2020 Final Capital Approval Report Town of Aurora
Council Report No. FS19-036
Subject: 2020 Final Capital Budget Approval Report
Prepared by: Karen Oreto, Financial Management Advisor
Department: Financial Services
Date: October 22, 2019
Recommendation
1. That Report No. FS19-036 be received; and
2. That the Town’s Strategic Asset Management Policy be received; and
3. That the 2018 Asset Management Plan be received; and
4. That the updated Ten-Year Capital Investment Plan be received; and
5. That the 2020 Capital Budget for Repair and Replacement of existing
infrastructure totaling 20,013,509 as listed in Attachment 4, be approved; and
6. That the 2020 Capital Budget for Growth and New Capital totaling $3,253,700
as listed in Attachment 5 be approved; and
7. That the 2020 Capital Budget for Studies and Other Projects totaling
$1,090,000 as listed in Attachment 6 be approved; and
8. That the funding sources for each capital project included in this report be
approved as those reviewed and recommended by Budget Committee on
October 5, 2019.
Executive Summary
This report is being presented to Council for adoption, as recommended by Budget
Committee on October 5, 2019. The following key documents were provided to the
Budget Committee in support of the recommended draft 2020 capital budget:
• Strategic Asset Management Policy
• 2018 Asset Management Plan (AMP)
• Ten-Year Capital Investment Plan
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 1 of 24
October 22, 2019 Page 2 of 7 Report No. FS19-036
On October 5, 2019 the Budget Committee undertook a review of and recommended
that Council approve the following:
• A draft 2020 capital investment plan totaling $24,357,200 is recommended for
approval
• A total 2020 Repair and Replacement capital budget of $ 20,013,500 is
recommended for approval
• The recommended 2020 Growth and New capital plan totals $3,253,700
• The total recommended capital investment plan for Studies and Other is
$1,090,000
Background
During the Town’s 2020 capital planning process, the Budget Committee was presented
with the following documents for its review and/or approval:
• Strategic Asset Management Policy
• 2018 Asset Management Plan (AMP)
• Ten-Year Capital Investment Plan
• Draft 2020 Detailed Capital Project Plan
Of these documents, the Town’s previously approved strategic asset management
policy and Asset Management Plan, as well as, its updated ten year capital plan were
provided to the Budget Committee in support of the 2020 capital investment plan for
which staff were seeking the Budget Committee’s endorsement for approval.
Analysis
Strategic Asset Management Policy
This policy provides leadership in and commitment to, the development and
implementation of the Town’s asset management program. This policy’s primary intent
is to integrate the Town’s strategic mission, vision and goals with its asset management
program, and to ensure that critical municipal infrastructure assets and vital services are
maintained and provided to the community in a reliable, sustainable manner. Council
approved this document on March 26, 2019 as per FS19-007.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 2 of 24
October 22, 2019 Page 3 of 7 Report No. FS19-036
Asset Management Plan (AMP)
The Town’s AMP is strongly aligned with its Strategic Asset Management Policy. Its
primary objective is to maximize benefits, control risks, and provide a satisfactory level
of service to the community in a sustainable manner. Infrastructure management
ensures that the Town is capable of providing the desired level of service in support of
the Town’s achievement of its high-level strategic goals. The Town’s AMP is formally
reviewed, updated and re-approved by Council once per term and is scheduled to be
updated again in 2022. Council approved the Town’s most current AMP on March 26,
2019 as per FS19-007.
Ten-Year Capital Investment Plan
Complementing the Town’s AMP is its annual Ten Year-Capital Investment Plan which
is a consolidation of the anticipated needs of the Town’s departments. All repair and
replacement capital projects in the plan are guided by the foundational philosophies
outlined in the town’s AMP. This plan is intended to assist the managers responsible for
each asset category to plan the long term sustainability of each asset, and ensure
appropriate and timely budgeting for the replacement of assets at the optimal time,
balancing available funding with the need and condition of the asset and its service.
At Budget Committee, on October 5, 2019, the Ten-Year Capital Investment Plan was
presented. A link to the complete Ten year Capital Investment Plan has been provided
in the Attachments section under Attachment #3.
The plan presented contains the detailed capital investment plan for all Town assets,
showing the approved 2019 capital budget plus ten forecast years from 2020-2029.
The ten-year plan reflects a total planned investment requirement of $258 million over
the next ten years: $131.7 million for Repair and Replacement, $121.5 million for
Growth and New assets and $4.3 million for Studies and Other.
A draft 2020 capital investment plan totaling $24,357,200 is recommended for
approval
On October 5, 2019, an overview of the draft 2020 Capital Budget along with its detailed
capital project business cases was presented to the Budget Committee for its review
and endorsement.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 3 of 24
October 22, 2019 Page 4 of 7 Report No. FS19-036
This capital investment plan was presented in three parts:
1. Repair and Replacement projects
2. Growth and New projects
3. Studies and Other projects
Staff strive to ensure that its recommended capital investment plan is affordable through
a “Cash to Capital” controlled reserve allocation from the tax levy and its internal
funding of capital projects through infrastructure and other reserves best practices
which strive to ensure that there is not a direct impact on the tax rate as a result of each
year’s capital budget. The proposed 2020 capital investment is affordable.
A few of the 2020 capital investment plan’s projects have been “conditionally approved”.
Meaning, these projects have been approved in principle, as the Committee awaits
further additional information from staff prior to any contractual obligations being made
for the project.
A total 2020 Repair and Replacement capital budget of $ 20,013,500 is
recommended for approval
The proposed Repair and Replacement (R&R) Capital Budget for 2020 represents a
gross cost of $20,013,509 funded primarily from capital reserves, including specific R&R
reserves. The 2020 R&R program includes road resurfacing and reconstruction
projects, work at a number of our facilities, maintenance of our roads assets through
inspections, repair and maintenance programs for sidewalks and infrastructure. Staff
have confirmed that they have the capacity to deliver the proposed capital program.
Attachment #4 provides a summary of the recommended Repair and Replacement
Capital program by project, by decision for 2020. The detailed capital project pages can
be viewed through the link provided in the Attachments section under Attachment #4.
The recommended 2020 Growth and New capital plan totals $3,253,700
The proposed Growth and New Capital Budget for 2020 has a gross cost of $3,253,700.
The program includes funding for new trails, projects related to our snow program, and
a sidewalk on Leslie St. Attachment #5 provides a summary of the recommended
Growth and New Capital program by project by decision for 2020. The detailed capital
project pages can be viewed through the link provided in the Attachments section under
Attachment #5.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 4 of 24
October 22, 2019 Page 5 of 7 Report No. FS19-036
The total recommended capital investment plan for Studies and Other is
$1,090,000
The proposed Studies and Other Capital Budget has a gross cost of $1,090,000 for
2020. Included in the program is a Community Benefit Charge Study, Municipal
Heritage Register Review and Update as well as a Building Condition Assessment and
Energy Audit. Attachment #6 provides a summary of the recommended Studies and
Other program by project by decision for 2020. The detailed capital project pages can
be viewed through the link provided in the Attachments section under Attachment #6.
Advisory Committee Review
Not applicable
Legal Considerations
Not applicable
Financial Implications
All funding is sourced from existing reserve funds rather than from the tax levy or utility
rate funded operating budgets. At present, the 2020 operating budget has not been
approved but it does include a contribution to various reserve funds in support of the
town’s ten-year capital investment requirements and is not tied to any specific capital
project. Therefore, the capital budget as recommended can be approved independent of
the operating budget.
The capital budget materials include proposed funding sources for each capital project.
For simplicity, the recommendations refer to the approval of all funding as
recommended by Budget Committee.
Communications Considerations
This report along with all attachments will be posted to the Town’s website on the
Budget and Financial Information page.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 5 of 24
October 22, 2019 Page 6 of 7 Report No. FS19-036
Link to Strategic Plan
Developing, reviewing and presenting the annual capital investment plan supports
several aspects of the Strategic Plan. This report supports the Plan principles of
Leadership in Corporate Management, Leveraging Partnerships, and Progressive
Corporate Excellence and Continuous Improvement.
Alternative(s) to the Recommendation
1. May provide alternative directions with respect to the recommendations arising from
Budget Committee.
Conclusions
Budget Committee recommends that Council receive for information the Strategic Asset
Management Policy, the asset management plan and ten year capital investment plan
as supporting documentation to the draft 2020 capital investment plan that it is
considering for approval.
It is recommended that Council approve the attached draft 2020 capital budget that was
presented to Budget Committee who reviewed in detail and endorses approval of.
Attachments
Attachment #1 – Strategic Asset Management Policy
Attachment #2 – 2018 Asset Management Plan (link only)
Attachment #3 –Ten-Year Capital Investment Plan (link only)
Attachment #4 – 2020 Final Repair and Replacement Capital Program Summary
Attachment #5 – 2020 Final Growth and New Infrastructure Capital Program Summary
Attachment #6 – 2020 Final Studies and Other Capital Program Summary
Previous Reports
FS19-026, 2020 Capital Investment Program, Strategic Asset Management Policy and
10 Year Asset Management Plan Overview
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 6 of 24
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 7 of 24
1.0 Policy Statement
To guide the Town, the following policy statements have been developed:
1. The Town will implement an enterprise-wide asset management program through
all departments. The program will promote lifecycle and risk management of all
municipal infrastructure assets, with the goal of achieving the lowest total cost of
ownership while meeting desired levels of service.
2. The Town will develop and establish its asset investment and financial strategies
with a focus on ensuring the lowest overall lifecycle (service life) cost of the asset
rather than the lowest initial construction cost of building said assets.
3. The Town will implement continuous improvement protocols and adopt best
practices regarding asset management planning, including:
i. Complete and Accurate Asset Data
ii. Condition Assessment Protocols
iii. Risk and Criticality Models
iv. Lifecycle Management
v. Financial Strategy Development
vi. Level of Service Framework
Administrative Policies & Procedures
Policy No. FS-07 Strategic Asset Management Policy
Topic: Strategic Asset Management Policy Affects: Capital Asset Owners
Section: Financial Planning Replaces: N/A
Original Policy Date: March 26, 2019 Revision Date: March 26, 2019
Effective Date: January 19, 2019 Proposed Revision Date: March, 2021
Prepared By: Financial Services –
Financial Planning Division
Approval Authority:
Council
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 8 of 24
4. The Town will develop and maintain an asset inventory of all municipal
infrastructure assets which includes, at a minimum, a unique ID, description,
location information, value (both historical and replacement), performance
characteristics and/or condition, estimated remaining life and estimated repair,
rehabilitation or replacement date; and estimated cost repair, rehabilitation or
replacement costs. Moving forward, the Town will strive to enhance their asset
inventory by collecting more valuable asset attributes against their infrastructure
assets.
5. The Town will develop an asset management plan (AMP) that incorporates all
infrastructure categories and municipal infrastructure assets that are necessary to
the provision of services. This may include assets that fall below their respective
capitalization thresholds as outlined in the Town’s Tangible Capital Asset Policy.
The scope of these assets will be determined, according to relevance, based on
the professional judgment of Town senior staff. The AMP will be reviewed annually
to address the Town’s progress in implementing its asset management plan and
updated at least every five years in accordance with O. Reg. 588/17 requirements,
to promote, document and communicate continuous improvement of the asset
management program.
6. The Town will integrate asset management plans and practices with its long-term
financial planning and budgeting strategies. This includes the development of
financial plans that determine the level of funding required to achieve short-term
operating and maintenance needs, in addition to long-term funding needs to
replace and/or renew municipal infrastructure assets based on full lifecycle costing.
7. The Town will explore innovative funding and service delivery opportunities,
including but not limited to grant programs, public-private partnerships (P3),
alternative financing and procurement (AFP) approaches, and shared provision of
services, as appropriate.
8. The Town will develop meaningful performance metrics and reporting tools to
transparently communicate and display the current state of asset management
practice to Council and the community.
9. The Town will consider the risks and vulnerabilities of municipal infrastructure
assets to climate change and the actions that may be required including, but not
limited to, anticipated costs that could arise from these impacts, adaptation
opportunities, mitigation approaches, disaster planning and contingency funding.
Impacts may include matters relating to operations, levels of service and lifecycle
management.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 9 of 24
10. The Town will ensure that all financial plans are coordinated and align with the
established asset management plan and any other applicable legislation.
i. The Ten-Year Capital Plan details the financial plans related to the Town’s
water and wastewater assets, including those prepared under the Safe
Drinking Water Act, 2002.
11. The Town will align all asset management planning with the Province of Ontario’s
land-use planning framework, including any relevant policy statements issued
under section 3(1) of the Planning Act; shall conform with the provincial plans that
are in effect on that date; and, shall be consistent with all municipal official plans.
12. The Town will coordinate planning for interrelated municipal infrastructure assets
with separate ownership structures by pursuing collaborative opportunities with
neighbouring municipalities and jointly-owned municipal bodies wherever viable
and beneficial.
13. The Town will develop processes and provide opportunities for municipal residents
and other interested parties to offer input into asset management planning
wherever and whenever possible.
2.0 Purpose
The purpose of this policy is to provide leadership in and commitment to the development
and implementation of the Town of Aurora’s asset management program. It is intended
to guide the consistent use of asset management across the organization, to facilitate
logical and evidence-based decision making for the management of municipal
infrastructure assets and to support the delivery of sustainable community services in
the name of “Today, tomorrow, our future together”.
By using sound asset management practices, the Town will work to ensure that all
municipal infrastructure assets meet expected performance levels and continue to
provide desired service levels in the most efficient and effective manner. Linking service
outcomes to infrastructure investment decisions will assist the Town in focusing on
service, rather than budget driven asset management approaches.
This policy demonstrates an organization-wide commitment to the good stewardship of
municipal infrastructure assets, and to improved accountability and transparency to the
community through the adoption of best practices regarding asset management planning.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 10 of 24
3.0 Background
The Town is responsible for providing a range of essential services to the community,
including transportation networks, stormwater management, facilities and parks, and
many more. To deliver these services, it owns and manages a diverse municipal
infrastructure asset portfolio of roads, bridges, culverts, fleet, sewers, etc. As the social,
economic, and environmental wellbeing of the community depends on the reliable
performance of these municipal infrastructure assets it is critical to implement a
systematic, sustainable approach to their management.
Asset management is such an approach, and refers to the set of policies, practices and
procedures that allow an organization to realize maximum value from its municipal
infrastructure assets. An asset management approach allows organizations to make
informed decisions regarding the planning, building, operating, maintaining, renewing,
replacing and disposing of municipal infrastructure assets through a wide range of
lifecycle activities. Furthermore, it is an organization-wide process that involves the
coordination of activities across multiple departments and service areas such as
Operational Services, Engineering Services, Community Services, Finance, and
Corporate Services. As such, it is useful to adopt a structured and coordinated approach
to outlining the activities, roles and responsibilities required of organizational actors, as
well as the key principles that should guide all asset management decision-making.
A comprehensive and holistic asset management approach will support efficient and
effective delivery of expected levels of service and ensure that due regard and process
are applied to the long-term management and stewardship of all municipal infrastructure
assets. In addition, it will align the Town with provincial and national standards and
regulations such as the Infrastructure for Jobs and Prosperity Act, 2015 and Ontario
Regulation 588/17, enabling the organization to take full advantage of available grant
funding opportunities.
The approval of this policy is an important step towards integrating the Town’s strategic
mission, vision and goals with its asset management program, and ensuring that critical
municipal infrastructure assets and vital services are maintained and provided to the
community in a reliable, sustainable manner.
4.0 Definitions
Unless otherwise noted, the definitions provided in this document align with those outlined
in Ontario Regulation 588/17 (O. Reg. 588/17), Asset Management Planning for Municipal
Infrastructure, under the Infrastructure for Jobs and Prosperity Act, 2015.
1. Asset management (AM) – the coordinated activity of an organization to realize
value from assets. It considers all asset types, and includes all activities involved
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 11 of 24
in the asset’s life cycle from planning and acquisition/creation; to operational and
maintenance activities, rehabilitation, and renewal; to replacement or disposal and
any remaining liabilities. Asset management is holistic and normally involves
balancing costs, risks, opportunities and performance benefits to achieve the total
lowest lifecycle cost for each asset (ISO 55000).
2. Asset management plan (AMP) – documented information that specifies the
activities, resources, and timescales required for an individual asset, or a grouping
of assets, to achieve the organization’s asset management objectives (ISO
55000). Under O. Reg. 588/17, by 2023 AMPs for core municipal infrastructure
assets will be required to include the current levels of service being provided; the
current performance of each asset category; a summary of assets in each asset
category, their replacement cost, average age, condition information, and
condition assessment protocols; lifecycle activities required to maintain current
levels of service; discussion of population and economic forecasts; and
documentation of processes to make inventory- and condition-related background
information available to the public.
3. Capitalization threshold – the value of a municipal infrastructure asset at or
above which a Town will capitalize the value of it and below which it will expense
the value of it.
4. Green infrastructure asset – an infrastructure asset consisting of natural or
human-made elements that provide ecological and hydrological functions and
processes and includes natural heritage features and systems, parklands,
stormwater management systems, street trees, urban forests, natural channels,
permeable surfaces and green roofs.
5. Level of service – parameters, or combination of parameters, which reflect social,
political, environmental and economic outcomes that the organization delivers.
Parameters can include, but are not necessarily limited to, safety, customer
satisfaction, quality, quantity, capacity, reliability, responsiveness, environmental
acceptability, cost, and availability (ISO 55000).
6. Lifecycle activities – activities undertaken with respect to a municipal
infrastructure asset over its service life, including constructing, maintaining,
renewing, operating and decommissioning, and all engineering and design work
associated with those activities.
7. Municipal infrastructure asset – an infrastructure asset, including a green
infrastructure asset, directly owned by a Town or included on the consolidated
financial statements of a Town, but does not include an infrastructure asset that is
managed by a joint municipal board.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 12 of 24
5.0 Alignment with the Town’s Strategic Direction
This policy aligns with the Town of Aurora’s Strategic Plan 2011-2031, Official Plan 2010, Corporate Environmental Action Plan 2018, Parks & Recreation Master Plan 2016, Transportation Master Plan 2013, IT Strategic Plan, and Cultural Master Plan 2014-2019.
The following passages outline key strategic priorities listed within these documents that
the development of an asset management program will support:
1. Strategic Plan 2011-2031
a. Vision
i. An innovative and sustainable community where neighbours care
and businesses thrive.
ii. Broad community awareness of the town’s cultural resources
contributes to strong community support for cultural groups and
activities.
iii. A healthy, strong and complete community is designed for all stages
of life and includes an array of jobs and investment opportunities, a
full range of community services and amenities, opportunities for
active and public transportation, and a broad mix of building and
housing types. It also includes places to meet and build social
connections and supports active and healthy lifestyle choices, while
ensuring accessibility to all residents.
b. Goals
i. Supporting an exceptional quality of life for all
ii. Enabling a diverse, creative and resilient economy
iii. Supporting environmental stewardship and sustainability
2. Town of Aurora Official Plan 2010
a. Principles
i. Promoting Responsible Growth Management
1. Plan and manage population and employment growth to the
year of 2031 with a focus on shifting emphasis from lower
density greenfield development to higher density forms of
development in the appropriate areas.
ii. Ensuring Design Excellence
1. Promote efficient and fruitful land use and development
decisions to improve quality of life for Aurora’s residents and
maintain high quality buildings and well-designed
streetscapes.
iii. Building a Greener Community
1. Design sustainable communities that incorporate green
building technologies and energy-efficient methodologies.
iv. Providing a Range and Mix of Housing
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 13 of 24
1. Develop and provide a broad range of housing types, sizes
and designs that meet resident’s needs and expectations.
v. Providing Appropriate Community Facilities
1. Provide suitable community facilities and services that cater
to a healthy and active lifestyle for Aurora’s residents.
vi. Providing Stable Neighbourhoods
1. Protect Aurora’s character and urban structure by managing
existing and new neighbourhoods to maintain the stability and
vibrancy of the community.
vii. Advancing the Economy
1. Promote economic development efforts to support a
diversified economic base and competitive business
environment to advance Aurora’s economic long-term
prosperity.
viii. Building a Successful Downtown
1. Build a successful and vibrant downtown environment that
attracts tourists, cultural amenities, and investment attractors
and shapes the image of the community.
ix. Establishing a Linked Greenlands System
1. Protect and enhance the natural environment and unique
features of Aurora’s green land for generations to come.
x. Conserving Cultural Heritage Resources
1. Conserve and enhance Aurora’s cultural heritage resources
that reveal the community’s evolution and history.
xi. Providing Sustainable Infrastructure
1. Provide sustainable infrastructure that allows for the
community’s successful operation and ability to support
development to meet the expectations and needs of all
residents.
3. Corporate Environmental Action Plan 2018
a. Objectives
i. Reduce Town-owned facility water consumption
ii. Reduce the uncontrolled and inadequately controlled stormwater
areas with respect to both quality and quantity
iii. Foster a sustainable green development and alternate methods of
transportation to improve the quality of life of Aurora’s residents and
Town staff.
iv. Implement sustainable construction practices to reduce waste,
incorporate sustainable design and reclaim or recycle materials.
v. Reduce waste going to landfill disposal.
vi. Enrich Aurora’s ecology by protecting and preserving biodiversity.
vii. Prepare a Climate Change Adaptation Plan
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 14 of 24
viii. Implement the Provincial Climate Change Plan Actions
ix. Reduce the town’s greenhouse gas emissions by town staff and at
town facilities.
x. Encourage the stewardship of Aurora‘s natural resources and
advance green initiatives by promoting community involvement
4. Parks & Recreation Master Plan 2016
a. Objectives
i. Provide an overview of local demographics
ii. Identify relevant trends in sport and recreation
iii. Assess key municipal indoor and outdoor recreation facilities, and
make recommendations to meet future needs
iv. Identify the types of municipal parkland required to meet active and
passive recreational needs
v. Outline the priority, timing, and applicable costs associated with the
Master Plan’s recommendations
b. Purpose i. Increase personal health through providing opportunities to increase physical activity and reduce instances of chronic disease and associated costs borne through the health-care sector. ii. Provide positive opportunities to pursue in light of people’s limited
disposable time and increasingly sedentary lifestyles (with major competition coming in the form of television, video games, etc.). iii. Reduce anti-social behaviours by providing a positive outlet that can build self-esteem and provides an alternative to self-destructive activities which in turn can minimize costs borne through the social
services sector and policing. iv. Deliver economic benefits associated with sport tourism, attracting skilled or creative workers to choose a community as their desired place to live, and developing future leaders within the community. 5. Transportation Master Plan 2013
a. Studies
i. Future Conditions Review
ii. Transportation Network Options
iii. Operations and Safety Review
iv. Traffic Signal Progression
v. Analysis of Traffic Signals
vi. Walking and Cycling Needs Assessment
vii. Bicycle Signage and Pavement Markings
viii. Sidewalk Priority Plan
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 15 of 24
6. Cultural Master Plan 2014-2019
a. Vision
i. Broad community awareness of the town’s cultural resources
contributes to strong community support for cultural groups and
activities
ii. Aurora embraces a vision of a living heritage connecting past and
present and encompassing the many diverse cultural traditions in the
community
iii. Aurora’s vibrant downtown is the social and cultural hub of the
community and a strong symbol of community identity
iv. Cultural activities and amenities are magnets attracting talent and
investment in a vibrant creative economy
v. Aurora’s creative cultural industries are major economic drivers in
the local economy
vi. A ‘culture of design’ infuses decisions, producing a town that boasts
a vital downtown and beautiful place throughout the community
vii. Aurora is a tourism destination based on its rich heritage and the
vitality of its culture community
viii. The Municipality of Aurora is recognized as a leading municipality
integrating culture into all facets of planning and decision-making
b. Principles
i. Adopt a collaborative approach to cultural development supported by
sustained communication and collaboration between the Municipality
and cultural groups, the public and voluntary sectors and other levels
of government
ii. Ensure cultural resources and opportunities are considered in all
areas of planning and decision-making in the Municipality
iii. Provide cultural opportunities, resources and activities that are
accessible to resident of all ages, abilities, ethnicities, and economic
circumstances and across all parts of the community
iv. Make the most efficient and effective use of the Municipality’s
resources ensuring accountability and value for money
v. Strive for continuous innovation in cultural planning and development
involving all stakeholders
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 16 of 24
6.0 Roles and Responsibilities
The development and continuous support of the Town’s asset management program
requires a wide range of duties and responsibilities. The following passages outline the
persons responsible for these tasks:
1. Council
i. Approve the AM policy and direction of the AM program through its
approval of the Town’s asset management plan
ii. Maintain adequate organizational capacity to support the core practices of
the AM program
iii. Prioritize effective stewardship of assets in adoption and ongoing review
of policy and asset management plan
iv. Approve capital and operating budgets delivered by Staff
2. Leadership Team
i. Development of policy and policy updates
ii. Provide corporate oversight to goals and directions and ensure the AM
program aligns with the Town’s strategic plan
iii. Ensure that adequate resources are available to implement and maintain
core AM practices
iv. Develop and monitor levels of service and make recommendations to
Council
v. Track, analyze and report on AM program progress and results
vi. Provide organization-wide leadership in AM practices and concepts
4. Departmental Staff
i. Utilize the new business processes and technology tools developed as
part of the AM program
ii. Participate in implementation task teams to carry-out AM activities such as
the Capital Asset Management Steering Committee (CAMSC)
iii. Implement and maintain defined capital asset levels of service
iv. Manage budgets based on lifecycle activities and financial management
strategies
5. Public
i. Engage and voice level of service expectations and concerns to Council
and Staff through surveys and public engagement opportunities
ii. Understand dynamic relationship between performance, cost, and risk of
assets to deliver desired services
iii. Engage in discussions about strategic priorities and target levels of
service for next 10 years
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 17 of 24
7.0 Key Principles
The Town shall consider the following principles as outlined in section 3 of the
Infrastructure for Jobs and Prosperity Act, 2015, when making decisions regarding
asset management:
1. Infrastructure planning and investment should take a long-term view, and
decision-makers should consider the needs of citizens by being mindful of,
among other things, demographic and economic trends.
2. Infrastructure planning and investment should consider any applicable budgets or
fiscal plans.
3. Infrastructure priorities should be clearly identified in order to better inform
investment decisions respecting infrastructure.
4. Infrastructure planning and investment should ensure the continued provision of
core public services, such as safe drinking water and reliable transportation
services.
5. Infrastructure planning and investment should promote economic
competitiveness, productivity, job creation and training opportunities.
6. Infrastructure planning and investment should ensure that the health and safety
of workers involved in the construction and maintenance of infrastructure assets
is protected.
7. Infrastructure planning and investment should foster innovation by creating
opportunities to make use of innovative technologies, services and practices,
particularly where doing so would utilize technology, techniques and practices
developed in Ontario.
8. Infrastructure planning and investment should be evidence based and
transparent, and, subject to any restrictions or prohibitions under an Act or
otherwise by law on the collection, use or disclosure of information,
i. investment decisions respecting infrastructure should be made on the
basis of information that is either publicly available or is made available to
the public, and
ii. information with implications for infrastructure planning should be shared
between the Town and broader public sector entities and should factor into
investment decisions respecting infrastructure.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 18 of 24
9. Where provincial or municipal plans or strategies have been established in
Ontario, under an Act or otherwise, but do not bind or apply to the Town, as the
case may be, the Town should nevertheless be mindful of those plans and
strategies and make investment decisions respecting infrastructure that support
them, to the extent that they are relevant.
10. Infrastructure planning and investment should promote accessibility for persons
with disabilities.
11. Infrastructure planning and investment should minimize the impact of
infrastructure on the environment and respect and help maintain ecological and
biological diversity, and infrastructure should be designed to be resilient to the
effects of climate change.
12. Infrastructure planning and investment should endeavour to make use of
acceptable recycled aggregates.
13. Infrastructure planning and investment should promote community benefits,
being the supplementary social and economic benefits arising from an
infrastructure project that are intended to improve the well-being of a community
affected by the project, such as local job creation and training opportunities,
improvement of public space within the community, and any specific benefits
identified by the community.
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 19 of 24
Attachment #4
Project #Project Description Amount
Requested
Roads
31054 1,705,300
31118 4,647,000
31119 4,400,700
31124 175,000
31178 2,960,000
13,888,000$
Storm Sewer
42064 760,000
42075 80,000
42079 200,000
42083 150,000
1,190,000$
Planning
81025 10,000
10,000$
15,088,000$
Facilities
Library
72431 Library - Rooftop HVAC Units 850,000
72432 Library - Fire Alarm Panel 21,000
72451 Library - Exterior LED Retrofit 31,400
72425 Library - Roofing 440,000
72429 Library - Repairs to elevator door system 10,200
1,352,600
Aurora Family Leisure Centre
72302 51,200
72303 25,600
72324 55,000
72328 90,100
72441 150,000
72455 25,000
396,900
Stronach Aurora Recreation Complex
72263 90,000
72305 10,200
72316 92,100
72450 128,000
72456 20,000
340,300
2020 Final Repair & Replacement Capital Projects
SARC - Replacement of Plumbing Fixtures
SARC - Low - E Ceiling - Arenas
Planning and Development Services
Road Resurfacing - Industrial Pkwy S (Engelhard - Yonge St),
Vandorf Sdrd (Ind Pkwy S - Bayview)
AFLC, SARC - Transfer Stations - Accessibility Plan Implementation
SARC - Hoyer Lifts - Accessibility Implementation Plan
AFLC - Replace Built Up Roofing above Arena Dressing Rooms
AFLC - Pool Boiler Replacement
SARC - West roof Area - Window Sealant
SARC - Cooling Evaporator Tower
Community Services
Recon - Browning Crt., Johnson, Rd., Holman Cres., Baldwin Rd.
AFLC - Replacement of Arena Seating
AFLC - Blinds for Pool Windows
AFLC - Replace Hollow Metal Doors & Exterior Exit Doors
Recon - Adair, Dr., Bailey Cres., Davidson Rd., Harriman Rd.
Road Resurfacing - Henderson Dr
Reconstruction of Poplar Crescent
Roads 2020 Repair and Replacement
Storm Sewer Outlet Cleanup
Performance Monitoring of LID Controls
Devlin Place Stream Rehabilitation
Willow Farm Lane Stream Rehabilitation
Storm Sewer 2020 Repair and Replacement
GIS Scanner
Planning 2020 Repair and Replacement
Planning and Development Services 2020 Repair and Replacement
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 20 of 24
Project #Project Description Amount
Requested
Town Hall
72201 250,000
72419 33,500
283,500
Other
72452 50,000
72453 100,000
72454 20,000
170,000
22 Church Street
72121 30,700
72192 90,800
72388 35,800
157,300
Aurora Community Centre
72172 73,900
72297 20,500
72346 28,700
72347 26,900
150,000
Central York Fire Service
72381 28,800
72384 26,900
55,700
2,906,300$
2,906,300$
Parks
73160 235,000
73212 175,000
73213 153,600
73232 102,400
666,000$
Roads
34001 50,000
34008 200,000
34616 200,000
450,000$
Water & Sewer
41013 50,000
50,000$
1,166,000$ Operational Services 2020 Repair and Replacement
Roads 2020 Repair and Replacement
Replace Vandorf Lift Station Pumps
Emerald Ash Borer Management Program
22 Church St - Exterior Doors
CYFS 4-3 - Replace windows
CYFS 4-3 - Replace Suspended Ceiling Panels
22 Church St - Brick Repairs
TH - Workstation Refurbishment
TH - Repair of concrete/stone walkways
Victoria Hall - Accessible Ramp - Accessibility Implementation
Unplanned - Emergency Repairs Contingency
Water & Sewer 2020 Repair and Replacement
Roads Operations Infrastructure Inspection, Repair and
Maintenance Programs
Sidewalk/Engineered Walkway Reconstruction
Playground Replacement - Taylor Park
Playground Replacement - Harman Park
Trail/Playground Redesign - Jack Wood Park
Parks 2020 Repair and Replacement
Operational Services
Energy and Demand Management Plan Implementation
ACC - Sport Flooring
Community Services 2020 Repair and Replacement
22 Church St - Repaint Interior Wall Surfaces
Facilities 2020 Repair and Replacement
ACC - Ice Resurfacer Room Heater
ACC - Reseal concrete floors
ACC - Replacement of Suspended Ceiling in Lobby
Christmas Decorations
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 21 of 24
Project #Project Description Amount
Requested
Corporate Management
43038 511,900
511,900$
14047 171,309
14070 50,000
221,309$
221,309$
12037 15,000
15,000$
19,908,509$
CONDITIONALLY APPROVED
14075 Business Process Automation and Data Integration 105,000
Corporate Services 2020 Repair and Replacement - Conditionally Approved 105,000
20,013,509$
Corporate Services
Information Technology
2020 Total Repair and Replacement Projects
Information Technology 2020 Repair and Replacement
Corporate Services 2020 Repair and Replacement
Financial Services
Water Meter Replacement Program
Financial Services 2020 Repair and Replacement
Corporate Services
Information Technology
Computer & Related Infrastructure Renewal
Boardroom Audio/Video Equipment
CAO
2020 Total Repair and Replacement Projects as Presented
Town of Aurora Website
CAO 2020 Repair and Replacement
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 22 of 24
Attachment #5
Project #Project Description Amount
Requested
31176 10,200
73085 96,000
73169 1,000,000
73290 15,000
73323 100,000
73327 DeGraaf Cres Trail 75,000
34003 12,000
34006 350,000
34009 15,000
1,673,200$
34637 1,216,100
1,216,100$
Corporate Management
14037 10,000
14068 20,500
14072 Cityview Upgrade 92,100
122,600$
122,600$
73324 20,000
74015 20,000
74019 20,000
72445 30,000
90,000$
21107 Fire Hall 4-5 Turn Out Gear 75,600
75,600$
3,177,500$
CONDITIONALLY APPROVED
13023 Access Aurora Telephony Project 51,200
14076 Digital Education Program 25,000
76,200$
3,253,700$
Community Services 2020 Growth and New - Conditional Approval
Corporate Services
2020 Total Growth and New Projects
2020 Total Growth and New Projects as Presented
Fire
Fire 2020 Growth and New
Community Services
Joint Ops LAN Room & DR Site
Wireless Upgrades and Enhancements
Active Net Scan System
Cultural Services Master Plan
Sidewalk - Leslie St - 600m north of Wellington to North Town Limit
2020 Final Growth & New Capital Projects
Operational Services 2020 Growth and New
Planning and Development Services
Winter Road Monitoring System
Wildlife Park - Phase 3/4
Tree Inventory for 2C
Mattamy Phase 4/5 Trail
Operational Services
Arboretum Development
Handheld Radios for Operations
Planning and Development Services 2020 Growth and New
Snow Plow Safety Enhancements Pilot Project
Pave Snow Storage Facility at Lambert Willson Park
Community Services 2020 Growth and New
CYFS 4-3 - Pylon Sign
Information Technology 2020 Growth and New
Corporate Services 2020 Growth and New
Corporate Services
Pet Cemetery Restoration
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 23 of 24
Attachment #6
Project #Project Description Amount
Requested
81027 100,000 81031 75,000 81032 50,000
225,000$
73329 175,000
175,000$
Corporate Management
13011 25,000
13015 50,000
13026 30,000
13027 Job Hazard Assessment 30,000
135,000$
12026 25,000
25,000$
14077 100,000
100,000$
660,000$
CONDITIONALLY APPROVED
42810 200,000
Planning and Development Services 2020 Studies and Other - Conditionally Approved 200,000$
14073 Information Technology Strategic Plan Implementation 230,000
Corporate Services 2020 Studies and Other - Conditionally Approved 230,000$
430,000$
1,090,000$
2020 Total Studies and Other Projects - Conditionally Approved
2020 Total Studies and Other Projects
Planning and Development Services
Climate Change Adaptation Plan
Corporate Services
Municipal Heritage Register Review and UpdateDevelopment Review Process and Fee StructureTown Wide Green Development Guidelines
2020 Total Studies and Other Projects as Presented
Planning and Development Services 2020 Studies and Other
Corporate Services 2020 Studies and Other
CAO
Organization Structural Review
CAO 2020 Studies and Other
Corporate Services
Employee Engagement Survey - 2020
Risk Management
Building Condition Assessment and Energy Audit
Community Services 2020 Studies and Other
Community Services
2020 Final Studies & Other Capital Projects
Planning and Development Services
Financial Services
Community Benefit Charge Study
Financial Services 2020 Growth and New
Emergency Response Plan Update and Continuation of Operations Plan
Council Meeting Agenda Tuesday, October 22, 2019 Item R1 Page 24 of 24