordable Housing Action Plan
32
Action Item #25 – Liaise with the Provincial and Federal
Governments for Housing Funding and Support
Description Result Implementation
Tool Timeframe
The Town can continue
to liaise with the
provincial and federal
governments and apply
for grants and funding
opportunities where
appropriate.
Collaboration and support
from all levels of government
is needed to combat the
housing crisis. More
resources and funding will
ensure the successful
implementation of housing
related goals and objectives,
including those listed as part
of this Affordable Housing
Action Plan. A key focus
alongside government
partners can also be on
ensuring homelessness
prevention and resource
support.
Staff and
Council
discussions and
lobbying with
Members of
Parliament/
Members of
Provincial
Parliament.
Ongoing
Action Item #26 – Support Community Housing Providers and
Protect Affordable and Rental Housing Units
Description Result Implementation
Tool Timeframe
The Town can work with
Community Housing
Providers, including
seniors and Indigenous
housing providers, non-
profits and co-ops to
advance housing
opportunities, while
also ensuring that
affordable and rental
units are protected over
the long-term.
The Town can partner with
and encourage community
housing providers to locate in
Aurora and assist through the
site selection, due diligence,
acquisition, and
development approval
phases. Further, the Town
can continue to monitor
rental market trends and
ensure protection of
affordable rental units
through appropriate by-laws
(Renovation License and
Relocation By-law).
Staff and
Council
engagement
Study and
passing of
Renovation
License and
Relocation By-
law as needed
Ongoing
Page 144 of 181
Affordable Housing Action Plan
33
Continually Monitor,
Assess and Educate
Page 145 of 181
Affordable Housing Action Plan
34
Key Objective: Continually
Monitor, Assess and Educate
The Town of Aurora is evolving and will continue to evolve. Evaluation
of the housing climate, policy direction, and success of programs
will be required to meet the evolving needs of the community to
2051. Iterative monitoring, assessment, and education of housing within Aurora will occur
through these action items:
Action Item #27 – Develop and Maintain a Town-Wide Housing
Needs and Gap Assessment
Description Result Implementation
Tool Timeframe
Evaluate demographic
and economic trends
on an ongoing basis to
assess housing trends,
land inventories, and
identify gaps in housing
needs and supply.
A Housing Needs and Gap
Assessment provides data-
based assessment of the
housing supply and can be
used to drive further policy
development geared towards
addressing known housing
gaps or trends. The
Assessment can also
recurringly evaluate Census
data to ensure effective
monitoring of the Town’s
Affordability Thresholds.
Housing Needs
and Gap
Assessment
Ongoing;
next
Census is
in 2026.
Can be
conducted
alongside
each
Census
cycle.
Action Item #28 – Continue to Advocate and Educate
Description Result Implementation
Tool Timeframe
Engaging in advocacy
and education raises
awareness of the
housing crisis, helps
remove prejudices, and
can spur further action
and support.
Advocacy and education will
remove stigmas associated
with certain housing and
foster greater support within
the community. Through
campaigns and outreach,
more awareness into
available programs can also
be provided.
Council and
Staff;
Community
outreach and
awareness
campaigns
Ongoing
Page 146 of 181
Affordable Housing Action Plan
35
Action Item #29 – Commit to Regular Updates of this Affordable
Housing Action Plan
Description Result Implementation
Tool Timeframe
This is the Town’s first
Affordable Housing
Action Plan. As the
Town continues to
evolve, the action items
of this Plan will
inevitably need to be
monitored and updated
accordingly.
The majority of these Action
Items have tangible
implementation timeframes
prior to 2030. Updating the
Action Plan will ensure
effective goals, objectives
and actions as the Town
continues to grow through
each decade to 2051.
Affordable
Housing Action
Plan
2030
Page 147 of 181
Affordable Housing Action Plan
36
Conclusion
This Affordable Housing Action Plan outlines key objectives and action items for the Town of
Aurora to pursue to address the housing needs of the community today and into the future.
Solving the housing crisis requires the efforts of all levels of government, and this Action Plan
provides tangible targets and actions to pursue at the municipal level.
Housing in Ontario is part of a complex system. There have been numerous efforts across
multiple levels of government for years to tackle the housing crisis. However, the
conversation around affordable housing is changing. There is a unified recognition for the
importance of providing affordable, attainable and diverse housing options for all. As
communities grow, there is a recognized need to shift approaches and ideologies to solve
the housing crisis.
Planning for housing is not only about solving the problems faced today, but also about
aiming to improve the lives of future generations over the long term. The Action Items
contained within this plan lay the groundwork for positive housing outcomes moving
forward. The Town of Aurora is committed to pursuing solutions to the housing crisis, and
this made-in-Aurora Affordable Housing Action Plan provides the blueprint for achieving real
results within our community.
Page 148 of 181
Affordable Housing Action Plan
37
Mayor Tom Mrakas
Councillor Ron Weese
Councillor Rachel Gilliland
Councillor Wendy Gaertner
Councillor Michael Thompson
Councillor John Gallo
Councillor Harold Kim
Prepared by the Town of Aurora Planning and Development Services Department:
Marco Ramunno, MCIP, RPP, Director of Planning and Development Services
Adam Robb, MPL, MCIP, RPP, CAHP, PLE, Manager of Policy Planning and Heritage
Dania Asahi Ogie, Policy Planner
Page 149 of 181
Action Items - Town of Aurora Affordable Housing Action Plan
• General Priority Order refers to the general order of implementation for each action item within the Key Objective category
• Timeline: Short-term is less than 1 year | Medium-term is from 1 year to 5 years | Long-term is greater than 5 years |
Ongoing is for action items that have a continuous cyclical timeline
General
Priority
Order
Timeline
Increase Housing Supply
Permit Four Units per Residential Lot 1 Short-term
Update Zoning Provisions to Align with the Town’s Official Plan and to Support Housing Creation 2 Short-term
Undertake a Land Use Planning Study for Commercial and Employment Land Conversion
Opportunities
3 Medium-term
Evaluate Housing Opportunities on Key Sites 4 Medium-term
Incrementally Increase Density - Ongoing
Promote Housing Affordability and Stability
Require Affordable Housing Assessments for all New Residential Developments 1 Immediate
Ensure Universal Design Standards are Implemented in Developments 2 Immediate
Utilize Government Owned Land for “Housing First” Opportunities 3 Immediate
Support the Implementation of Modular and Prefabricated Construction 4 Short-term
Implement Inclusionary Zoning for the MTSA 5 Medium-term
Provide Incentive Opportunities for Accessible Housing Initiatives 6 Medium-term
Establish an Affordable Housing Reserve Policy 7 Medium-term
Ensure Complete Community Growth
Eliminate Minimum Parking Requirements 1 Short-term
Undertake Streetscape and Infrastructure Improvements for the Aurora Promenade 2 Medium-term
Create an Affordable Housing Community Improvement Plan 3 Medium-term
Work with York Region to Ensure there is Sufficient Servicing Capacity for Growth - Ongoing
Streamline Approvals
Prioritize the Approval of Affordable Housing Developments 1 Immediate
Support the development of a Range of Care-Based Housing 2 Immediate
Implement a Community Planning Permit System 3 Short-term
Waive Application Fees for Critical Housing Opportunities 4 Short-term
Continue to Enhance the Electronic Portal Application System - Ongoing
Appendix A – Monitoring and Priority Table
Page 150 of 181
Enhance Partnerships
Connect Developers with Affordable and Rental Housing Providers at the Pre-consultation Stage 1 Immediate
Assist York Region and Housing York Inc. in Identifying Appropriate Sites for Housing - Ongoing
Work with School Boards to Evaluate Sites and Seek Innovative Opportunities for Housing - Ongoing
Liaise with the Provincial and Federal Governments for Housing Funding and Support - Ongoing
Support Community Housing Providers and Protect Affordable Rental Housing - Ongoing
Continually Monitor, Assess and Educate
Continue to Advocate and Educate 1 Ongoing
Develop and Maintain a Town-Wide Housing Needs and Gap Assessment 2 Ongoing
Commit to Regular Updates of this Affordable Housing Action Plan 3 Long-term
Page 151 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS2 4 -134
Subject: Application for Draft Plan of Condominium
Howland Green Wellington East Ltd.
35 Sunday Drive
Part of Lot 20, Concession 3, Parts 1, 2 and 3 on Plan 65R-40023
File Number: CDM-2024-01
Related File Number: SP-2022-14
Prepared by: Kenny Ng, Planner
Department: Planning and Development Services
Date: December 3, 2024
Recommendation
1. That Report No. PDS24-134 be received; and
2. That the Draft Plan of Condominium File No. CDM-2024-01 to establish a standard
condominium consisting of a total of 43 commercial units within a 4-storey office
building, be approved, subject to the conditions attached hereto as Schedule ‘A’ of this
report.
Executive Summary
This report seeks Council’s approval to the Draft Plan of Condominium (Standard
Condominium) application at 35 Sunday Drive (the ‘subject lands’).
The applicant has submitted a Draft Plan of Condominium application to
establish a standard condominium for the development approved under Site Plan
Application SP-2022-14;
The proposed application is consistent with the PPS and conforms with the
Growth Plan, the Lake Simcoe Protection Plan and the York Region Official Plan;
Page 152 of 181
December 3, 2024 2 of 7 Report No. PDS24-134
The proposed application conforms to the Town of Aurora Official Plan and
Zoning By-law 6000-17, as amended;
The proposed application was circulated to Town staff and external agencies,
and all are satisfied, subject to Conditions of Approval, attached hereto in
Schedule ‘A’.
Background
Application History
The subject Draft Plan of Condominium application was submitted to the Town
September 11, 2024, and deemed complete on September 19, 2024.
The associated Site Plan application (SP-2022-14) was approved on Aug 23, 2023, for a
four storey multi-unit office building, containing a total of forty-three (43) condominium
commercial units, with a total Gross Floor Area (GFA) of 7,965.98 m2, and a total of one
hundred and ninety (190) parking spaces. The associated site plan agreement was
entered into on December 6, 2023. A minor variance application was submitted and
approved by the Committee of Adjustment on March 9, 2023 to permit a maximum
height increase and to have a clinic as a permitted use.
Location / Land Use
The subject property, municipally known as 35 Sunday Drive, is located on the south
side of Wellington Street East and west of Highway 404. The subject property has an
area of approximately 0.89 hectares (2.2 acres) and a lot frontage of approximately
647.15 metres (399 feet).
Surrounding Land Uses
The surrounding land uses are as follows:
North: Vacant Business Park lands, Wellington Street East, SmartCentres Aurora north
commercial plaza
South: Existing employment uses
East: Employment/Business Park uses, Highway 404
West: Business Park Uses, Goulding Avenue, Winners/Homesense/Farm boy
Page 153 of 181
December 3, 2024 3 of 7 Report No. PDS24-134
Policy Context
Provincial Policies
All Planning Act development applications are subject to provincial policies. The
Provincial Policy Statement (PPS) provides policy direction on matters of provincial
interest. These policies support the development of strong communities through the
promotion of efficient land use and development patterns. The Growth Plan for the
Greater Golden Horseshoe is a guiding document for growth management within the
Greater Golden Horseshoe (GGH) Area to 2051. The Growth Plan provides a framework
which guide decisions on how land will be planned, designated, zoned and designed.
The Lake Simcoe Protection Plan (LSPP) is a provincial document that provides policies
which addresses aquatic life, water quality, water quantity, shorelines and natural
heritage, other threats and activities (including invasive species, climate change and
recreational activities) and implementation.
York Region Official Plan (YROP)
In accordance with the YROP, the subject lands are within the “Urban Area” of York
Region. It is designated as “Employment Area” within a Designated Greenfield Area. The
primary goal of the YROP is to enhance the Region’s urban structure through city
building, intensification, and compact, complete, vibrant communities.
The Region’s vision for the Urban Area is to strategically focus growth while conserving
resources, and to create sustainable, lively communities. The objective of the
Employment Area is to maintain and protect employment areas for the long-term
promoting innovation and leading business opportunities.
Town of Aurora Official Plan
The subject lands are designated as “Business Park” in Schedule “B” of the Town’s
Official Plan (Figure 2). Additionally, the subject lands are located within Bayview
Northeast Area 2B Secondary Plan Area in Schedule “C” of the Official Plan and are also
designated “Business Park” within the Secondary Plan. The intent of the Business Park
designation is to provide opportunities for a mix of prestige employment uses and a
variety of supporting commercial and community facilities.
Zoning By-law 6000-17, as amended
As shown on Figure 3, the subject lands are currently zoned “E-BP (531) Business Park
Exception Zone” under the Town of Aurora Zoning By-law 6000-17, as amended. This
Page 154 of 181
December 3, 2024 4 of 7 Report No. PDS24-134
zoning is intended to accommodate the business and supporting commercial function
of the area.
Reports and Studies
The Owner submitted the following documents as part of a complete application:
Draft Plan of Condominium, prepared by Schaeffer Dzaldov Purcell Ltd.
Topographic Survey, prepared by Speight, Van Nostrand & Gibson Limited
Approved Site Plan by Keith L Mcalpine Architects.
Proposed Applications
The applicant has submitted a Draft Plan of Condominium application to establish a
standard condominium for the development approved under Site Plan Application SP-
2022-14
As shown in Figure 4, the applicant has submitted a Draft Plan of Condominium
application to establish a standard condominium for the development on the subject
lands, comprised of a total of forty-three (43) commercial units, and a total of one
hundred and ninety (190) parking spaces. Figures 5 and 6 are the approved site plan
and elevations.
Analysis
Planning Considerations
The proposed application is consistent with the PPS and conforms with the Growth Plan,
the Lake Simcoe Protection Plan and the York Region Official Plan;
The proposed application achieves the objectives of development within the settlement
areas by utilizes existing infrastructure, provides for a range of business ownership
tenure within the Town, and minimizes environmental impacts.
The proposed application provides for opportunities for a diversified economic base
and maintains a range and choice of suitable sites for employment uses to support a
wide range of economic activities and ancillary uses. The site provides for employment
uses, strengthening to economic development within the Region and provides additional
opportunities for industrial condominium ownership. The proposed application
implements the YROP approved development under Site Plan application SP-2022-14.
Page 155 of 181
December 3, 2024 5 of 7 Report No. PDS24-134
The Lake Simcoe Region Conservation Authority (LSRCA) has reviewed the proposed
application and has no objection to its approval as the detailed design for the subject
development was reviewed and approved under the Site Plan application.
As such, staff are satisfied that the proposed Draft Plan of Condominium application is
consistent with the PPS and conforms with the Growth Plan, the Lake Simcoe
Protection Plan, and the York Region Official Plan.
The proposed application conforms to the Town of Aurora Official Plan and Zoning By-
law 6000-17, as amended;
The Business Park designation in the Town’s Official Plan permits an integrated mix of
employment activities and businesses that occur within highly visible buildings and sites,
that are designed and landscaped to present a high quality, prestige image. Business and
professional office is a permitted principal use that is also permitted in the Employment
Business Park Zone in the Town of Aurora Zoning By-law.
Planning staff are of the opinion that the proposed development conforms to the
Town’s Official Plan and Zoning By-law.
Department / Agency Comments
The proposed application was circulated to Town staff and external agencies and all are
satisfied, subject to Conditions of Approval, attached hereto in Schedule ‘A’.
The proposed application was circulated to all internal and external agencies for review
and comments. The recommended conditions of approval are in place to ensure that the
works related to the Draft Plan of Condominium application are in accordance with the
approved Site Plan. The Draft Plan of Condominium will be registered once the conditions
of approval have been fulfilled.
Public Comments
Planning Staff have not received comments from the public on the proposed planning
application.
Advisory Committee Review
No Communication Required.
Page 156 of 181
December 3, 2024 6 of 7 Report No. PDS24-134
Legal Considerations
Section 9(2) of the Condominium Act, 1998 states that the requirements of the Planning
Act that apply to a plan of subdivision apply to a plan of condominium with necessary
modifications. Under the Planning Act, Council has 120 days to make a decision on
subdivision applications before the Owner can appeal. Staff deemed the application
complete on September 19, 2024; therefore, the applicant may appeal after the date of
January 17, 2025.
Financial Implications
There are no financial implications.
Communications Considerations
Applications for Standards Condominium do not require Notice of a Statutory Public
Planning Meeting. The Town will inform the public about the information contained in this
report by posting it to the Town’s website.
Climate Change Considerations
The climate change initiatives were addressed through the approved Site Plan application
SP-2022-14. The development would result in increased greenhouse gas (GHG)
emissions as it is considered new greenfield development. However, the applicant has
applied design elements and mitigation measures to reduce GHG emissions which
include design and engineering features to accommodate future roof mounting of solar
panels, the use of green building materials and practices, white roof design features, Low
Impact Development (LID) measures in the site stormwater management (SWM) design,
and drought resistant native plants.
Link to Strategic Plan
Promoting economic opportunities that facilitate the growth of Aurora as a desirable
place to do business: Through the monitoring of emerging employment trends and
economic trends, future workforce, education and business development needs are
identified in accordance with the Develop plans to attract businesses that provide
employment opportunities for our residents action item.
Page 157 of 181
December 3, 2024 7 of 7 Report No. PDS24-134
Alternative(s) to the Recommendation
1. Refusal of the application with an explanation for the refusal.
Conclusions
Planning and Development Services reviewed the proposed Draft Plan of Condominium
in accordance with the provisions of the Provincial, Regional, the Town’s Official Plan,
Zoning By-law and municipal development standards respecting the subject lands. The
proposed Draft Plan of Condominium is considered to be in keeping with the development
standards of the Town. Therefore, staff recommend approval of the Draft Plan of
Condominium application, subject to the fulfillment of the related conditions of approval.
Attachments
Figure 1 – Location Map
Figure 2 – Existing Official Plan Designation
Figure 3 – Existing Zoning By-Law
Figure 4 – Draft Plan of Condominium
Figure 5 – Approved Site Plan
Figure 6 – Approved Elevations
Schedule ‘A’ – Conditions of Approval
Previous Reports
Committee of Adjustment Report No. MV-2023-08, dated March 9, 2023.
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 158 of 181
Page 159 of 181
Page 160 of 181
Page 161 of 181
Page 162 of 181
Page 163 of 181
Page 164 of 181
Schedule “A”
CONDITIONS OF APPROVAL
Draft Plan of Standard Condominium
Howland Green Wellington East Ltd.
35 Sunday Drive, legally described as Part Lot 20, Concession 3 Whitchurch,
designated as Parts 1, 2, and 3 on Plan 65R-40023, PIN 03642-6022 (the “Lands”);
CDM-2024-01
THE CONDITIONS OF AURORA COUNCIL THAT SHALL BE SATISFIED BY THE OWNER OF THE LANDS
(THE “OWNER”) PRIOR TO THE RELEASE FOR REGISTRATION OF ANY CONDOMINIUM PLAN OF THE
LANDS (THE “PLAN”), ARE AS FOLLOWS:
Planning Division Condition
1. The final draft plan prepared by Schaeffer Dzaldov Purcell Ltd. dated June 11, 2024 with respect
to the creation of forty-three (43) office units on the Lands (the “Draft Plan”) and these associated
conditions of Draft Plan approval may be amended by the Town if revisions are required to
implement or integrate any recommendations resulting from studies required to be submitted as
a condition of Draft Plan approval. Further, minor redline revisions to the Draft Plan may also be
required to ensure property alignment with existing or proposed lots, blocks, units, streets, and/or
facilities on lands adjacent to the Draft Plan.
Legal Services Division Condition
2. Prior to the Town’s release for registration of the Plan, the Owner shall submit to the Town for
approval the related draft Condominium Declaration and Description containing all the required
provisions in accordance with the Condominium Act, 1998, S.O. 1998, c.19, as amended, and any
other provisions as may be required by the Town, including but not limited to any right(s)-of-way
and easements (the “Declaration”). Together with the final version of the Declaration ad Plan as
preapproved by the Land Registry Office, the Owner shall provide a solicitor’s undertaking
indicating that:
a) the Declaration and Plan provided to the Town are the final versions to be submitted for
registration on title to the Lands;
b) the Town will be notified of any changes to the Declaration and Plan prior to registration on
title to the Lands and certification of same by the Land Registrar; and
c) a copy of the registered Declaration and Plan will be provided to the Town within ten (10)
business days after registration.
Page 165 of 181
Owner CDM-2024-01
Conditions of Approval Page 2
Engineering Division Condition
3. Prior to the Town’s release for registration of the Plan, the Owner shall submit to the satisfaction
of the Town, a certificate from the Owner’s Engineer stating that all Servicing Works as defined in
the Development Agreement dated December 6, 2023, between the Owner and the Town
registered on title to the Lands as Instrument No. YR3634902 on January 3, 2024 have been
substantially completed.
Finance Department Conditions
4. The Owner shall pay to the Town any and all arrears of taxes, water rates, lawful rates and levies
of the Town or charges owing to the Town in connection with the Lands.
Bell Canada Conditions
5. The Owner acknowledges and agrees to convey any easement(s) as deemed necessary by Bell
Canada to service this new development. The Owner further agrees and acknowledges to convey
such easements at no cost to Bell Canada.
6. The Owner agrees that should any conflict arise with existing Bell Canada facilities where a
current and valid easement exists within the subject area, the Owner shall be responsible for the
relocation of any such facilities or easements at their own cost.
Canada Post Conditions
7. The builder/developer covenants and agrees to provide the Town of Aurora with evidence that
satisfactory arrangements, financial and otherwise, have been made with Canada Post
Corporation for the installation of Lockbox Assemblies as required by Canada Post Corporation
and as shown on the approved engineering design drawings/Draft Plan, at the time of sidewalk
and/or curb installation. The builder/developer further covenants and agrees to provide notice to
prospective purchasers of the locations of Lockbox Assemblies and that home/business mail
delivery will be provided via Lockbox Assemblies or Mailroom.
8. The developer will consult with Canada Post to determine suitable permanent locations for the
Community Mail Boxes or Lock box Assemblies (Mail Room). The developer will then indicate
these locations on the appropriate servicing plans.
9. The Builder/Owner/Developer will confirm to Canada Post that the final secured permanent
locations for the Community Mailboxes will not be in conflict with any other utility; including hydro
transformers, bell pedestals, cable pedestals, flush to grade com munication vaults, landscaping
enhancements (tree planting) and bus pads.
10. The owner/developer will agree to prepare and maintain an area of compacted gravel to Canada
Post’s specifications to serve as a temporary Community Mailbox location. This location will be
Page 166 of 181
Owner CDM-2024-01
Conditions of Approval Page 3
in a safe area away from construction activity in order that Community Mailboxes may be installed
to service addresses that have occupied prior to the pouring of the permanent mailbox pads. This
area will be required to be prepared a minimum of 30 days prior to the date of first occupancy.
11. The owner/developer will install concrete pads at each of the Community Mailbox locations as
well as any required walkways across the boulevard and any required curb depressions for
wheelchair access as per Canada Post’s concrete pad specification drawings.
12. The developer agrees to provide the following for each Community Mail Boxes or Lock Box
Assemblies, and to include these requirements on the appropriate servicing plans: Any required
walkway across the boulevard, per municipal standards, and any required curb depression for
wheelchair access with an opening of at least two meters (consult Canada Post for detailed
specifications).
Clearances
13. The Town’s Planning Division shall advise that Condition 1 has been satisfied, stating briefly how
each Condition has been met.
14. The Town’s Legal Services Division shall advise that Condition 2 has been satisfied, stating briefly
how this Condition has been met.
15. The Town’s Engineering Division shall advise that Condition 3 has been satisfied, stating briefly
how this Condition has been met.
16. The Town’s Finance Department shall advise that Condition 4 has been satisfied, stating briefly
how this condition has been met.
17. Bell Canada shall advise that Conditions 5 and 6 have been satisfied; the clearance letter shall
include a brief statement detailing how each condition has been met.
18. Canada Post shall advise that Conditions 7 to 12 have been satisfied; the clearance letter shall
include a brief statement detailing how each condition has been met.
Page 167 of 181
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 4 -1 40
Subject: Aurora BIA Governance Review & Downtown Collaboration Model
Prepared by: Lisa Hausz, Manager, Economic Development
Department: Planning and Development Services
Date: December 2, 2024
Recommendation
1. That Report No. PDS24-140 be received; and
2. That a by-law be brought forward to a future Council meeting to repeal BIA
Designation By-law No. 6128-18 and any amending by-laws, thereby dissolving the
Aurora Business Improvement Area; and
a. That staff be directed to perform all necessary administrative functions to
conclude the business of the Aurora BIA, and assume their assets and
liabilities in accordance with section 214 of the Municipal Act, 2001, as
amended; and
b. That the Aurora Economic Development Corporation be requested to
incorporate the functions of the BIA into their economic development
services; and
c. That staff lead the development and implementation of a business
engagement strategy for the Downtown area, and report back to a future
meeting of Council.
3. That any cash assets assumed pursuant to section 214 of the Municipal Act, 2001, as
amended, be allocated to initiatives in the downtown area; and
4. That upon dissolution of the Aurora BIA By-law Councillors of Ward 1 and Ward 2,
currently assigned to the Aurora BIA Board of Directors, be offered an opportunity to
join the Aurora Economic Development Corporation’s Downtown Action Team.
Page 168 of 181
December 2, 2024 2 of 14 Report No. PDS24-140
Executive Summary
With Council’s focus and strategic initiatives to revitalize the downtown area, staff were
directed by way of a Council Motion on November 28, 2023 to review the Aurora
Business Improvement Area (the “BIA”) governance model. Further, staff were to report
back on alternatives to ensure an effective and collaborative approach to supporting the
entire downtown area. On February 20, 2024 staff presented PDS24-021 recommending
dissolution of the Aurora BIA in favour of the Aurora Economic Development Board
absorbing the role of the Business Improvement association. The report was referred
back to staff, intending to allow the Aurora BIA to hold its Annual General Meeting and
report back with its strategic plan. The Aurora BIA has not completed its strategic plan,
nor implemented its current year work plan as approved by Council. Additionally, the
Aurora BIA Board has since lost three Directors.
Therefore, this report seeks Council’s direction on an alternative model to the Aurora
BIA model as a local board of Council, and recommends that the Aurora Economic
Development Corporation assume the BIA role responsibilities into its economic
development services program on behalf of the Town.
The Aurora BIA was initially designed and implemented, under the Municipal Act, 2001,
as amended (the “Act”), to provide local business-to-business support in the downtown.
The efforts to establish the Aurora BIA are noted and the intentions of the volunteer
board are to be commended, as it takes a great deal of time and effort to fo rm a
business improvement area and there is desire to see the BIA thrive. The volunteer BIA
board members are busy entrepreneurs and community leaders, eager to produce value,
but collectively struggle in organization, duplication, governance, and individual time to
commit to the necessary hands-on work required. While the BIA board recognizes the
challenges, they struggle to make decisions or take meaningful action on previous
decisions or commitments. As previously noted in PDS24-021, there remains potential
risk, demonstrated duplication of efforts and extraordinary use of Town resources.
In 2016, Council approved a study to determine the feasibility of establishing a
Business Improvement Area (BIA) (previous report- CAO16-001).
The Aurora BIA’s performance under the current governance model is not
sustainable, and its activities in efforts in support of the Downtown area are a
duplication of efforts.
Page 169 of 181
December 2, 2024 3 of 14 Report No. PDS24-140
Avoidance of duplication of efforts and a streamlined approach are needed to
promote and support the entire Downtown Area.
There are alternative models to consider that would better serve as support for
Downtown Aurora.
Background
In 2016, Council approved a study to determine the feasibility of establishing a Business
Improvement Area (BIA) (previous report- CAO16-001).
In 2016, Council approved a study to determine the feasibility of establishing a Business
Improvement Area (BIA) (previous report - CAO16-001). The 2016 study intended to
outline the steps to establish a BIA, business interest in establishing a BIA and to fulfill
the recommendations in the 2013 Aurora Promenade Plan. The Aurora Promenade Plan
identified a specific area for business improvement and suggested that the Town
investigate the interest and implementation of a BIA. While there was consultation with
local businesses, there was not sufficient interest across the entire Promenade that
would support the establishment of a Promenade-wide BIA. However, a small group of
interested parties worked within a smaller catchment and solicited enough support to
establish an Aurora BIA. The mandate for any BIA board in Ontario is outlined in the Act
as follows:
(a) to oversee the improvement, beautification and maintenance of municipally-
owned land, buildings and structures in the area beyond that provided at the
expense of the municipality generally; and
(b) to promote the area as a business or shopping area.
In September 2018, the Town passed By-Law No. 6128-18 to establish a BIA that
includes the businesses along portions of Wellington and Yonge Street. In 2019, the
Board of Management (the “Board”) began work to establish itself and begin
engagement with its members. The Board proposed a three-year budget for the years
2019, 2020 and 2021.
In 2020, COVID hit and being a new organization, the Aurora BIA did not collect tax
levies from the members and went dormant for one year. In 2021, the Town assisted the
BIA in re-engaging and establishing itself as a resource for the members following
COVID. Several initiatives were completed in 2021, and the momentum was intended to
carry into 2022. There were successful events completed in 2022, including the launch
of the new website, musical entertainment in Machell’s Alley, and seasonal events held
Page 170 of 181
December 2, 2024 4 of 14 Report No. PDS24-140
by local businesses. In 2023, a new BIA Board was appointed including the support of
two Ward Councillors to make up the governing board.
The BIA relies heavily on a few volunteers and Town support to ensure activities are
completed. Despite the intentions of the Board, the BIA still lacks member participation,
and governance as mandated by the Act.
Analysis
The Aurora BIA’s performance under the current governance model is not sustainable,
and its activities in efforts in support of the Downtown area are a duplication of efforts.
While the designated BIA boundary is dense with businesses, this area is a small part of
the entire downtown, and the BIA representation does not fully reflect the entirety of the
potential of the area. The voice of the downtown business community is missed with
the BIA’s small catchment, low member engagement, inefficient use of budget, and
limited deliverables from the Board of Management. The BIA relies heavily on the Town
to remain operational.
The BIA has relied heavily upon staff support and participation. The BIA has not proven
that it can function as the intended, self-managing, local board of Council designed to
promote and beautify the downtown area. The Aurora BIA’s performance under the Act
governance model is not sustainable, and the past and proposed initiatives are a
duplication of efforts, primarily in the area of marketing and promotion. In PDS24-021’s
Attachment 2: Aurora BIA Governance Review (February 2024) it provides a detailed
summary of the Aurora BIA’s adherence to the Act and the Aurora BIA By-law, and
outlines areas of duplication.
The background and current plans of the BIA assisted in determining the proposed
alternative models for downtown support, with several factors considered. Primarily, the
proposed models are to avoid duplication of efforts and to create a streamlined
approach that is necessary to promote and support the entire Downtown Area.
Avoidance of duplication of efforts and a streamlined approach are needed to promote
and support the entire Downtown Area.
The Aurora Promenade is an identified plan to encourage redevelopment, revitalization
and intensification. Current support and initiatives are implemented through a variety of
groups to encourage revitalization, animation, activation and population in the
downtown area. For example, Aurora Town Square is now fully open and operational,
Page 171 of 181
December 2, 2024 5 of 14 Report No. PDS24-140
driving an even greater emphasis on leveraging this asset to achieve an even stronger
downtown. However, the Aurora BIA is a small geographic section within the boundaries
of the Promenade, and its only two objectives are to promote the area and to add to the
beautification of the area, which duplicates efforts of other downtown-focused support.
Avoidance of duplication and a streamlined approach to business engagement will
better support the downtown. Below are a few examples of existing downtown support
organizations and initiatives:
Town of Aurora: Nearly every department and division supports the downtown area in
some way. These include all divisions of Planning and Development Services (Economic
Development, Policy, Planning, Building, and Engineering), to Community Services with
Aurora Cultural Centre support, and the numerous events that promote, engage and
invite residents and visitors to the downtown. Additionally, Aurora Town Square staff
personally visited businesses in the downtown soliciting feedback, informing them of
the progress of Town Square, and engaging them in grand opening events. Significant
support is also provided through the Town’s Operations teams that provide the
beautification and maintenance of the town’s assets. The Finance department plays an
integral role supporting the downtown through ongoing budget support, levy
administration, and facilitating grant opportunities. The Corporate Services team also
provides support for the downtown initiatives through Legal assistance, Town Clerk
consultation and By-law services.
The Town has several strategies and plans, underway or recently completed, in support
of the downtown area including: the Official Plan Review with the Promenade Plan
update, Streetscape project with traffic study, Active Transportation Master Plan, and
Town-wide parking strategy to name a few. Each plan has components that impact the
Downtown area and requires a streamlined approach to communication and
engagement. The BIA was informed about, and invited to participate in, several of the
initiatives. However in their 2024 budget and work plan presented to members in
December 2023 and to Council in 2024, the BIA proposed duplicate efforts in the areas
of parking, traffic, marketing, and events. The Board had begun implementing its 2024
marketing plan, making some progress in this area. However, minimal action has been
taken on the remaining work plan items, with a majority of the tasks falling on just a few
members instead of the Board as whole.
Aurora Chamber of Commerce: The Chamber is a partner in grassroots support of the
local business community. Their ongoing promotion, innovative business support
programs and ongoing frontline assistance plays a key role in helping to revitalize the
downtown. The Chamber and its partners, including the Town, promote local business
Page 172 of 181
December 2, 2024 6 of 14 Report No. PDS24-140
through the Explore Aurora brand. This is a website, ongoing social media campaign,
and a magazine that promotes the business to consumer businesses in Aurora,
including a dedicated page and directory specific to Downtown Aurora. The Chamber
also hosts the annual downtown street fair and other events in direct support of the
downtown and local business community. The BIA has contracted a third party to act as
coordinator and marketer for the BIA, duplicating promotional efforts of the Chamber.
This is an area where the AEDC could play a strong coordination role to streamline
marketing and promotional activities.
Aurora Economic Development Corporation (AEDC): The AEDC consists of a 12-member
Board of Directors that are the advisors, facilitators and supporters of the Town’s
Economic Development Strategic Plan. Within the plan, one of the key goals is in
support of revitalizing and reinvigorating the Aurora Promenade area, specifically, the
downtown core. As such, there have been several initiatives conducted by the AEDC in
support of building momentum to the downtown. These include window decorating
project during COVID; street parking striping to build awareness; advocacy and
connection with property owners in the downtown; event hosting and support of major
projects in the downtown; and a video prospectus promoting the future of the
downtown. Additionally, with an updated Economic Development Strategic Action Plan
(2024-2030), the AEDC’s Downtown Action Team is supporting the abovementioned
Town initiatives, specifically in the Streetscape project, downtown parking strategies,
wayfinding strategy, traffic management, and downtown business engagement.
As mentioned, the BIA duplicates efforts in this regard, or neglects to participate in the
importance of supporting revitalization efforts. For example, the BIA was engaged early
on in the Aurora Town Square Grand Opening activities. Town staff led the engagement,
onboarding and facilitation of BIA and Downtown businesses. The BIA provided support
through their 3rd party marketing company, but no direct outreach by the Board to its
members in support of the opening, defaulting the tasks to the Town. Additionally, the
Board was in support of securing Machell’s Alley as a means to attract visitors and
animate the area. However, when asked by the Town several times over multiple
months to plan for activations, no action was taken, again defaulting to the Town.
In addition to the above organizations, several individual businesses and organizations
contribute their own resources in promoting their establishment and their connection to
Downtown Aurora. Some of the organizations that contribute to downtown visitor
attraction include the newly opened Aurora Town, the Aurora Cultural Centre, Aurora
Public Library, the Aurora Farmer’s Market and The Armoury, which collective ly draw
attention and thousands of visitors to the area. Other area entrepreneurs host their own
Page 173 of 181
December 2, 2024 7 of 14 Report No. PDS24-140
events and see themselves as promoters of the downtown area as opposed to
promoters of the specific boundary of the BIA.
Each of the above organizations already collaborate on events and cross-promotion.
The BIA has been included and invited to take advantage of the various events and
promotion opportunities, but do not currently have solid plans to host their own events
in support of the area.
Budget is a perceived limitation that prevents the BIA from producing events. The BIA
Board presented a larger budget that was approved by Council. However, even with
funding, there is little support by the BIA Board or members to collectively organize
events or even leverage existing events that are held directly in the BIA catchment area
(i.e. Chamber Street Festival, Saturday Night Fever on Yonge St., Machell’s Alley JAM).
There are alternative models to consider that would better serve as support for
Downtown Aurora.
With the combination of the Town’s downtown revitalization efforts, and planned
strategic initiatives, it is an opportune time to evaluate more efficient and effective
models of serving the entire downtown business community.
The Act gives municipalities the flexibility to create, change or dissolve local boards to
address local needs. The Act provides several alternative models, in lieu of a traditional
designated BIA, that may provide a more comprehensive approach to service delivery in
the Downtown. In reviewing alternative models and approaches across Ontario (See
Attachment 3: Municipal alternative approaches to traditional BIAs), the two proposed
alternative models are below.
Alternative 1: Economic Development Corporation
Under s. 9 (3) of O. Reg. 599/06 filed under the Act, a municipality can establish a
corporation to conduct economic development services. These services may include:
Providing a counselling service to or encouraging the establishment and initial
growth of small businesses operating or proposing to operate in the municipality,
for example a ‘concierge service’ for small business in the Downtown.
Support for residential housing and/or parking facilities within the downtown
area.
Undertake actions provided for under a Community Improvement Plan.
Support for heritage and culture assets and systems.
Page 174 of 181
December 2, 2024 8 of 14 Report No. PDS24-140
Promotion and marketing of the municipality for any purpose, including the
collection and dissemination of information and the development of economic
development strategic plans.
Improvement, beautification and maintenance of municipally owned land,
buildings and structures in an area designated by the municipality beyond the
standard provided at the expense of the municipality generally, and promotion of
any area of the municipality as a business or shopping area. (Note that this
provision is the same, and only, responsibility for an established BIA under the
Act, within their designated area.)
The Town established the Aurora Economic Development Corporation (AEDC) by way of
Letters Patent dated December 18, 2018, to serve all businesses by providing many
economic development services as outlined in the Act. The AEDC operates as a
separate, 12-member board consisting of business leaders, residents of Aurora and two
members of Council. The AEDC leads the development and implementation of the
Town’s Economic Development Strategic Action Plan that includes a designated Action
Team specific to supporting Downtown Aurora.
Therefore, the AEDC is well positioned, and authorized under the Act and its Letters
Patent, to absorb the two responsibilities of the BIA relating to improvement,
beautification and maintenance of municipally owned lands, and promotion of business
and shopping. To facilitate a transfer of BIA responsibilities to the AEDC, Council would
need to dissolve the BIA by passing a by-law to repeal the by-law establishing the BIA,
and absorb any remaining BIA assets and/or liabilities.
Alternative 2: Economic Development Staff
The Town’s Economic Development staff are positioned to facilitate and support
downtown economic growth. Currently, staff, in partnership with the Aurora Chamber of
Commerce, work to promote the area and provide opportunities for businesses through
events and engagement. Additionally, Economic Development staff work closely with
other departments in support of downtown projects and improvements, and also
provide support to the Aurora Economic Development Corporation.
As with Alternative 1, under the Act, Council can dissolve the Aurora BIA and absorb any
remaining assets or liabilities. Services that were to be provided by the BIA, where
appropriate, could be absorbed within Town operations to avoid duplication.
For reasons identified in this report and detailed further in PDS24-021, the structure of
the BIA is not the best model to support the entire downtown. Should Council direct
staff to take action as proposed in the recommendations, the former BIA Board,
Page 175 of 181
December 2, 2024 9 of 14 Report No. PDS24-140
members and other downtown stakeholders would be engaged as part of the
development of the comprehensive downtown engagement strategy. In this way,
utilizing local business leaders across the entire downtown through one of the
alternatives will allow for a greater amount of input, beyond the current BIA borders, and
truly capture the voice of business in the downtown.
Advisory Committee Review
Discussions with the Aurora Economic Development Corporation, in particular the
Downtown Action Team resulted in support for reducing duplication and streamlining
the promotional and business support efforts in the Downtown. This includes the
dissolution of the Aurora BIA, in favour of a different, collaborative and encompassing
model of delivering support and promotion of the entire downtown area, as well as
participating in the development of a collective Downtown engagement strategy.
Discussions with the Aurora Chamber of Commerce resulted in support of reducing
duplication and streamlining the support of the downtown area. The Chamber remained
impartial on the option to dissolve the BIA, as the Chamber has had representation on
the Board of Management during the BIA’s first term. However, the Chamber did not
seek election/appointment to be on the current Board of Management for the 2023-
2027 term. Additionally, the Chamber has voiced concern to the Board of Management
over the years regarding the duplication with the Chamber and Town’s efforts in
promotion of the downtown. The Chamber is in favour of a collective Downtown
engagement strategy and would participate in its development.
The Aurora BIA Board supported Council’s motion to review current governance and
determine options of continuing as a BIA or transitioning the responsibilities to the
Town. However, the Board committed to Council that the Board would address the
issues outlined in PDS24-021 and report back to Council. The Board also committed to
investigating other models they felt best reflected their needs and report to the
membership and to Council. While the Board has made some efforts to move forward, it
has not fully taken action on either commitment.
Legal Considerations
The BIA and its governing Board were established pursuant to provisions outlined in the
Act. The mandates, membership, budget process and other aspects of the Board are
directed by the Act. At its core, the Board is meant to be a body that is independent of
the Town and, pursuant to its statutory mandates, that acts to promote private
Page 176 of 181
December 2, 2024 10 of 14 Report No. PDS24-140
commercial enterprises that make up its membership and the beautification of the BIA
area only. The Board’s role is limited to working within its legislative mandate.
The Town does not have authority to override legislative mandates or requirements that
govern the BIA and the Board. If the function or operation of the Board is envisioned to
be different than mandated by the Act or to operate as a Town managed entity, a
structure other than a BIA should be considered for that purpose.
The Act provides two options for the dissolution of BIAs: (1) unilateral dissolution by the
municipality and (2) dissolution at the request of the Board or membership. Unilateral
dissolution by the municipality is at the discretion of Council and can be done without
notice or consultation with the membership of the BIA. In such scenario, Council may
direct staff to bring forward a by-law to a future Council meeting for the purpose of
dissolving the BIA, which would entail the repeal of the by-law that established the BIA.
The dissolution at the request of the Board or membership would require a request for
dissolution from either the Board or signed by members who are responsible for at least
one-third of the total taxes levied within the business area. In the case of dissolution, all
assets and liabilities of the Board of the BIA would become the Town’s.
Financial Implications
The Aurora BIA is meant to be a financially self-sustaining organization through a
special tax levy of its membership, collected by the Town on the BIA’s behalf. Should
the BIA be dissolved, there are specific financial references under the BIA By-law that
would need to be considered:
7.12 Upon dissolution of the Board of Management, the assets and liabilities of
the Board of Management become the assets of the Town.
The aforementioned provision relating to the assumption of assets and liabilities is
based on the same mandate outlined in the Act. Upon completion of the financial audit
of the BIA’s accounting records, staff will know the total value of the assets and
liabilities that would be transferred to the Town should the dissolution of the BIA occur.
BIA assets that would be transferred include, but not limited to:
Cash accounts
website and domains
social media accounts
generator
banners (any left undamaged from storms)
Page 177 of 181
December 2, 2024 11 of 14 Report No. PDS24-140
Another applicable clause within the BIA By-law that would require consideration in an
instance of dissolution would be, which is based upon provisions outlined in the Act:
7.13 If the Board of Management is dissolved and the liabilities exceed the
assets assumed by the Town, Council may recover the difference by imposing a
charge on all rateable property in the former business improvement area that is
in a prescribed business property class.
If Council’s direction is to repeal the bylaw and dissolve the BIA, the designated BIA levy
would cease as of the date of the repealing bylaw. Consequently, if the Town is to
continue the delivery of the previously provided BIA services, there would be no levy in
2025, and any future funding requirements would be brought forward during the regular
budget process.
Communications Considerations
Communications will share this report with the public by posting it to the website.
Additionally, updated regarding Council’s decision will be included in the Council
Highlights news release, and posted to the Town’s website.
The Communications teams in collaboration with Economic Development staff and the
AEDC’s Strategic Action Teams and ongoing Aurora Town Square initiatives to promote
downtown businesses and events.
Climate Change Considerations
There are no climate change considerations as a result of the recommendations
outlined in this report.
Link to Strategic Plan
The Town of Aurora’s Strategic Plan identifies several links in support of a streamlined
approach in revitalizing the downtown area.
Goal – Economy:
Objective 1: Promotion of Economic Development Opportunities
Work with the Aurora Economic Development Corporation to examine
opportunities for the Town to actively promote downtown revitalization;
Actively promote and support the plan to revitalize the downtown;
Page 178 of 181
December 2, 2024 12 of 14 Report No. PDS24-140
Continue work closely with the Aurora Chamber of Commerce and the business
community to better understand and address local business needs and promote
business retention/expansion;
The Economic Development Strategy outlines several objectives in support of the
downtown. The updated Economic Development Strategic Action Plan has identified
specific actions, and Action Teams, to facilitate ongoing marketing, communication and
support of redevelopment in the Downtown. Additionally, the Town partners with the
Aurora Chamber of Commerce to deliver marketing and promotion of tourism-related
and main street businesses through Explore Aurora. Links to the strategies include:
Develop a marketing and communications strategy along with programming to
attract and direct local residents and visitors to the downtown;
Develop a communications strategy to better inform and engage residents and
businesses in the downtown;
Work with the Aurora Economic Development Corporation to examine
opportunities for the Town to actively promote downtown revitalization;
Strengthen the Town’s value proposition and support programs to spotlight
business in Aurora through video, website, brand awareness, social media.
Alternative(s) to the Recommendation
1. That a bylaw be brought forward to a future Council meeting to repeal BIA
Designation By-law No. 6128-18 and any amending by-laws, thereby dissolving the
Aurora Business Improvement Area; and
a. That staff be directed to perform all necessary administrative functions to
conclude the business of the Aurora BIA, and assume their assets and
liabilities in accordance with section 214 of the Act, as amended; and
b. That Economic Development Office incorporate the functions of the BIA
into the economic development portfolio; and
c. That staff be directed to develop and implement a business engagement
strategy for the Downtown area and report back to a future meeting of
Council.
2. That Council provide direction.
Page 179 of 181
December 2, 2024 13 of 14 Report No. PDS24-140
Conclusions
Council directed staff to review the BIA and report back on alternatives to ensure an
effective and collaborative approach to supporting the downtown area. There is a
demonstrated duplication of efforts by the BIA in relation to the Town, Aurora Economic
Development Corporation, the Aurora Chamber of Commerce and other individual
organizations’ activities in support of the downtown area. Through Council’s motion, the
review of the BIA’s governance and opportunities for collaboration were explored and
presented in February 2024. Council referred the report back to staff to allow for the BIA
to hold is Annual General Meeting, create a strategic plan, evaluate alternative models,
and report back to Council. This has not taken place, and no further action has been
communicated to Council by the BIA.
The Town does not have authority to override legislative mandates or requirements that
govern the BIA and the Board. If the function or operation of the Board is envisioned to
be different than mandated by the Act, or to operate as a Town-managed entity, a
structure other than a BIA should be considered for that purpose.
This report provides alternatives to the current structure and service level provided by
the BIA, and how the services can be incorporated and streamlined into existing
strategic plans. The recommendation is to dissolve the Aurora BIA and request that the
Aurora Economic Development Corporation incorporate the responsibilities of the BIA,
as permitted under the Act.
Attachments
None
Previous Reports
PDS24-021 Aurora BIA Governance Review and Downtown Collaboration Model
Pre-submission Review
Agenda Management Team review on November 14, 2024
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Page 180 of 181
December 2, 2024 14 of 14 Report No. PDS24-140
Approved by Doug Nadorozny, Chief Administrative Officer
Page 181 of 181