2020 Budget Binder
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Capital Budget Executive Summary
In 2020, we’re investing $24.6 million in Capital Projects. Your capital budget makes sure that the residents, families, visitors and businesses
that call Aurora home have safe roads, modern water and sewage systems, up-to-date recreation facilities, expansive parks and trails and
more. As our population grows and infrastructure ages, it is critical that we plan for today and for the future to ensure Aurorans for
generations to come are able to enjoy a high quality of life and sense of community pride.
The Capital Budget includes costs for Repair and Replacement, Growth and New and Studies and Other. Repair and Replacement costs ensure
our infrastructure is maintained and is safe and up-to-date. Growth and New budget items enable us to plan for the future and meet the
demands of growth. Studies and Other position us to plan for the future by helping us develop long-term strategies by conducting studies
and plans which will inform future capital and operational needs.
We continue to work hard here at the Town of Aurora to find efficiencies, strengthen financial controls and measure our success to provide
increased transparency. We are committed to building a future-ready Town that is always mindful of our taxpayers.
Maintaining assets while providing for a growing community
The Town of Aurora’s 10-year capital investment plan is $198.2 million and includes $24.6 million in capital projects proposed for 2020. In
addition to this the Town has $106.3 million in previously approved capital projects that are active and in progress and $56.5 million in
projects that were conditionally approved in previous budgets.
The proposed 2020 budget does not include fleet equipment. The Town has a study underway to review the needs of the fleet. This study will
determine the equipment the Town’s fleet needs to include, how to maintain the fleet and the life-cycle of the fleet equipment. After the study
is complete a separate budget for the fleet will come forward.
The 10-year capital plan is $44.3 million less than last years’
In 2019 the Library Square project received conditional approval of $35 million. This is the major reason why the overall ten-year plans for
this year’s budget is lower than the one presented last year. The table below also shows some change between years 2020 and 2021. This
reflects the $37 million for a new recreation facility that was deferred one year.
2020 capital plan compared to the 2019 capital plan
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The 2020 capital budget is made up of three components:
• Repair and Replacement: Asset management of current town
infrastructure funded mostly through tax levy and water rate reserves
• Growth and New: The addition of new capital throughout the Town
which is mostly funded through development charges
• Studies and Other: The development of plans and reviews which are
funded through tax levy reserves.
Repair and replacement capital promotes good asset management
The Town’s Asset Management Plan guides the development of the repair and replacement capital plan. The Asset Management Plan seeks to
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. The Asset Management Plan is guided by the principles and goals set out in Aurora’s Asset
Management Strategic Policy.
The repair and replacement budget for 2020 is $20.2 million. This is mostly funded through cash to capital (tax levy) and rate reserves. In
2020 water rate funded capital is planned to be a higher share of the capital project spending than in the remaining years of the plan as
shown the in graph below. This is because water and sewer infrastructure have long life spans and the current infrastructure is relatively
young. This mix will change over time as the underground assets reach the end of their useful life.
Repair and replacement ten-year capital plan
2020 Proposed Capital
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Planning and Development projects represent 76% of the 2020 repair and
replacement capital
Repair and replacement is the largest segment of the capital plan at $20.2
million. The largest share of these projects are led by Planning and Development
Services. This department’s projects include road resurfacing, road reconstruction,
storm sewer and stream maintenance along with geographical information systems
and equipment. The largest portion of their work being road reconstruction, at
$12.2 million, which includes the rebuilding of the roads and the related
underground water and sewers on:
• Adair Drive
• Bailey Crescent
• Baldwin Road
• Browning Court
• Davidson Road
• Holman Crescent
• Johnson Road
• Poplar Crescent
Community Services plans to invest in maintaining its facilities with $2.9 million in projects at locations that include work at:
• Aurora Public Library
• Aurora Family Leisure Centre
• Stronach Aurora Recreation Complex
• Town Hall
• 22 Church Street School
• Aurora Community Centre
• Central York Fire Stations
The repair and replacement work planned for the Aurora Public Library and the 22 Church Street School will be completed along with the
Library Square project which received conditional approval in the 2019 Capital Budget.
The asset management needs for each facility vary. The capital project list in the Repair and Replacement tab summarizes the projects at
each location.
The Operational Services budget of $1.2 million includes $666,000 for parks projects for playground equipment, trail maintenance and
managing the impact of the Emerald Ash Borer which is an invasive species affected ash trees throughout the Town. The roads budget of
$450,000 in Operational Services includes the infrastructure inspection, repair and replacement, sidewalk reconstruction and Christmas
decorations.
The balance of the Town’s projects includes water meter replacements, information technology and the Town’s website.
2020 Proposed Repair and
Replacement Capital
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Growth and New capital supports the
growing community
The 2020 Growth and New capital projects, at $3.3 million, are mostly funded
from development charges. Projects that will be managed by Operational Services
and Planning and Development Services represent 89% of the 2020 growth and
new capital. And 82% of the capital budget is represented by 4 projects:
• $1.2 million – Sidewalk on Leslie Street north of Wellington to the
Town limit
• $1.0 million – Final installment for the Wildlife Park
• $0.35 million – Paving for the snow storage facility at Lambert
Willson Park
• $0.1 million – Mattamy Phase 4/5 Trail
Studies and Other supports longer-term
capital planning
The $1.1 million 2020 Studies and Other budget is funded from tax levy reserves.
These projects include plans and consultant studies which inform future capital
and operational needs.
The five highest-valued studies and other projects accounts for 74% of the 2020
budget request. These projects include:
• $230,000 – Information Technology Strategic Plan implementation
• $200,00 – Climate Change Action Plan
• $175,000 – Building Condition Assessment and Energy Audit
• $100,000 – Municipal Heritage Register Review
• $100,000 – Community Benefit Charge Study
Reserves are used to manage funding for capital plans
Each capital project is mostly funded through the use of reserves. Grant funding, such as Federal Gas Tax and Ontario Community
Infrastructure funding, supplement reserve funding when available. The types of reserves which are used are determined by the type of
project. Things that are considered are:
• How much of the project supports growth and is it development charge eligible?
• Does the project have a water or sewer component which should be funded from user rate reserves?
Most of the Town’s capital budget supports asset management since much of the growth infrastructure is built on the Town’s behalf by
developers as they build new homes and office space.
2020 Proposed Growth
and New Capital
2020 Proposed Growth and New Capital
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Development charges pay for growth
The Town collects development charges to pay for growth projects. The development charges collected pay for what the Act describes as hard
and soft services. The types of capital projects the Town has in the budget, which are eligible for developments charges, are shown in the
box below.
Development Charge Hard Services
• Roads
• Water and sewer
• Fire
• Public works facilities, fleet and equipment
Development Charge soft services:
• Parks and recreation
• Library
• Municipal Parking
• General Government
In Aurora, hard services makes up 34% of the development charge while soft services are 66% of the charge. In 2019, the development
charge bylaw was updated. The chart below shows the development charge collections from the previous bylaw and those forecasted in the
current bylaw.
Development Charge Forecast
*2019 actual development charge collections reflect the amount collected up until August 31st, 2019
Bill 108 is changing development charges
Bill 108 will split how the current hard and soft services for development charges will be collected. Hard services will remain part of the
Town’s development charges and the soft services will move to a newly created Community Benefit Charge which must become effective on or
before January 1, 2021. Municipalities that do not have a community benefit charge in place by this date will no longer be able to collect
for soft services as part of their development charge.
Aurora has included as part of the 2020 budget a capital project to establish its Community Benefit Charge. It is expected that the
Community Benefit Charge should be revenue neutral based on what is known to date and that it will be collected as a lump sum. However
the Town is waiting to hear more details from the province about this charge.
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The timing of payment for development charges will change for non-residential developments, rental and non-profit residential developments
in 2020. The charge will be frozen at the time of the agreement and will be paid in installments. However, the Town will be able to charge
interest on the development charge.
Most of Aurora’s development charge collections have historically come from for-profit residential. This type of development is expected to
have less of an impact on development charge collections based on the changes known to date. However this mix could change over time as
for-profit residential development transitions to more infill (smaller residential developments) meaning non-profit residential and non-residential
developments could become a larger share which will slow down the timing of development charge collections.
Asset management needs will continue to grow
Aurora’s asset management reserves are funded through contributions from the tax levy and water and sewer user rates. The Town also uses
federal and provincial grants to supplement the funding of its asset management needs.
The Town is currently contributing less to reserve than the current amortization cost of today’s assets. Since amortization is based on the
historical cost to build the original asset, the cost to replace or repair an asset is always more despite the table showing the average 10-
year draws to be less than today’s amortization cost.
There are two main reasons why the average 10-year draws are less than the amortization. The fist being the Town’s water and sewer assets
are relatively young and underground assets are very costly to replace.
The second being, the repair and replacement capital plan tapers off toward the end of the 10-year plan. This may indicate that the outer
years of the plan are not as complete. This is why the Town needs to start doing longer-term analysis to determine how much needs to be
set aside for asset management reserve contributions.
This will ensure residents today and tomorrow are
paying their fair share, so when longer life-cycle assets
like watermains, are ready for replacement, the Town
has the reserves to fund the projects.
To support good asset management, the Town’s goal is
to have the asset management reserve balances equal
two-times the average annual need. The Town has yet to
reach this goal. In an attempt to close this gap, the
Town has adopted a fiscal strategy of increasing its tax
levy contributions toward asset management reserves
each year. For the past 5 years, it has funded this
annual increase through the Town’s one percent tax
increase in support of its fiscal strategies. The Town’s
current financial strategy is to contribute 100 percent of
the available fiscal strategy funding toward asset
management reserves by 2022.
2020 Reserve Contributions Compared to Asset Amortization
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Continuous improvement of the capital budget process will help guide the
path to achieving financial sustainability
As part of the 2021 Capital Budget the Town will begin implementing a
number of continuous improvement initiatives. These initiatives ensure the
capital plan is more complete by bringing new and previously approved
projects together. The plan will consider both the total capital project costs
and the timing of capital spending. These improvements will be the first
steps to developing improved longer-term plans and improve reporting on
capital projects.
The improvements will also provide the building blocks which will help
guide the Town to ensure long-term financial sustainability. There are three
key elements to ensuring the Town is on the path the financial
sustainability. They include:
1. Capital Plan: Managing multi-year capital commitments and
annual cash flows through capital budget and long-term asset
management and growth analysis.
2. Reserve Management: Planning for future use and funding of
reserves over the long-term to ensure funds are available to pay for capital projects when they are needed.
3. Debt Management: Ensuring debt is used wisely and stays within the limit of the legislated annual repayment limit.
Balancing these three elements will help the Town further develop its fiscal strategy and set financial policy. Then the Town can ensure
residents today and tomorrow are paying their fair share for asset management and that growth capital aligns with the timing of growth in
the Town of Aurora.
Key Elements for
Financial Sustainability
1.0 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.
Strategic Asset Management Policy
Policy No.
Topic: Strategic Asset Management Policy Affects:
Section: Replaces:
Original Policy Date: Revision Date:
Effective Date: Proposed Revision
Date:
Prepared By: Approval Authority: Council
Capital AssetOwners
Finance N/A
March 26, 2019
January 19, 2020
N/A
Financial Management
2.0 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.
3.0 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
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.
4.0 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
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
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
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
5.0 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
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.
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.
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
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.
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.
Asset Management Plan 2018
T o w n o f A u r o r a
The Town of Aurora
Asset Management &
Investment Plan
Securing Sustainability of our Infrastructure
Approved by Aurora council on March 26, 2019
Includes 2019 Detailed 10-Year Financial Forecast for Infrastructure Assets
Asset Management Plan 2018
T o w n o f A u r o r a
TABLE OF CONTENTS
Executive Summary ....................................................................................................................................................... 1
Introduction ................................................................................................................................................................... 2
Town of Aurora Infrastructure Assets ....................................................................................................................... 3
Development of an Asset Management Plan ............................................................................................................ 3
Benefits Associated with an Asset Management Plan............................................................................................... 3
Asset Management Plan’s Impact on Planning and Financial Budgeting .................................................................. 4
Implementation and Evaluation of Asset Management Plan .................................................................................... 4
Implementation Schedule ..................................................................................................................................... 5
Asset Scope .................................................................................................................................................................... 5
Asset Management Framework ................................................................................................................................ 7
Setting Direction for Asset Management ...................................................................................................................... 8
Key Linkages to the Corporate Strategic Plan ............................................................................................................ 8
Town of Aurora’s Asset Management Policy ............................................................................................................. 9
Expected Levels of Service ......................................................................................................................................... 9
Understanding the User Groups ............................................................................................................................ 9
Water Services ..................................................................................................................................................... 10
Wastewater Services ........................................................................................................................................... 11
Stormwater services ............................................................................................................................................ 11
Roads Services ..................................................................................................................................................... 11
Solid Waste Services ............................................................................................................................................ 12
Wastewater Services ........................................................................................................................................... 12
Facilities Services ................................................................................................................................................. 12
Parking Lot Services ............................................................................................................................................. 13
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Fleet Services ....................................................................................................................................................... 13
Machinery & Equipment ...................................................................................................................................... 14
Parks Services ...................................................................................................................................................... 14
Urban Forestry Services ....................................................................................................................................... 14
External Trends or Issues ......................................................................................................................................... 15
Current Performance Relative to Target Performance............................................................................................ 15
State of Local Infrastructure ........................................................................................................................................ 18
Asset Inventory and Valuation ................................................................................................................................ 20
Asset Condition and Performance Assessment ....................................................................................................... 20
Asset Rating Summary ......................................................................................................................................... 23
Asset Management Strategy - Needs Analysis ............................................................................................................ 25
Future Demands and gap analysis ........................................................................................................................... 25
Operations and Maintenance Strategy.................................................................................................................... 26
Overview of Risks Associated with Strategy ............................................................................................................ 27
Option Analysis ........................................................................................................................................................ 27
Financing Strategy - Program Development ................................................................................................................ 27
Operations Plan and Financial Strategy ................................................................................................................... 27
Capital Plan and Financial Strategy .......................................................................................................................... 28
Risk Management .................................................................................................................................................... 28
Expenditure Analysis ............................................................................................................................................... 29
Revenue Analysis ..................................................................................................................................................... 30
Key Assumptions...................................................................................................................................................... 31
Program Delivery ......................................................................................................................................................... 31
Project Procurement ............................................................................................................................................... 31
Effectiveness Review ............................................................................................................................................... 31
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Continuous Improvement Strategy ............................................................................................................................. 34
Appendix 1 – Asset Management Strategies ............................................................................................................... 35
Roads ....................................................................................................................................................................... 35
Watermain Systems ................................................................................................................................................. 43
Wastewater Systems ............................................................................................................................................... 45
Stormwater Systems & Culverts .............................................................................................................................. 46
Facilities ................................................................................................................................................................... 48
parking lots .............................................................................................................................................................. 50
Vehicles .................................................................................................................................................................... 51
Machinery & Equipment .......................................................................................................................................... 52
Land, Parkland & Land Rehabilitation / Improvements........................................................................................... 55
Urban Forestry & Street Trees ................................................................................................................................. 56
Appendix 2 – Linear Asset Inventory Report ............................................................................................................... 58
Roads ....................................................................................................................................................................... 58
Pavement and Curbs ............................................................................................................................................ 58
Sidewalks & Paths ................................................................................................................................................ 58
Street Luminaires ................................................................................................................................................. 59
Street Luminaires – Electrical Components ......................................................................................................... 59
Street Luminaires – Electrical Wiring ................................................................................................................... 59
Signage................................................................................................................................................................. 60
Retaining Walls .................................................................................................................................................... 60
Traffic Signals ....................................................................................................................................................... 60
Watermain Systems ................................................................................................................................................. 61
Watermains ......................................................................................................................................................... 61
Watermain Valves ............................................................................................................................................... 61
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Hydrants .............................................................................................................................................................. 62
Water Chambers .................................................................................................................................................. 62
Water Booster Stations – Electrical Systems ....................................................................................................... 62
Water Booster Stations – Generators ................................................................................................................. 62
Water Booster Stations – Pumps ......................................................................................................................... 63
Water Booster Stations – Structures ................................................................................................................... 63
Wastewater Systems ............................................................................................................................................... 64
Sanitary Sewers ................................................................................................................................................... 64
Sanitary Maintenance Chambers ........................................................................................................................ 64
Sanitary Dry Chambers ........................................................................................................................................ 65
Sanitary Equalization Tanks ................................................................................................................................. 65
Sanitary Valves..................................................................................................................................................... 65
Sanitary Pumping Stations – Electrical Systems .................................................................................................. 66
Sanitary Pumping Stations – Generators ............................................................................................................. 66
Sanitary Pumping Stations – Pumps .................................................................................................................... 66
Sanitary Pumping Stations – Structures .............................................................................................................. 67
Stormwater Systems & Culverts .............................................................................................................................. 67
Storm Sewers ....................................................................................................................................................... 67
Storm Maintenance Chambers ............................................................................................................................ 68
Storm Dry Chambers ........................................................................................................................................... 68
Catchbasins .......................................................................................................................................................... 68
Storm Cleanouts .................................................................................................................................................. 69
Storm Equalization Tanks .................................................................................................................................... 69
Storm Valves ........................................................................................................................................................ 69
Storm Water Management Ponds ....................................................................................................................... 70
Bridges & Culverts ............................................................................................................................................... 70
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Continuous Deflective Separation & Oil-Grit Separator Units ............................................................................. 71
Headwalls ............................................................................................................................................................ 71
Appendix 3 - Detailed 10-Year Financial Forecast for Infrastructure Assets ............................................................... 72
Appendix 5 - Asset Management Related Software .................................................................................................... 76
Workplace Asset Management System (WAMS): Maximo ..................................................................................... 76
Geographic Information System: ESRI ArcGIS ......................................................................................................... 76
Reference information Management: Drawings Database ..................................................................................... 77
Automated Vehicle Location (AVL): Webtech Wireless........................................................................................... 77
Condition Assessment Tools .................................................................................................................................... 77
Mobile Devices ........................................................................................................................................................ 78
Hydraulic Modelling: InfoWater and InfoWorks ICM .............................................................................................. 79
Future Projects ........................................................................................................................................................ 79
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EXECUTIVE SUMMARY
In response to the Ministry of Infrastructure’s release of a ten–year infrastructure plan, “Building Together”, which
focuses on building a more standardized and consistent approach to municipal asset management planning, the
Town of Aurora (the “Town” or “Aurora”) has taken a pro-active approach in preparing a detailed Asset Management
Plan, “AMP”, in support of its requests for provincial and federal capital funding. As the Town’s municipal assets
continue to age, it becomes increasingly important to go through a formal process determining how a group of assets
is to be managed over a period of time to help ensure safety standards, regulations and expected levels of service
continue to be met given the Town’s financing capabilities.
This asset management plan aligns with the town’s newly created Strategic Asset Management Policy which is a
new requirement under the province’s recently approved Asset Management Planning for Municipal Infrastructure
Regulation (O. Reg 588/17). The town’s strategic asset management policy includes multiple commitments such as
commitments to the utilization of levels of service information, lifecycle management, mitigation approaches to
climate change and the coordination where possible with upper and neighbouring municipalities in its asset
maintainance and R&R decision points.
This AMP identifies the characteristics and condition of town owned infrastructure assets, levels of service expected
from them, planned actions to ensure the assets are providing the expected level of service and financing strategies
to implement the planned actions. The overall intent of the AMP is to help the Town ensure investments are made
at the right time, future repair and rehabilitation costs are minimized, and municipal assets are being appropriately
maintained.
The Town’s AMP undergoes a full review & update and is re-approved by council once every four years, aligning with
council’s term in office. The only changes made to the AMP outside of its four year review cycle is an update of its
enclosed Financial Analysis and Detailed 10-Year Financial Forecast for Infrastructure Assets in order to ensure
continued alignment with the Town’s most current ten year investment plan which is updated on an annual basis
based upon the foundational asset repair and replacement philosophies outlined in this AMP document. The most
recently included 10-Year Forecast for Infrastructure Assets covers the period of 2018 to 2028.
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INTRODUCTION
Public Infrastructure is central to our prosperity and our quality of life. The Province of Ontario released in June
2011, “Building Together”, a long-term infrastructure plan for Ontario that responds to the far-reaching trends that
will affect Ontario’s infrastructure needs including a more global and service-oriented economy, a larger, older and
more urbanized population and the effects of a changing climate. The plan sets out a strategic framework that will
guide future investments in ways that support economic growth, are fiscally responsible and respond to changing
needs. A key element to this framework is ensuring good stewardship through proper asset management. Despite
significant investments by all levels of government, more needs to be done to address current and emerging
municipal infrastructure needs. The Province of Ontario will work together with local municipalities and the federal
government to establish a municipal infrastructure strategy.
Subsequent to this plan the Province of Ontario approved an Asset Management Planning for Municipal
Infrastrucure Regulation (O. Reg 588/17) which introduced more prescriptive asset management requirements for
its municipalities. Compliance with these new requirements will be phased in over the next six years. The first
requirement under this regulation being the development and implementation of a Strategic Asset Management
Policy by July 1, 2019. The policy must include seven overarching elements which include commitments to the
utilization of levels of service information, lifecycle management, mitigation approaches to climate change and the
coordination where possible with upper and neighbouring municipalities in its asset maintainance and R&R decision
points
The Town of Aurora, like all other municipalities throughout Ontario and Canada, deliver many of the services that
are critical to its residents, and these services rely on well-planned, well-built and well-maintained infrastructure.
The Town’s Asset Management Plan will address the challenges of current and and future infrastructure needs and
guide financial and investment decisions.
Town of Aurora Asset Management Plan (“AMP”) sets out the organization’s approach to reviewing and managing
its active capital assets, to ensure continued and sustainable operations, operating and service capability of each
asset, and the necessary financial plan to ensure that the required investments can be made when expected.
Aurora’s Asset Management Plan is an outcome of the Town’s stewardship responsibilities: how we plan to look
after what we have. However, the Town has also incorporated future growth and future asset investments into the
plan to document what new assets we plan to invest in as the community grows, and how we plan to finance those
investments. The growth side of the plan also becomes an input into the existing asset replacement side of the plan,
as the new assets begin to require replacement, sometimes within the same 10-year period, such as for new fleet
vehicle additions.
The primary objective of an AMP 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 to support attaining our ultimate goals.
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TOWN OF AURORA INFRASTRUCTURE ASSETS
The Town is responsible for the following asset classes: water and wastewater, stormwater management, roads,
facilities, parking lots, fleet, machinery and equipment including information technology & telecom equipment, land,
parkland and land improvements. Planning and Development Services’ Engineering and Capital Delivery Division is
responsible for site inspections for new subdivision and assumption of new servicing. This group is also responsible
for PSAB reporting for asset classes related to water and waste water, stormwater management, roads, town parking
lots as well as supporting Maximo the work and asset management system software. Operational Services is
responsible for the operation and maintenance for water and wastewater, stormwater management, roads, fleet,
machinery, land, parkland, land improvements and all town parking lots. Community Services is responsible for
facility services and fitness equipment. Corporate Services is responsible for the management of all information
technology and telecommunications equipment. These infrastructure assets present particular challenges where
financing can be large and timing for renewal can cause significant peaks and troughs in required expenditures.
DEVELOPMENT OF AN ASSET MANAGEMENT PLAN
The Town hired an external third party to assist in the initial preparation of its AMP. Subsequent updates to the AMP
have been completed in-house. Town staff worked extensively on the plan. The following departments were
involved in the development of this AMP:
Operational Services
o Parks and Fleet Division
o Roads, Water and Waste Water and Solid Waste Management Divisions
Planning & Development Services
o Engineering and Capital Delivery Division
Community Services
o Facility Management Division
Corporate Services
o Information Technology Division
Financial Services
o Financial Planning Division
The AMP covers a rolling ten year time horizon and references the following resources:
Ten Year Capital Investment Plan 2019 – 2028 with 2018 Capital Budget
Road Needs Study, updated in April 2017
2018-2028 Repair and Maintenance Budget
The Corporation of the Town of Aurora PSAB 3150 Compliance Report
The Corporation of theTown of Aurora Audited Financial Statements (payment certificates)
Town of Aurora Pavement Management System, April 2017
Town of Aurora Tangible Capital Asset Policies
The Economic Value of Natural Capital Assets Report – June 2013
BENEFITS ASSOCIATED WITH AN ASSET MANAGEMENT PLAN
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Specific benefits associated with an AMP include:
• Better decision making regarding resource allocation;
• More effective communications with ratepayers, elected officials, financial rating organizations and
regulatory agencies;
• Providing consistent levels of service to the public;
• Better risk management practices to the municipality;
• More effective financial planning;
• Reduced lifecycle costs;
• More efficient data management;
• Facilitates the establishment and subsequent implementation of policy objectives and the related
measurement of performance;
• Avoids potential problems and crises; and
• Results in positive institutional change.
ASSET MANAGEMENT PLAN’S IMPACT ON PLANNING AND FINANCIAL BUDGETING
Planning and financial budgeting for previous periods have been constructed using the same input factors used in
the development of the AMP. Conversely, the AMP lays out data in a more concise document and takes into account
the financial impact. Ultimately, the AMP will assist in formulating long-term planning.
The AMP has a significant impact on the planning and financial budgeting process, which are dependent on each
other. The AMP identifies the timing for asset renewal, asset maintenance, asset replacement, additions and/or
disposals and the associated costs. This directly ties into the planning and financial budgeting by providing the
knowledge of the timing and magnitude of future investments required to operate, maintain, renew and acquire
assets.
While the AMP clearly outlines the timing and costs to maintain infrastructure assets at a certain level and condition,
the capital and operating budgets ensure the acquisition and management of assets is linked to council goals and
strategies, community service expectations growth and demand projects, asset life-cycle management, and
operating and maintenance programs. In addition, the AMP will outline any funding shortfalls or additional funds
required to be raised to maintain assets at desirable conditions.
IMPLEMENTATION AND EVALUATION OF ASSET MANAGEMENT PLAN
The current AMP was approved by Council in February, 2019. On an on-going basis the AMP will be updated to
reflect any new financial information in order to ensure alignment with the Town’s most current Ten Year Capital
Investment plan and operating budget. The timing for asset renewal, asset maintenance, asset replacement,
additions and/or disposals and other asset repair & replacement foundational philosopies contained within the AMP
will be re-visited by Council and Staff once every four years (Council term).
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IMPLEMENTATION SCHEDULE
Staff are committed to maintaining a continuous rolling 10 year Asset Management Plan. The plan will be used to
consolidate all of the input data currently being used, along with the addition of the financing component.
Goals/ Actions Description Planned
Implementation Date
Current Status Expected
Implementation Date
First AMP Creation &
Approval by Council
Final Council Approval Obtained October 31, 2015 Complete November 1, 2015
Capital Asset
Management Steering
Committee (CAMSC)
review and update of
draft AMP
CAMSC to complete review and
update of previously approved
AMP September 7, 2018 On-going September 7, 2018
Presentation of draft AMP
to the Executive
Leadership (ELT) for its
review and feedback
Town staff to complete as close as
possible to final draft of the
Corporation’s AMP for senior
management’s review and
feedback
October 10, 2018 October 10, 2018
Obtain senior
management approval of
the final draft of 2018
AMP
AMP will be presented to senior
management for its final review
and approval October 24, 2018, October 24, 2018
Presentation of final draft
2018 AMP to Budget
Committee for referral to
Council for formal
approval
Town Staff to present final draft
2018 AMP to Budget Committee
for review and referral to council January 8, 2019 January 8, 2019
Obtain Council approval of
town 2018 AMP
2018 AMP will be presented to
council for its review and
approval
March 26, 2019 March 26, 2019
Update of AMPs ten year
capital investment plan
On an on-going basis the AMPs
accompanying ten year capital
asset investment plan will be
reviewed and updated
Ongoing; each year
Update of AMP core logic Once every four years (Council
term) the AMPs core logic will be
reviewed and updated
Ongoing, every four
years
ASSET SCOPE
As stated above, Operational Services, Planning & Development Services, Community Services and Corporate
Services are responsible for the following asset classes:
Functional Area Asset Class
Water and Wastewater Water mains and maintenance holes
Bulk water filling station
Water pumping stations
Wastewater mains and maintenance
holes
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Functional Area Asset Class
Wastewater pumping stations
All valves and appurtenances
Stormwater Management Stormwater pipes and catchbasins
Stormwater outlets
Stormponds
Oil/grit separators
Roads Municipal roads and curbs
Sidewalks
Street lights
Solid Waste Management No physical assets
Facilities Administration building
Recreation facilities
Joint Operations Centre
Armory
Library
Fire Halls
Misc properties
Parking Lots Parking lots servicing town facilities
Parking lots servicing parkland and
open spaces
General street parking lots
Fleet Facilities operations
Parks operations
By-Law operations
Roads operations
Water/Wastewater operations
Solid Waste operations
Machinery & Equipment Fire Services equipment
Information Technology Equipment
Telecom Equipment
Furniture
Land, Parkland, & Land
Improvements
Parks
Park shade structures
Parking lots
Sports fields and courts
Trails, paths and walkways
Playgrounds
Street trees and wood lots
Line fences
The management of these assets is governed by policies, principles and strategies outlined in this document and are
based upon internationally accepted asset management practices.
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ASSET MANAGEMENT FRAMEWORK
This asset management plan is based on a three level framework focused on establishing clear linkages between
asset management activities and the organization’s strategic objectives. The goal of this plan is to achieve the
following objectives:
Link organizational strategic objectives with the asset management policies and objectives needed to
deliver them
Link organizational strategic objectives with the levels of service that assets should deliver
Guide the asset management priorities and work required on the assets to achieve objectives and ensure
that there is adequate financial resources available to support that work
The asset management framework adopted by the town provides for the key elements necessary to maintain a
sustainable and affordable asset management plan. This framework is outlined in the following graphic.
This plan is presented under these five headings and from the overarching strategy for asset management. There
are many other studies, reports, databases, programs, and procedures that are referenced in this plan and that form
the bulk of the content and process for the day-to-day acquisition, maintenance, monitoring, testing and operation
of the Town’s various assets.
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SETTING DIRECTION FOR ASSET MANAGEMENT
KEY LINKAGES TO THE CORPORATE STRATEGIC PLAN
The Town of Aurora Strategic Plan was updated in 2011 and provides direction to the 2031 horizon. This is a Council
endorsed plan that was created through multiple stakeholder and community group efforts and represents the
current vision for the Town which is stated as follows:
An innovative and sustainable community where neighbours care and businesses thrive
The plan is based on the three pillars of sustainability being Community, Economy, and Natural Environment, and
identified a number of guiding principles from which the goals and objectives were developed. As a first level linkage
to the Strategic Plan, this asset management plan has adopted some of the key principles that created the 2031
vision as they have a direct relationship to the assets that support the community. The principles carried through
this plan include:
Adopting a long term perspective
Leadership in corporate management
Leverage partnerships
Corporate excellence and continuous improvement
This plan directly supports the following goals and objectives both identified in the strategic plan and as identified
through departmental priorities:
Goal Objective
Supporting an exceptional quality of life for all Improve transportation, mobility and
connectivity
Invest in sustainable infrastructure
Strengthen the fabric of our community
Supporting environmental stewardship and
sustainability
Encouraging the stewardship of Aurora’s
natural resources
Promoting and advancing green initiatives
Fiscal Management Plan for long term funding reserves
Balance service needs and growth with asset
condition and investment needs
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TOWN OF AURORA’S ASSET MANAGEMENT POLICY
Taking leadership from the organization’s Strategic Plan, the Town has developed the following asset management
policy statement:
The assets of the Town of Aurora are critical to contributing to an exceptional quality of life for
the community. The Town views sustainability and environmental stewardship as leading goals
in preserving our assets for present and future generations.
In achieving these goals, the principles of having a long-term perspective, leadership in corporate
management, leveraging partnerships, and continuous improvement will form the basis in
developing asset management plans that balance short-term costs and needs with long-term
sustainability and financial viability for present and future generations.
EXPECTED LEVELS OF SERVICE
UNDERSTANDING THE USER GROUPS
Service levels are often directed by a combination of the needs of the user community, the affordability level of the
service, and the capacity of the existing infrastructure. As a first step in this process, the users of the various asset
classes are defined to assist in guiding service level definitions and performance targets.
Functional Area Associated Service Providers Community Users
Water and Wastewater Town Staff
Contractors
Regional Government
Residents, businesses, industry
Fire Department
Internal departments/staff
Stormwater Town Staff
Contractors
Conservation Authority
Province of Ontario
Community environmental stewards
Conservation Authority
Internal departments/staff
Roads Town Staff
Contractors
Regional Government
Residents, businesses, industry
Tourists
Pedestrians/cyclists
Transit
Emergency services
Solid Waste Management Contractors Households, businesses, industry
Facilities Town Staff
Contractors
Program users
Residents
Regional scale programs
Arts and culture
Community groups
Aurora Public Library
Fire Department
Internal departments/staff
Parking Lots Town Staff Program users
Contractors Residents
Community Groups
Fleet Town Staff
Contractors
Internal departments/staff
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Machinery & Equipment Town Staff
Contractors
Town facility users
Fire Department
Internal departments/staff
Parks Town Staff
Contractors
Program users
Residents
Community Groups
Forestry Town Staff
Contractors
Residents
Businesses
Service levels have been defined based upon the expected needs of the various community users and form a high
level set of objectives that either directly support user needs or indirectly support those needs through other
requirements such as legislative compliance, sustainability or economic efficiency which eventually lead to improved
customer experience. The following tables identify specific service levels for each asset class, as well as the drivers
that shape the service level. From this information, performance metrics and related targets are defined which form
the basis upon which asset requirements for the existing community are built.
WATER SERVICES
The Town is responsible for water distribution to the end users, consumer metering, and billing. York Region is
responsible for water production and bulk distribution. Water in Aurora is 20 percent ground water source and 80
percent lake based source.
Service Level Driver Performance Metric Target
Maintain system pressures
in target range
Industry practices, protection of
system due to reverse pressure, user
experience
Reported low pressure
events
Water main breaks
Fire hydrant flow testing
<0/year
<5/year
Each main tested at least
once every 5 years
Provide safe potable water Legislation, public health, system
security
Incidence of adverse water
quality
Water sampling
Watermain flushing
<0. 5% of total sample
count
Within provincial standards
20% of watermains to be
cleaned/year (currently the
Town undertakes an uni-
directional flushing
program)
Maximize water
conservation
Sustainability, environmental
protection, economic efficiency
Water loss tracking to
measure revenue, non-
revenue, and lost water
Full system cost recovery
Annual consumption per
household
Infrastructure Leakage
Index (ILI)=1
Annual operating and long
term capital fully funded
through rate revenues
<200m3/year /household
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WASTEWATER SERVICES
The Town is responsible for wastewater collection and delivery to Regional trunk infrastructure.
Service Level Driver Performance Metric Target
Availability of sewer
system to transmit flows
Legislation, user expectation Private side backups
reported per year
Mainline backups reported
per year
<50/year
<5/year
Minimize risk of discharge
of untreated sewage to the
environment
Legislation, public health,
environmental protection
sewer main breaks/spill to
environment
Pumping station sewage by-
pass/spill to environment
CCTV Inspections
Infrastructure integrity
Zero/year
Zero
Inspect min once/10yrs
Zero structural failures /yr
Maximize sewer
transmission capacity and
system efficiency
Sustainability, environmental
protection, economic efficiency
Under review
Under review
STORMWATER SERVICES
The Town is responsible for all storm water collected from Town owned roads. This includes pipes, ponds and oil/grit
separators.
Service Level Driver Performance Metric Target
Provide flood free
roadways
Public safety, user expectation Number of road closures due
to flooding
Catch basin cleaning
Catch basin repairs
<10/year
25% per year
50 per year
Meet storm discharge
water quality and quantity
objectives
Legislation, public health,
environmental protection
Maintain storm pond design
capacity and functionality
Min 90% of design capacity
ROADS SERVICES
The Town is responsible for all local roads. Regional road maintenance is a regional responsibility. However, the
Town is responsible for all streetlights except for those specifically positioned to illuminate regional intersections.
All sidewalks and multiuse trails within the road allowance are Town owned and maintained.
Service Level Driver Performance Metric Target
Traffic congestion and
network usability
Public safety, user expectation,
economic impacts
Number of traffic related
complaints
Intersection signal
optimization
Average traffic volume
compared to road capacity
<10/year
100% annually reviewed
Average volume less than
80% of lane capacity –
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12 | P a g e T o w n o f A u r o r a
Service Level Driver Performance Metric Target
Road condition and driver
experience
Legislation, user expectations, safety,
asset reliability
Update Pavement Condition
Index (PCI)
Average Road Network PCI
Crack sealing program
Updated max 5 yr cycle
Avg. Road Network PCI = 65
--- 19 kilometers each year
to maintain the Council
approved level of service
for the road system at
PQI=65
SOLID WASTE SERVICES
The Town is responsible for waste collection and delivery to Regional facilities for further processing and disposal.
This service is fully contracted and the Town owns no assets related to the delivery of this service.
Service Level Driver Performance Metric Target
Waste is collected prior to
end of set out day
Public safety, user expectation Number of late/missed
pickup calls
<50/year
Maximize recycle material
recovery rate
Sustainability, environmental benefit,
economic benefit
Minimize over compaction of
blue box material
95% of loads >2:1
compaction
Moving to zero waste Sustainability, economics,
environmental impact
Avg annual collection per
household
<200kg/year
WASTEWATER SERVICES
The Town is responsible for wastewater collection and delivery to Regional trunk infrastructure.
Service Level Driver Performance Metric Target
Availability of sewer
system to transmit flows
Legislation, user expectation Private side backups
reported per year
Mainline backups reported
per year
<50/year
<5/year
Minimize risk of discharge
of untreated sewage to the
environment
Legislation, public health,
environmental protection
sewer main breaks/spill to
environment
Pumping station sewage by-
pass/spill to environment
CCTV Inspections
Infrastructure integrity
Zero/year
Zero
Inspect min once/10yrs
Zero structural failures /yr
Maximize sewer
transmission capacity and
system efficiency
Sustainability, environmental
protection, economic efficiency
Under review
Under review
FACILITIES SERVICES
The facilities portfolio includes property, buildings and related property with respect to administration services,
community centres, library, fire services, the armory, and other miscellaneous buildings that are available for public
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13 | P a g e T o w n o f A u r o r a
use or lease to third party tenants. This portfolio does not include park assets such as fields, trails, park buildings or
shelters, as well as, any parking lots that service the town’s facilities.
Service Level Driver Performance Metric Target
Facilities are available to
meet community and
programming needs
User expectation, cultural support,
health, economics
Number of unplanned facility
shut downs per year (all
locations)
<10/year
Public enjoyment of pool
facilities
Legislation, public health, user
expectations
Meet public health reporting
requirements
Meet equipment
maintenance schedules
100% compliance
100% of planned
maintenance completed
Public enjoyment of ice
facilities
User expectation, cultural support,
health, economics
Meet equipment
maintenance schedules
100% of planned
maintenance completed
General acceptability of
facilities
Public, users, legislation, economics,
sustainability
Frequency of cleaning
Cleaning effectiveness
Environmental comfort
Meet planned cleaning
schedules 95% of time
Minimum quarterly
management inspections
per facility
<10 complaints/yr
Minimization of carbon
footprint
Provincial regulations, public,
economics, environmental
sustainability
% reduction in the town’s
total facility energy
consumption per year
1% reduction per year
PARKING LOT SERVICES
The parking lot services portfolio includes all of the town’s parking lots that service its facilities, parks and other
recreations facilities, as well as, all of its general parking lots.
Service Level Driver Performance Metric Target
Parking lots are maintained User expectation, health, economics Average % of parking lot
spaces unavailable for use
each year
Completion of 100% of
planned maintenance
Sufficient parking
availability
User expectation Number of times per year
that parking lot demand
exceeds available capacity
Parking lot demand
exceeds availability
capacity no more than 5
times per year
General acceptability of
town parking lots
Public, users, legislation, economics,
sustainability
Minimum quarterly
management inspections
per facility
<10 complaints/yr
FLEET SERVICES
All Town owned rolling stock is included in this portfolio.
Service Level Driver Performance Metric Target
Maximize equipment up
time
User expectation, sustainability,
economics
Number of unplanned
maintenance events
Number of planned
maintenance events
Average time per service
event
<4/asset/year
<7 / asset/year
<3 hour
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Maximize equipment
capital and maintenance
investment
Sustainability , cost effectiveness,
economics
Asset replacement target As per planned asset life
cycle or >10% value of
maintenance cost per year
MACHINERY & EQUIPMENT
All Town owned machinery and small equipment, including information technology & telecom equipment is included
in this portfolio.
Service Level Driver Performance Metric Target
Maximize equipment up
time
User expectation, sustainability,
economics
Number of unplanned
maintenance events
Number of planned
maintenance events
Average time per service
event
<4/asset/year
<7 / asset/year
<3 hour
Maximize equipment
capital and maintenance
investment
Sustainability , cost effectiveness,
economics
Asset replacement target As per planned asset life
cycle or >10% value of
maintenance cost per year
IT & telecom Network
availability
User expectation, sustainability,
economics
Percentage of time network
is available
As per planned asset life
cycle
PARKS SERVICES
Service Level Driver Performance Metric Target
High quality Facilities are
available to meet
community needs, public
enjoyment, and general
acceptability of facilities
User expectation, cultural support,
health & safety , economics,
legislation, sustainability
Parks Maintenance Standard Service
Levels
Number of unplanned
maintenance events
Number of planned
maintenance events
Frequency of maintenance
and repair
Facility inspections /
effectiveness
Adherence to maintenance
/repair standards
≤10/year overall parks
system
As per parks service level
standards
Meet planned maintenance
and repairs 95% of the time
Minimum 12 per asset
/year
≤20 complaints/yr
URBAN FORESTRY SERVICES
Service Level Driver Performance Metric Target
Street Trees and woodlots
remain in safe condition
Limiting public risk
Respond to emergency
forestry issues
User expectation, cultural support,
health, economics, legislation,
sustainability
Urban Forest Management Plan
UFORE Study
Number of unplanned
maintenance events
Number of planned
maintenance events
Frequency of maintenance
and repair
Effectiveness
≤30/year/variable due to
environmental conditions
As per urban forestry policy
Meet planned maintenance
functions 95% of the time
Limit & mitigate public
liability issues ≤ 24 hours
after detection ≤ 3 days
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Routine maintenance of
street tree inventory
process work orders and
customer communication in
a timely fashion
<10 complaints/yr
EXTERNAL TRENDS OR I SSUES
External trends that may affect the Expected Levels of Service or the Town’s ability to meet them include:
Climate change
Changing accessibility standards
Taxpayer concerns on service levels
Tax levy, Federal and Provincial Government funding availability
Growth and requirement for additional/new services
CURRENT PERFORMANCE RELATIVE TO TARGET PERFORMANCE
Functional Area Service Level Performance Metric Target Performance Current Performance
Watermain
Maintain system
pressures in
target range
Reported low pressure
events
0 /year average 0 calls per year
Water main breaks <5 /year average 6 per year
Fire hydrant flow
testing
Each new main tested before
use
Target met
Provide safe
potable water
Incidence of adverse
water quality
<0.5% of total sample count Average 8 adverse samples out of
900 samples per year (last three
years)
Water chemistry Within provincial standards Target met
Watermain flushing 20% /5 years of watermains
to be cleaned /year (currently
the Town undertakes an uni-
directional flushing program).
Target met
Maximize water
conservation
Water loss tracking to
measure revenue, non-
revenue, and lost water
Infrastructure Leakage Index
(ILI)=1
ILI = 1.07
Full system cost
recovery
Annual operating and long
term capital fully funded
through rate revenues
Town started the water meter
replacement program in 2014.
Since then approximately 4500
meters were replaced.
Annual consumption
per household
<200 m3/year/household 208.5 m3/year/household
Wastewater
Availability of
Sewer System to
transmit flows
Private side backups
reported per year
<10 /year Average 50 sewer backups a
year
Mainline backups
reported per year
<10 /year Average 1 per year or less
Minimize risk of
discharge of
untreated
Sewer main breaks/spill
to environment
Zero /year Average 1 every 5 year or less
Pumping station
sewage by-pass/spill to
environment
Zero Target met
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Functional Area Service Level Performance Metric Target Performance Current Performance
sewage to the
environment
CCTV inspections Inspect at least once /10years In 2018 the Town started a CCTV
Inspections program. The budget
for this program is $400,000.00
/year,
Infrastructure integrity Zero structural failures /year Based on CCTV Inspections
Maximize sewer
transmission
capacity and
system efficiency
Under review Under review N/A
Stormwater Provide flood
free roadways
Number of road
closures due to flooding
<10 /year 0 /year
Catch basin cleaning on
four (4) years cycle
25% per year 25% a year -- $90,000 a year for
Catch Basin Cleaning
Roads
Traffic congestion
and network
usability
Number of traffic
related complaints
<10 complaints/year <5 complaints/year
Intersection signal
optimization
100% annually reviewed Signal optimization is done only
when there is a need. This can be
changed to be done annually
Update Pavement
Quality Index (PQI)
Updated max 5 year cycle Updated every 3 to 5 years
Road condition
and driver
experience
Update Pavement
Quality Index (PQI)
Updated max 5 year cycle Updated every 3 to 5 years
Average PQI Network average 65 Network average 65 as the
approved standard service level
Solid Waste
Waste is
collected prior to
end of set out
day
Number of late/missed
pickup calls
<50 calls/year 68 calls/year -- 27 late calls, 41
missed calls
Maximize recycle
material recovery
rate
Minimize over
compaction of blue box
material
>95% of loads have less than
2:1 compaction
93.6% of loads have less than
2.5:1 compaction
Moving to zero
waste
Average annual
collection per
household
< 200 kg/year 373 kg/year
Facilities
Facilities are
available to meet
community and
programming
needs
Number of unplanned
facility shut downs per
year (all locations)
< 10 /year 0 /year
Public enjoyment
of pool facilities
Meet public health
reporting requirements
100% compliance 100% compliance
Meet equipment
maintenance schedules
100% of planned
maintenance completed
100% of planned maintenance
completed
Public enjoyment
of ice facilities
Meet equipment
maintenance schedules
100% of planned
maintenance completed
100% of planned maintenance
completed
General
acceptability of
facilities
Frequency of cleaning Meet planned cleaning
schedules 95% of time
Target met
Cleaning effectiveness Minimum quarterly
management inspections per
facility
Target met
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Functional Area Service Level Performance Metric Target Performance Current Performance
Environmental comfort <10 complaints/year Target met
Minimization of
carbon footprint
Provincial regulations,
public, economics,
environmental
sustainability
% reduction in the town’s
total facility energy
consumption per year
1% reduction per year
Parking Lots
Parking lots are
maintained
User expectation,
health, economics
Average % of parking lot
spaces unavailable for use
each year
Completion of 100% of planned
maintenance
Sufficient parking
availability
User expectation Number of times per year
that parking lot demand
exceeds capacity
Parking lot demand exceeds
availability capacity no more than
5 times per year
General
acceptability of
town parking lots
Public, users,
legislation, economics,
sustainability
<5 complaints/yr Minimum quarterly management
inspections per facility
<10 complaints/yr
Fleet
Maximize
equipment up
time
Number of unplanned
maintenance events
<4 /asset/year 8/asset/year (for fleet 3 years or
older)
Number of planned
maintenance events
<7 /asset/year 7/asset/year
Average time per
service event
<3 hours 4 hours
Maximize
equipment
capital and
maintenance
investment
Asset replacement
target
As per planned asset life
cycle or >10% value of
maintenance cost per year
N/A
Machinery &
Equipment
Maximize
equipment up
time
Number of unplanned
maintenance events
<4 /asset/year 8/asset/year (for fleet 3 years or
older)
Number of planned
maintenance events
<7 /asset/year 7/asset/year
Average time per
service event
<3 hours 4 hours
Maximize
equipment
capital and
maintenance
investment
Asset replacement
target
As per planned asset life
cycle or >10% value of
maintenance cost per year
N/A
IT & telecom
Network
availability
Percentage of time
network is available
99.9% Target met
Parks Services
High quality
facilities are
available to meet
community
needs, public
employment and
general
acceptability of
facilities
Number of unplanned
maintenance events
≤10/year overall parks
system
Target met
Number of planned
maintenance events
As per parks service level
standards
Target met
Frequency of
maintenance and repair
Meet planned maintenance
and repairs 95% of the time
Target met
Facility inspections /
effectiveness
Minimum 12 per asset /year Target met
Adherence to
maintenance /repair
standards
≤20 complaints/year
Target met
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Functional Area Service Level Performance Metric Target Performance Current Performance
Urban Forestry
Services
Street trees and
woodlots remain
in safe condition
limiting public
risk
Number of unplanned
maintenance events
≤30 /year/variable due to
environmental conditions
Target met
Number of planned
maintenance events
As per urban forestry policy Target met
Respond to
emergency
forestry issues
Frequency of
maintenance and repair
Meet planned maintenance
functions 95% of the time
Target met
Routine
maintenance of
street tree
inventory
Effectiveness Limit &mitigate public liability
issues ≤ 24 hours after
detection
Target met
Process work orders
and customer
communication in a
timely fashion
≤ 3 days Target met
STATE OF LOCAL INFRASTRUCTURE
Annually, as part of their operations, Departments conduct a general assessment of the condition of their assets.
This general assessment is used in the development of priorities for the current year budget. More detailed and
broad condition assessments are completed on a cyclical basis based on industry standards for the asset class. For
the purpose of Asset Management planning, asset condition information will be updated when the broad
assessments are completed for each functional area.
An overall condition assessment as of December 31, 2017 is provided.
Functional
Area
Asset Type Inventory / Quantity
/ Extent
Financial
Accounting
Valuation
Replacement Cost
Valuation
Average
Asset
Age
(Years)
Estimated
Average
Useful Life
(Years)
Overall
Asset
Condi-
tion
Watermain
Water Mains 216.6 kilometers $56,042,584.77 $203,027,001 23.8 67.0 Good
Water Valves 4152 valves $3,120,616.69 $7,204,581 22.5 30.0 Poor
Underground
Enclosures 665 enclosures
$2,394,239.77
$6,218,077 22.7 50.0 Good
Fire Hydrants 1479 hydrants $3,994,084.37 $6,980,753 22.5 30.0 Fair
Service
Connections 15063 services $5,366,053.02 $19,111,335 26.4 67.0 Fair
Bulkwater filling
station 1 $56,841.52
$ 20 19 Very
good
Booster Stations 1 station $94,556 $167,384 19.8 30.0 Fair
Wastewater
Sewers 188.9 kilometers $42,324,148.76 $240,378,285 30.5 67.0 Good
Maintenance
Chambers 2778 chambers $14,369,062 $39,556,321 30.1 50.0 Fair
Laterals 14445 laterals $6,213,658.46 $21,906,822 27.7 67.0 Good
Equalization
Tanks 2 tank $290,354.10 $751,217 23.0 50.0 Good
Pumping Stations 6 stations $781,600 $1,347,625 15.3 30.0 Fair
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Stormwater
Sewers 217.8 kilometers $52,462,065.26 $187,206,528 24.9 67.0 Good
Maintenance
Chambers 2747 chambers $10,824,153 $27,584,618 25.8 50.0 Good
Catchbasins 4951 catchbasins $8,444,225.46 $21,949,932 24.2 50.0 Fair
Laterals 11010 laterals $5,399,082 $19,266,201 24.8 67.0 Good
Oil Grit
Separators 30 filters $1,115,573 $1,924,969 10.6 30.0 Very
Good
Cleanouts 12 cleanouts $5,541.05 $14,121 25.0 50.0 Very
Good
Headwalls 225 headwalls $1,138,420 $2,901,187 24.8 50.0 Good
SWM Ponds 64 ponds $13,539,340 $17,692,402.31 22.0 25.0 Fair
Equalization
Tanks 32 tanks $2,370,458 $5,647,558 29.6 55.0 Fair
Bridges & Culverts 161 crossings $6,889,954 $12,293,809 24.3
Inspected
every 2
years
Fair
Roads
Pavement &
Curbs
193.9 centerline
kilometers $68,634,324 $121,892,876 22.8
Pavement
inspected
every 3-5
years
Fair
Pedestrian Paths 205.2kilometers $10,013,610 $17,726,236 20.8 30.0 Poor
Road Luminaires 4813 luminaires $11,043,075 $16,687,957 17.6 20.0 Very
Good
Signage 6918 signs $387,044 $687,376 22.6
Reflectivity
Test
Conducted
Annually
Good
Traffic Signals 16 signal
intersections $1,220,172 $1,487,383 20.9
Inspection
conducted
bi-annually
(fall and
spring)
Very
Good
Solid Waste contracted service N/A N/A N/A N/A N/A
Facilities 21 facilities and
buildings $97,526,209.03 $240,888,230.54 28.7 28.3 Fair
Parking Lots 26 parking lots $6,692,987 $16,531,574.23 28.7 27.5 Fair
Fleet
Approximately 90
vehicles and related
pieces
$9,993,889 11,802,733 4.6 9.8 Fair
Machinery &
Equipment
Various pieces $8,377,041 9,463,672 5.2 8.5 Poor
IT & Telecom
Equipment N/A 4.5 7.0 Good
Land,
Parkland &
Land
Improve-
ments
● 700 acres of
combined open
space and parkland
● land associated
with each Municipal
Facility
● land maintained
for environmental
purposes
● 57 kilometers of
off-road trails.
$22,773,729 $41,702,132 10.5 28.09 Good
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Age to Useful Life Ratio (PQI Range) Condition
90 to 100 Excellent
70 to 89 Good
50 to 69 Fair
30 to 49 Poor
0 to 29 End of Life
ASSET INVENTORY AND VALUATION
Assets have been inventoried in compliance with accounting standards which provide for a statement of assets
owned, a simple life cycle assessment, historic costs, and an annual depreciation value that complies with regulatory
reporting requirements and provides one basis to forecast for asset replacement.
However, the accounting records are not an asset management plan and have a number of shortfalls that hinder its
usefulness for sustainable asset management. These include historic cost valuation which does not account for
current replacement costs, asset condition factors, or changes in materials and technology which influences asset
life and performance.
The asset list developed for financial accounting does however provide an accurate foundation of what is owned
and is the base information for the development and support of the overlaying asset management strategies. The
following is a summary of the asset inventory.
ASSET CONDITION AND PERFORMANCE ASSESSMENT
Specific condition and performance techniques are applied to each asset class based on the nature of the asset, and
the criticality and risk associated with the asset. The following table outlines the assessments applied to each asset
class based on three categories of condition assessment, performance assessment, and risk assessment.
Functional
Area
Condition Assessment Approach Performance Assessment Approach Risk Management Approach
Water
System
Based on the number of watermain
breaks per year
Water quality and chlorine residual
monitoring.
Pressure monitoring.
Water loss monitoring.
Proactive maintenance and replacement
to manage risk of failure and maintain
performance
Routine testing to ensure water quality
Material and age based evaluation
Wastewater
system
Visual inspection via CCTV Inflow/infiltration studies, smoke and
dye testing
Leak tracking through CCTV
Proactive maintenance and replacement
to manage risk of failure and maintain
performance
Material and age based evaluation
Stormwater
System
Visual inspection of pipes via CCTV
Visual inspection of ponds and
separators
Discharge water quality assessments
Design capacity assessments
Proactive maintenance
Technical studies to assess overall system
priorities
Roads
System
Routine road patrols for emerging
and acute condition deficiencies.
Pavement Quality Index rating
system to priorities replacements.
Traffic capacity studies Traffic capacity studies
Solid Waste No assets in this class Compliance with contract terms Compliance with contract terms
Public education and promotion programs
Facilities Visual inspections as per the ASTM
standard.
Testing and monitoring programs
Energy usage tracking
Reliability centred maintenance practices
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Functional
Area
Condition Assessment Approach Performance Assessment Approach Risk Management Approach
Feedback from facility operators Equipment age and obsolescence.
Application of the ASTM standard.
Undertaking of regular facility condition
assessments
Parking Lots Visual inspections Parking lot general conditions
observed such as cracking, etc.
Proactive maintenance
Routine condition assessments
undertaken
Fleet Scheduled maintenance program
with condition assessment
Benchmark to expected service level
from equipment
Age, repair history, type of use, public and
employee safety
Machinery &
Equipment
Scheduled maintenance program
with condition assessment
Benchmark to expected service level
from equipment
Age, repair history, down time
Parks Planned monthly visual inspections expected service life cycling of
individual asset
Proactive maintenance and repair to
maintain users safety and manage risks
and maintain performance over asset life
span
The following summarizes the overall asset score based on a letter grading scheme. As this rating applies to differing
asset classes, consideration may be given to all or some of the rating targets based on the evaluation team’s
familiarity and knowledge of the assets being rated. This approach is applied to each class as a general rating,
however, there will be assets within each sub-class that will rate higher or lower than the reported score. Detailed
asset replacement plans are maintained as supporting documentation to these summaries and are updated on
regular basis.
Score
Description
A Asset has at least 80 percent of useful life remaining.
Performance maintained to 90 percent or greater of design level.
Energy efficiency within 90 percent of current market availability for similar equipment.
Maintenance costs less than 5 percent of asset book value per year
Asset in overall excellent condition
B Asset has at least 75 percent of useful life remaining.
Performance maintained to 80 percent or less of design level.
Energy efficiency within 75 percent of current market availability for similar equipment.
Maintenance costs 5-10 percent of asset book value per year
Asset in overall good condition
C Asset has at least 50 percent of useful life remaining.
Performance maintained to 70 percent or less of design level.
Energy efficiency within 50 percent of current market availability for similar equipment.
Maintenance costs 5-10 percent of asset book value per year
Asset in overall moderate condition
D Asset has at least 25 percent of useful life remaining.
Performance maintained to 50 percent or less of design level.
Energy efficiency within 40 percent of current market availability for similar equipment.
Maintenance costs 10-20 percent of asset book value per year
Asset in overall poor condition
E Asset has reached the end of its life.
Expected useful life.
Performance does not meet intended design level.
Energy efficiency less than 40 percent of current market availability for similar equipment.
Maintenance costs exceed 20 percent of asset book value per year
Asset in overall poor to unserviceable condition
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ASSET RATING SUMMARY
The following table summarizes the asset rating for each asset sub-class.
Asset Class/Sub-Class Score Future Considerations
Water
Water Mains B Continue with CCTV and relining program
Pumping Stations C The maintenance of pumping station is conducted by a specialized contractor.
Valves/chambers/PRV C Perform detailed valve performance assessment and prioritize replacements
Fire Hydrants B
Commercial Meters C
Residential Meters E Majority exceeding design life and vulnerable to failure. Approximately 4500
meters were replaced in the last 5 years. The program will continue through 2018
and 2019,
Wastewater
Mains B Continue with relining and CCTV program
Manholes C Continue with inspections and relining as warranted
Laterals D Continue to maintain the public side and facilitate the inspection on private side,
subject to owner cost.
Pumping Stations C The maintenance of the pumping stations is conducted by a specialized contractor.
Forcemains C Confirm inspection schedule for forcemains and siphons
Stormwater
pipes B Review inspection program and update condition assessments
catchbasins C Review cleaning program and update condition assessments. Commencing a four
year cleaning cycle, 25% each year, full inspection of inventory.
manholes C Review inspection program and update condition assessments. Continue with in
house condition assessments.
Outfalls/headwalls D Review inspection program and update condition assessments
Ditches/culverts C Review inspection program and update condition assessments
Oil/grit separators C Review inspection program and update condition assessments
Storm ponds C Initiate recommendations from updated masterplan
Roads
Pavement/curbs B Consider alternative condition assessment approaches to augment PQI program
and potentially reduce life cycle costs. Step up annual crack sealing to conform to
PQI and stated road surface service life cycle.
Sidewalks B Annual inspection and maintenance program using external contractor and
sidewalk software program commencing in 2018 to meet requirements of O.Reg.
239/02 Provincial Minimum Maintenance Service Level Standards
Bridges B Maintain compliance with inspection requirements
Multiuse paths B Review service levels and community needs
Street lights B Retrofitted to LED Town-wide
Solid Waste
Fleet D In year 7 of 10 year contract. Initiate scope for retender. Entered into new contract
with N6 Municipalities in 2018.
Facilities
Foundation, Superstructure C Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Exterior Walls, Windows &
Doors
C Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Roof Coverings B Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Ice Rink Systems B Review program maintenance and upgrade schedules
Pool systems B Review program maintenance and upgrade schedules
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Asset Class/Sub-Class Score Future Considerations
HVAC C Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Mechanical C Phase 1 energy retrofit program nearing completion
Electrical B Phase 1 energy retrofit program nearing completion
Plumbing/Water Distribution B Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Elevators C Third party assessment recently completed, required ongoing maintenance and
multi-year capital repair and replacement plan defined.
Fire Protection B Review status relative to industry advancements; multiple updates have been
undertaken to date.
Security & Communication
Systems
B Review status relative to industry advancements
Accessibility C A town wide accessibility assessment has been completed and the recommended
facility enhancements are being implemented over the short term.
Parking Lots
Parking pavement D Majority of parking lots at end of useful life; scheduled to be replaced over short to
medium term based upon priority and funding availability.
Lighting B Most parking lot lighting has recently been converted to LED lighting.
Sidewalks D Majority of parking lots at end of useful life; scheduled to be replaced over short to
medium term based upon priority and funding availability.
Curbs & Gutters D Majority of parking lots at end of useful life; scheduled to be replaced over short to
medium term based upon priority and funding availability.
Fleet
Light duty vehicles B
Heavy duty vehicles C
Tractors/loaders C
Machinery & Equipment
Small equipment B
Information Technology
Equipment B
Majority of IT equipment with at least 50% useful life remaining. Assets are
reviewed annually. As part of this process, assets with increasing repairs are
candidates for early replacement.
Telecom Equipment D Telecom Equipment and Infrastructure has reached its maximum useful life and has
been identified as needing replacement in 2019.
Parks
Playground equipment C Majority within useful life of at least 50% remaining, major review of asset on an
annual basis
Trails/Bridges B Maintain compliance with inspection requirements and annual maintenance
program
Sports fields/pathway lighting C Maintain industry standards for lighting levels, review performance and assessment
of latest LED sport field lighting equipment for potential future retrofit
Outdoor sports facilities and
courts
C Sports facilities generally compliant with industry standards, continue to monitor
and maintain and retrofit facilities in accordance with life cycling schedule
Park pavilions / shelters /
washroom facilities / out
buildings
C Majority within useful life of at least 50% remaining, major review of asset on an
annual basis , continue to monitor assets falling below “B” rating and update
replacement forecast as required
Line fences D Significant deterioration in many areas and end of useful service life particularly
where fence lines exceed 30 years
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ASSET MANAGEMENT STRATEGY - NEEDS ANALYSIS
FUTURE DEMANDS AND GAP ANALYSIS
Future asset demands are driven by community growth pressures, obsolescence, changes to technology, and
economic changes in the broader environment. These demands are typically forecasted through various studies and
planning exercises from which the demand for new infrastructure is identified. Studies are also completed for various
assets in order to assess their current condition and operational/maintenance needs. All of this information is used
to develop the various operational, maintenance and capital plans. The following table provides a summary of the
key study & planning documents utilized by the town for this purpose.
Study / Plan Assets Affected Comments
Transportation Master Plan Road network
Sidewalks/multiuse paths
Intersections/traffic lights
Plan is updated on a 5 year cycle and identifies capacity
constraints and infrastructure gaps. Growth related needs are
reported in Development Charges Background Study and 10 yr
capital plan
Water/wastewater hydraulic
modeling
Water system
Wastewater system
Periodic model updates identify system constraints in growth
areas that are captured in DC background study and 10 yr
capital plan
Stormwater Master Plan Stormwater system Updated every 5 years and identified maintenance and growth
related impacts to existing asset base as well as opportunities
for effluent improvement based on changes to technology and
regulations. Projects captured in 10 yr capital plan, Develop
and fund an annual inspection and maintenance program to
ensure continued functionality of SWM Ponds and retain an
external consultant to develop this plan.
Pavement Condition Assessment Road network Pavement inspection consists off identification, classification
and measurement of individual pavement distresses. The
Pavement Quality Index (PQI) provides an overall indication of
the condition of a pavement with regard to present and future
service to the user. The PQI incorporates pavement roughness
measurements and surface distresses (type, quantity, severity)
The PQI system uses a 0 to 100 (Failed to Excellent) scale to
describe pavement condition. The Town’s approved standard
service level for the roads system is maintaining an average PQI
of 65. The Town’s current protocol calls for the local street
system to be re-inspected on a regular cycle (every 3 to 5
years).
Sidewalk and Blvd condition
assessment
Sidewalks, Blvd and
multiuse paths
Annual inspections form basis for annual maintenance and
repairs. External Service provider to conduct annual inspection
and maintenance plan
Parks and Recreation Master Plan Parks and Facilities Growth related facilities identified in plan and captured in DC
background study and 10 yr capital plan, Updated on 5yr. cycle
Trails Master Plan Trails Growth related facilities identified in plan and captured in DC
background study and 10 yr capital plan
Official Plan Roads
Water/wastewater/storm
Solid waste
facilities
Growth related facilities identified in plan and captured in DC
background study and 10 yr capital plan
Subdivision related development results in assumption of
developer constructed assets
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Study / Plan Assets Affected Comments
Promenade Study Roads, sidewalks, lighting Community based plan to improve downtown character in
support of economic revitalization. Projects defined in study
captured in DC study and 10 yr capital plan
Fleet management report Fleet No formal management plan to guide decision making.
Lifcycling of vehicles revised in 2018 to reflect operational
needs and to minimize down time and repair expenditures
Replacement requirements captured in DC background study
and 10 yr capital plan.
Winter Maintenance Management
Plan
Roads
Fleet
Updated on 5 yr cycle. Provides direction of snow
management, asset impacts and maintenance requirements.
Capital requirements captured in 10 yr capital plan
IT Strategic Plan Information Technology &
Telecom Equipment
Updated on a 5 year cycle. Provides direction on technology
governance, infrastructure planning, life cycle targets, asset
service levels, user technology needs and relevant studies.
Integrated Solid Waste Master Plan Waste Collection Focus on reducing waste generation and operating/capital
costs of program. Minimal asset impact due to contracted
services, however drives initiatives that improve overall system
performance and long term collection targets
OPERATIONS AND MAINTENANCE STRATEGY
The operations and maintenance strategy provides guidance for these functions resulting in the development of an
annual work plan and operating/maintenance budget. The strategic objectives for O&M are:
Provide adequate capacity to balance user service level expectations with cost for new infrastructure
Maintain public health and safety as a priority
Invest based on life cycle awareness of extending the useful life at the optimal cost while meeting desired service
levels
Recommend asset replacement when O&M costs exceed target thresholds for sustainable operation.
Consider both demand side and supply side capacity management opportunities when investing O&M dollars
(i.e. fixing leaks before building more pipes)
Consider sustainability and environmental opportunities in O&M decisions where appropriate
Consider emergency response planning requirements and alternative operating modes in response to known
emergency conditions.
Ensure adequate skills are available through training and mentorship
Ensure systems are in place to support data management and O&M recording and reporting to assist in long
term asset decision making
Periodically review asset functionality to ensure intended purpose is met
Focus on proactive maintenance planning and execution through use of maintenance management software
Identify appropriate mode of operation based upon asset class (RCM, run to failure, risk based redundancy etc.)
Define standard work flow and work procedures for improved consistency and efficiency
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OVERVIEW OF RISKS ASSOCIATED WITH STRATEGY
The largest risk in generating expected service levels are financial in nature. The achievment of a desired level of
service is dependent upon resource availability. Historically and currently the town has not had sufficient resources
to meet service level expectations, resulting in the town regularly experiencing infrastructure deficits. Other risks
relate to the town’s potential required unplanned action stemming from updated engineering and other study
results. In addition, because different vendors are utilized for study updates, the risk of uncomparable assessment
results being received exist. The town is exploring the possibility of a long term agreement so that there is more
consistency in the studies with the same vendor providing the updates.
OPTION ANALYSIS
The options for expected level of service must be compared based on:
1. Lifecycle cost - total cost of constructing, maintaining, renewing, and operating an infrastructure asset
throughout its service life;
2. Future costs - must be discounted and inflation must be incorporated;
3. All other relevant direct/indirect costs and benefits associated with each option - i.e. municipal wellbeing
and health, amenity value, value of culturally or historically significant sites, municipal image.
The expected levels of service are captured in the Appendix. Based upon the projected levels of growth for the Town,
the town does not foresee significant changes in service levels and as a result, a more comprehensive option analysis
was not required. These expected service levels have been incorporated in the current financial forecast.
FINANCING STRATEGY - PROGRAM DEVELOPMENT
OPERATIONS PLAN AND FINANCIAL STRATEGY
The primary objective in regards to the town’s operations plan is to develop an operations & maintenance (O&M)
program that meets the short to intermediate needs of the town’s existing assets while maintaining a relatively
stable annual cost profile. This objective’s goal is to allow for the effective maintenance of the town’s assets while
minimizing the disruptive impact of wide swings in annual operating budget requirements. Achieving stability in this
annual cost profile helps to minimize the impact to the tax rate from costs of this nature in any given year. The
current approach to developing the operations plan is as follows:
Assess the O&M needs for each of the asset classes
Establish a funding target that balances level of service requirements with asset condition/serviceability
Monitor annual effectiveness of O&M program to meet set criteria
Forecast budget adjustments in out years as needed to maintain service level/O&M program balance
Identify anomalous expenditure requirements for inclusion in the 10 year capital plan
Identify the importance of the O&M in the life cycle of an asset
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Recognize that a 10-year capital replacement plan for any asset is based on the underlying regular
maintenance work for that asset and identify the required/necessary O&M funds for this (e.g. crack sealing,
side walk maintenance and repairs catch basin restoration and curb & gutter repairs O&M needs/funding to
maintain the approved minimum standard level of service for the Town’s road system or the on-going O&M
need for the underground infrastructure)
CAPITAL PLAN AND FINANCIAL STRATEGY
The Town’s capital plan is presently forecasted over a 10 year time horizon and is reported through a corporate
financial planning document referred to as the 10 Year Capital Investment Plan. In this plan’s development, the
assurance of sufficient project delivery capacity and applicable reserve health over the intermediate to long term is
a cornerstone of its financial strategy. All future year requirements have been indexed as per the most recently
available inflation rate projections. The capital planning process is as follows:
Review all master plans and other study results to ensure continued alignment with ten year capital plan
Review existing capital plan as per established capital asset service standard targets and in consideration of all
other applicable key R&R decision point variables
o For example, for linear assets, review forecasted construction year based on asset life, condition,
growth pressures, maintenance record, coordination the related assets, risk considerations, and
corporate priorities
Make necessary annual priority adjustments
Verify in year projects through condition and performance review and defer projects that can be extended
without long term impact to asset value and produce an economic benefit by deferral
Review forecast cost estimates
Assign appropriate funding sources
Review overall cash flow impact with an intent of ensuring the ongoing financial health of applicable
contributing reserves or, ensure alternative funding strategy in place in the event of insufficient funding
availability. If required, planned capital project work will be adjusted accordingly based upon priorities.
As part of reserve health analysis staff will define the required level of reserve fund replenishing contributions
that are necessary in order to maintain desired reserve financial health. If required contribution is not financially
feasible, will trigger adjustment of capital plan accordingly.
Recommend overall 10 year forecast and in year capital projects for Council acceptance and general support
RISK MANAGEMENT
Risk management is currently applied in an informal manner except for in the case of water supply which is
evaluated as per Drinking Water Quality Management System requirements. Future plans include the
development of a risk based prioritization plan for the town’s various asset classes and a progression toward risk
registries for each asset sub-class. This will ensure that known risks are recognized and appropriate risk
management techniques employed as necessary to both protect public health and safety and mitigation of risks in
accordance with corporate tolerance.
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EXPENDITURE ANALYSIS
YEAR
NON-
INFRASTRUCTURE
SOLUTIONS
CULTURAL
SERVICES
ACTIVITIES
MAINTENANCE
ACTIVITIES
RENEWAL/REHABILITATION
ACTIVITIES
REPLACEMENT
ACTIVITIES
DISPOSAL
ACTIVITIES
EXPANSION
ACTIVITIES
TOTAL
AMOUNT APPROVED BUDGET 2017 350,000 100,000 5,271,400 3,697,200 7,881,900 768,900 15,556,700 33,331,000
2018 605,000 115,000 5,511,500 7,155,822 10,926,307 987,322 23,453,246 48,844,197
2019 980,000 110,000 5,511,500 4,178,555 5,245,510 567,146 48,377,550 64,970,260 EXPENDITURE FORECASTS 2020 1,090,000 20,000 5,769,600 5,563,873 12,060,933 2,613,902 3,233,70 30,352,008
2021 300,000 110,000 6,033,500 4,879,816 11,266,966 1,108,647 43,490,450 67,189,378
2022 32,100 135,000 6,184,900 4,838,674 6,842,168 1,044,912 4,532,240 23,609,933
2023 880,700 100,000 6,335,900 2,631,227 6,285,017 732,467 5,681,900 22,647,210
2024 450,500 110,000 6,391,800 3,343,731 8,986,366 1,396,871 5,094,230 25,773,498
2025 282,200 100,000 6,447,400 3,386,550 6,598,325 964,372 8,009,310 25,788,157
2026 58,300 115,000 6,503,400 3,548,363 5,828,150 966,898 96,000 17,116,111
2027 125,000 40,000 6,559,000 3,291,260 7,470,615 1,477,098 96,000 19,058,973
2028 100,000 10,000 6,624,600 643,000 7,295,932 751,076 96,000 15,520,608
2029 44,000 - 6,692,500 1,424,000 3,997,700 510,400 2,000,000 14,668,600
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REVENUE ANALYSIS
YEAR
SPECIAL
PURPOSE
RESERVES
REPAIR &
REPLACEME
NT RESERVE
GROWTH &
NEW
RESERVE
WATER /
SEWER /
STORM
RESERVES
STUDIES &
OTHER DEVELOPMENT
CHARGES GRANTS EXTERNAL
FUNDING
OPERATING
BUDGET
OTHER
REVENUE TOTAL
AMOUNT ACTUAL 2017 3,028,900 4,755,900 1,106,500 4,822,40
0 35,000 8,757,900 1,803,700 3,669,200 5,271,400 60,000 33,331,000
2018 1,702,135 10,965,426 271,780 5,318,38
5 448,334 12,155,831 2,472,306 7,044,500 5,551,500 1,100,000 46,990,197
2019 13,103,100 4,116,210 2,004,300 4,510,00
0 880,000 11,075,250 1,115,000 13,500,000 5,511,500 10,200,000 66,050,360 REVENUE FORECASTS 2020 484,100 8,760,097 226,900 8,448,000 1,090,000 2,757,700 2,795,612 - 5,769,600 20,000 24,582,409
2021 646,050 12,769,218 4,852,553 1,450,598 200,000 38,341,848 2,795,612 - 6,033,500 100,000 67,189,379
2022 500,550 7,189,141 459,320 2,506,000 32,100 3,942,270 2,795,612 - 6,184,900 100,000 23,709,893
2023 222,620 4,370,508 1,218,180 2,555,322 807,967 4,241,100 2,795,612 - 6,184,900 100,000 22,647,209
2024 270,860 7,360,644 70,255 3,570,712 250,500 4,963,115 2,795,612 - 6,391,800 100,000 25,773,498
2025 150,380 6,341,527 104,990 1,812,108 282,200 7,753,940 2,795,612 - 6,447,400 100,000 25,778,157
2026 48,000 4,332,034 63,000 3,215,765 58,300 - 2,795,612 - 6,503,400 100,000 17,116,111
2027 48,000 6,029,688 48,000 3,413,673 125,000 - 2,795,612 - 6,559,000 40,000 19,058,973
2028 48,000 5,451,096 58,000 443,300 100,000 - 2,795,612 - 6,624,600 - 15,520,608
2029 - 1,336,488 - 1,800,000 44,000 820,000 2,795,612 - 6,692,500 13,488,600
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KEY ASSUMPTIONS
Asset Management Plan forecasts are based upon projected growth and levels of service as they exist at the time of
the plan’s update. Key assumptions made included the following:
Assume that the municipality will continue to receive gas tax grant indefinitely;
Assume that the municipality will continue to receive the Ontario Capital Infrastructure Fund (OCIF) grant
indefinitely;
Assume that the municipality will fully collect planned development charge revenue;
Assume that the municipality will be able to increase its tax Levy allocation towards its Reserves by
approximately one percent per annum; and
Where inflation was deemed appropriate, an inflation rate of 2% for 2018 and on-going was utilized
PROGRAM DELIVERY
PROJECT PROCUREMENT
Both operating and capital funded programs follow the same project procurement process which complies with the
town’s purchasing and financial reporting requirements. All linear asset project procurement is managed through a
centralized procurement resource where a common set of standards, procedures and templates are employed. Any
related processes are well documented and reviewed on a regular basis and involve the cooperation of various
support departments for execution.
Project procurement follows these steps:
Timing Previous year Current year
Q1 - Tender preparation and issuance
Q2 Dept’l review & update of 10 year capital plan Project start
Q2 Upcoming year’s capital projects determined Project execution
Q3 Senior management review and prioritization of upcoming
year’s projects -
Q3 – Q4 Upcoming year’s capital project budget presentation and
approval by council Project closeout or carry forward as required
EFFECTIVENESS REVIEW
The town’s linear asset management is delivered with the support from Operations Services (Roads, Water and
Waste Water), the Engineering and Capital Delivery Division, as well as from other areas of the corporation. Linear
assets are overseen by an asset management steering group which was established as an asset management core
function in 2011. This group’s capacity has been slowly developing over time. The current linear asset management
structure is as follows:
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The support functions have not all been formalized at this point but are performed to varying degrees based on risk
and priority. These functions are performed by the various designated staff with reporting occurring on an as
required basis. The asset management project team consists of three staff in Engineering and Capital Delivery
Division and Financial Analysts from Financial Services that work closely together to support asset related functions.
The central application is currently Maximo with plans to expand into other asset areas both through further
development of this tool and augmentation with additional practices based on continuous improvement
opportunities.
Overall, the town’s Capital Asset Management Steering Committee (CAMSC) which includes representation from
every major asset category within the town’s ownership oversee the town’s capital asset management framework.
The CAMSC coordinates the on-going maintenance of the Town’s asset management plan; as well as, any other
overarching asset management processes and procedures. This group is also responsible for ensuring the town’s
on-going compliance with all applicable provincial capital asset management requirements. This group strives to
maximize synergies that can be achieved across capital asset categories. CAMSC will meet on a quarterly basis;
additional meetings of the committee will be called as required.
The Engineering & Capital Delivery Division provides overall guidance and direction specifically in regards to the
linear asset management plan. The Engineering & Capital Delivery Division undertakes linear asset related
discussions twice a month and reviews each of these asset category needs and priorities at least twice a year. Specific
discussions also occur throughout the year as required. Topics include budget reviews, reserve fund reviews, annual
capital project prioritization and scheduling reviews, risk management reviews, environmental scan and industry
opportunity reviews.
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For the purposes of achieving projected asset life cycles ,The Roads, Water and Waste Water Division provides
overall guidance and direction on all ongoing maintenance related operational needs including annual condition
assessments following asset inventory , Sidewalks , Curbs/Gutters, Storm Water Catch Basins , Manholes , Sanitary
Sewer and Storm Sewer systems , Operations staff are engaged in the collection and recording of condition
assessment data that is required to inform annual maintenance and repair budgets . Operations will prepare annual
infrastructure maintenance programs and will be the primary division for implementing, supervising and
administering infrastructure repair and maintenance contracts
In regards to the town’s IT and telecom equipment asset management plan, the Executive Information Technology
Steering Committee (EITSC) performs a similar function to that the Linear Asset Management Steering Group. The
EITSC committee was formed in 2009, recognizing the need to prioritize and support the strategic functions of IT
Services. The committee currently meets quarterly . The committee’s role is multifaceted. The following
summarizes the group’s intent:
1. To reinforce the application of the agreed upon IT principles in all IT decision making;
2. To provide direction and strategic leadership for the use of IT at Aurora and ensure IT decision making is
aligned with corporate goals;
3. To review and prioritize technology dependant projects and resolve resource allocation issues;
4. Facilitate better corporate use (and re-use) of technology systems and corporate resources;
5. Ensure open communications and partnership between the IT division and the other work units of the
town so as to promote collaboration;
6. Act as a conduit for information to other management levels within the Town to ensure that the decisions
and rationale for priorities and resource allocation (funding) are communicated to all departmental
staff;
7. Build a learning organization that can leverage IT knowledge and experience more effectively across the
organization;
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CONTINUOUS IMPROVEMENT STRATEGY
The continuous improvement strategy for asset management is measured against twenty four criteria that touch on
the various aspects of the plan. The purpose of this self-assessment is to identify areas where there is relative
opportunity for improvement and plan projects focused on improving the maturity level and application of the
various criteria. The following table outlines the definitions for the relative scores.
Score Description
0 not performed
1 aware of need and risk
2 informal application and undocumented processes
3 partial documented processes partial use
4 application of documented processes
5 Best practice
The following spider graph is a summary of scores for the various criteria across all asset classes. In recent years,
significant effort has been made in advancing asset management at the Town including the development of a capital
delivery process, a greater degree of focus on asset condition assessments, development and implementation of a
software data collection system to enable an improved inspections and quantification of all infrastructure in need
of maintenance or repair , Implementation of a formal sidewalk and boulevard inspection/maintenance
program,quality management systems for water supply, development of salt management plan for environmental
sustainability, completion of an asset registry, implementation of asset and work management system, development
of first level key performance indicators, digitization and categorization of all linear asset related drawings.
0
1
2
3
4
5AM policy
AM StrategyAM Plans
Strategic Long…
Data Management…
AM roles/practices
KPI's
Demand Forecasting
Levels of Service
Asset Register Data
Asset Condition…Risk Management
Decision Making…
Operational PlanMaintenance Plan
Capital Plan
Financial Reporting
Financial…
Information Systems
Quality Management
Improvement…
sustainabilty…
Asset handover plancapital delivery…
Continuous Improvement Rating
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APPENDIX 1 – ASSET MANAGEMENT STRATEGIES
ROADS
INVENTORY: There are approximately 193.9 centerline kilometers of roads within the Town of
Aurora or approximately 398 lane-kilometers of roadways.
ANTICIPATED ASSET LIFE
CYCLE:
The useful life of transportation infrastructure ranges from 15 to 50 years. The
useful life of road infrastructure is dependent on the type of surface, climate
conditions, and level of service.
Arterial – 33 years
Collector – 34 years
Local – 36 years
INTEGRATED: Roads are integrated with other buried assets located in the utility corridor such as:
water, sewer, storm sewers, hydro, telephone, natural gas and cable. They have an
impact on street lighting, traffic signals and sidewalks.
REHABILITATION AND
REPLACEMENT CRITERIA:
The Town of Aurora uses AECOM’s pavement management software system
licensed for Town use. The last pavement management system study has been
completed by AECOM in October 2010 and represents a network-level analysis
intended to serve as a tool for long-term pavement improving planning.
Aurora began formal pavement management with AECOM in 2002 using AECOM’s
INFRA/PAVE software system that is based on the non-proprietary pavement
evaluation system, PCI, which is supported by the Canadian Public Works
Association (CPWA).
Aurora’s street system is comprised of flexible (asphalt) pavements that are about
two thirds Local and one third Collector or Arterial functional classification. This
breakdown is common among municipal street systems. The vast majority of local
roads have an urban cross section (curb/gutter). Local roads with rural cross
section are anticipated to be upgraded to urban cross section with their next
capital improvement.
Pavement Class – Standard Engineering Usage:
Arterial – serves primarily mobility between point A and point B
Collector – collects local traffic to feed into the Arterial system – partly
mobility and partly land access
Local – serves primarily land access
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Pavement Type - Standard Engineering Usage
Asphalt – petroleum-based asphaltic concrete or “flexible” pavement
Concrete – Portland cement concrete or “rigid” pavement
Composite – Asphalt overlay or concrete pavement
Brick – brick pavement
Paver Block – concrete blocks designed for pavement application
Gravel – unbound aggregate material
Natural – unimproved right-of-way
Pavement Age
Often, an asphalt pavement that is designed and constructed for the traffic loading
it receives can be expected to last about 15-20 years before major rehabilitation.
Experience in Ontario has shown that higher volume roads often needs resurfacing
at 15-17 years of age while subdivision roads may last for 20-22 years before the
first major rehabilitation. The average age of the Town’s pavement system is
approaching these age ranges.
In June 2015, The Town has procured Stantec’s RoadMatrix, a Commercial-of-the-
shelf pavement management software to replace the INFRA/PAVE software
system. Pavement condition data collection was done town-wide in the summer of
2015 by the Infrastructure Management Services (IMS).
The RoadMatrix software system has the ability to provide:
the overall pavement condition summary,
individual pavement condition breakdown,
future deterioration condition based on different funding scenarios (e.g.
“no funding”, “defined funding” and “required funding for maintaining
current overall condition”),
Determined 3, 5 and 10-year road capital reconstruction plans.
For the pavement data collection, IMS will use the Laser Road Surface Tester (RST),
enhanced with digital imagery and GPS capabilities. The RST, with its 11 camera
array, is capable of collecting a full suite of pavement condition data in real time,
complete with high accuracy GPS coordinates and multiple view digital images for
both rigid and flexible pavements as it traverses the Town’s roadways. An
integrated Digital Direct Condition Rating System (DDCRS) supplements the RST
data for additional distress data elements, quality assurance and inventory
information. Specialized data processing, using GIS, allows the pavement data to be
quickly checked for completeness and quality.
When completed, the 2015 pavement condition survey data will be loaded into
RoadMatrix and a pavement management report will be issued highlighting the
current roads condition, future condition based on different funding scenarios,
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estimated needs based on a 3, 5 and 10-year horizons and recommended road
treatments for each time horizon.
Pavement Management Philosophy
Managing Pavement Assets
The goal of a pavement management system is to address these seven (7)
questions with the respect to the Town’s road network.
1. What do you have and where is it?
195 centre line kilometres, or approximately 398 lane kilometres
of roadway.
1. Levels of Service
2. Pavement Inventory
-Condition assessment
-Performance prediction
3. Identification of Needs
-Multi-year planning
-Short-term planning
4. Prioritization
5. Budgeting
6. Project Design
7. Project Implementation
8. Performance Monitoring
-Multi-year planning
-Short-term planning
Project Level:
Designing and
implementing the
right treatment
Network Level:
Selecting the right
section at the right
time
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2. What is it worth?
The current replacement value of Town streets is approximately
$275 million (using an average “all in” replacement cost of
$160/sq.m).
3. What is its condition?
Measured by the Pavement Quality Index (PQI).
The average PQI for the Town of Aurora road network was PQI =
65 in 2016. Knowing and tracking the PQI allows the Town to
assess if the road network is deteriorating over time under the
current funding practices.
4. What needs to be done?
The pavement management philosophy is to: “apply the right
treatment to the right road at the right time”.
5. When do you need to do it?
A cost-benefit approach is used to identify and prioritize when
maintenance and rehabilitation (M&R) treatments should be
applied to the various road segments throughout the Town.
6. How much does it cost?
7. How do you ensure long-term affordability?
Various budget scenarios are being analyzed to determine
whether or not current or anticipated funding is sufficient to
maintain the Town’s network at an acceptable level of service.
Pavement Quality Index (PQI)
The Pavement Quality Index (PQI) rating provides an overall condition of a
pavement. It incorporates pavement roughness measurements and surface
distresses (type, quantity, severity). It is expressed on a 0 to 100 scale as illustrated
below:
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Pavement Condition vs Time
Pavement Management Systems use a cost benefit approach to identify and
prioritize when M&R treatments should be applied. Roads that are earlier on in
their deterioration trend are selected first in order to extend their lifecycle. This
way treatment options are less expensive than heavy rehabilitation or
reconstruction options.
Pavement Management Systems
A pavement management system is simply an organized process to help agencies:
Warehouse pavement information
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Assess and accurately predict pavement conditions (PQI)
Identify cost-effective strategies for preserving a pavement network
(preventive maintenance, light/heavy rehabilitation, total/full-depth
reconstruction)
Pavement management systems used in Aurora:
INFRA/PAVE (Earthtech/Aecom proprietary) used from 2002-2010
RoadMatrix (Stantec proprietary) purchased in 2015
Pavement Condition – Data Collection
Manual pavement condition ‘evaluation’ involves assessing and evaluating
apparent pavement distresses by visual observation. This methodology was used by
Aurora in 2002, 2005 and 2010. In 2015, Aurora contracted Infrastructure
Management Services (IMS) to do the “raw” data collection using their digital
survey vehicles. This high speed network level pavement condition evaluation
involves:
Digital Survey Vehicles (DSV)
Collection of high resolution right of way (ROW) images
Network level assessment where large amounts of data are collected in a
relatively short time
Safer way of collecting data
Pavement distresses are measured using laser sensors (more precise)
Pavement distresses measured and recorded: roughness, rutting,
patching, potholes, longitudinal cracking, edge cracking, block cracking,
transverse cracking, alligator cracking, ravelling and shoving
Pavement Condition – Data Processing
The raw data collected from IMS was uploaded to the pavement management
system (RoadMatrix). Using the built-in analysis tools within RoadMatirx the Town
is able to determine the overall Pavement Quality Index (PQI) rating for the road
network system. As of December 2015, the Town’s road network has a PQI of 67.8.
The pavement condition assessment has determined that the Town’s road network
is currently operating at a “Fair” level as indicated by the average overall PQI of
67.8. The network PQI Summary is shown in the table below
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Roads R&R Analysis
The maintenance and rehabilitation of Aurora’s road system follows the principles
of sustainable asset management strategy.
Move from “worst roads first” policy to a toolbox of road preservation and
rehabilitation treatments in conjunction with road reconstruction
Road reconstruction will not be given priority over preventive
maintenance
Roads as municipal assets should be seen as assets with an intrinsic value
but also with an ability to deliver a cost-effective service to the public
Maintaining the existing network PQI of 65 was approved by Council in
2017 as the standard service level for the Roads R&R Program
Scenario of PQI = 65 is run to maintain a network PQI of 6015 for 2018 and
beyond
The scenario was extended an additional 10 years to confirm long-term
stability
Based on the 10 year term, the annual average required budget is $5.3M
Pavement Management Philosophy
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REHABILITATION AND
REPLACEMENT
STRATEGY:
Using the planning parameters described above, the 10-year capital road
reconstruction and resurfacing plan is being developed. The most effective
engineering solutions for the existing pavement network may not be achievable
under budget limits, operational considerations, capacity requirements, etc. These
constraints to planning can include funding source mix, funding limitations, public
approval of projects, coordination with other infrastructure work, construction
closure limits, traffic capacity needs as well as other considerations unique to
Aurora.
LIFE CYCLE
CONSEQUENCES:
A final recommended 10-yr capital road reconstruction plan is a living document,
the result of integrated planning and iterative processes. Road Matrix provides
candidate project lists and multi-year plans with performance (PQI) and budget
impacts. Town of Aurora professional engineering staff determines the final plan
then that advances selected projects to design construction. The 10-yr Capital Road
Reconstruction Plan is part of the Town’s 10-yr Capital Investment Plan.
If road conditions and maintenance is not adequate, level of service is affected and
risks and liabilities are increased, for example: to maintain the Council approved
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level of service for the road system at PQI=65, a crack sealing program, with
required funding needs to be implemented and delivered every year. This
demonstrate very clearly the importance of the O&M program and budget in the
life cycle of the asset
INTEGRATED ASSET
PRIORITIES:
A road rehabilitation project drives the replacement of underground water and
sewer infrastructure if the infrastructure is near the end of its life cycle.
CORPORATE/CONSULTIN
G REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
Town of Aurora Pavement Management Analysis Report, 2016 (prepared by
Stantec Consulting Ltd.)
10-yr Capital Investment Plan 2018-2028
Audited Financial Statements (payment certificates)
ESTIMATED COST:
Total Cumulative Estimated 10-yr Capital Cost for repair and replacement projects
for roads and related for the period covering 2019 to 2029 is $87,962,826
WATERMAIN SYSTEMS
INVENTORY: The Town of Aurora has 219.3 kilometers of watermain
ANTICIPATED ASSET LIFE
CYCLE:
The anticipated asset lifecycle ranges between 20 and 100 years. Examples:
Watermain
o PVC – 80 years
o Ductile Iron – 67 years
o Cast Iron – 50 years
o Concrete Pressure – 100 years
Valves – 30 years
Valve Chamber Structures – 50 years
Hydrants – 30 years
Water Meters – 20 years
INTEGRATED: May be integrated with road reconstruction projects
REHABILITATION AND
REPLACEMENT CRITERIA:
Condition Assessment Approach
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Condition assessments are completed on an annual basis based on the number of
watermain breaks which will help identify optimal rehabilitation or replacement
technique..
Performance Assessment Approach
This is accomplish through:
Water quality and chlorine residual monitoring
Pressure monitoring
Water loss monitoring
Risk Assessment Approach
Proactive maintenance and replacement to manage risk of failure and maintain
performance
Routine testing to ensure water quality
Material and age based evaluation
REHABILITATION AND
REPLACEMENT STRATEGY:
Rehabilitation/renewal and expansion activities are scheduled as per the “Ten
Year Capital Investment Plan, 2019 to 2029”
LIFE CYCLE
CONSEQUENCES:
If the life cycle of the water system were reduced, the level of service is lowered
and safety may be compromised.
INTEGRATED ASSET
PRIORITIES:
A road rehabilitation project drives the replacement of underground water
system infrastructure if the said infrastructure is near the end of its life cycle.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2018-2028
Audited Financial Statements (payment certificates)
ESTIMATED COST:
Total estimated cumulative capital cost for the period covering 2019 to 2029:
$11,692,190
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45 | P a g e T o w n o f A u r o r a
WASTEWATER SYSTEMS
INVENTORY: The Town of Aurora has 188.3 kilometers of sanitary sewers
ANTICIPATED ASSET LIFE
CYCLE:
The anticipated asset lifecycle ranges between 50 and 100 years.
Sewers
o PVC – 80 years
o Ductile Iron – 67 years
o Cast Iron – 50 years
o Concrete – 50 years
o Asbestos Cement – 67 years
o High Density Poly Ethylene – 100 years
o Vitrified Clay – 50 years
Maintenance Chambers
o Concrete – 50 years
o Brick – 100 years
INTEGRATED: May be integrated with road reconstruction projects
REHABILITATION AND
REPLACEMENT CRITERIA:
Condition Assessment Approach
Condition assessments are completed on an annual basis through visual
inspection through CCTV which will help identify optimal rehabilitation or
replacement year.
Performance Assessment Approach
This is accomplish through:
Inflow/infiltration studies
Dye testing
Leak tracking through CCTV
Risk Assessment Approach
Proactive maintenance and replacement to manage risk of failure and maintain
performance
Material and age based evaluation
REHABILITATION AND
REPLACEMENT STRATEGY:
Rehabilitation/renewal and expansion activities are scheduled as per the “Ten
Year Capital Investment Plan, 2019 to 2029”
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LIFE CYCLE
CONSEQUENCES:
If the life cycle of the water system were reduced, the level of service is lowered
and safety may be compromised.
INTEGRATED ASSET
PRIORITIES:
A road rehabilitation project drives the replacement of underground water
system infrastructure if the said infrastructure is near the end of its life cycle.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2018-2028
Audited Financial Statements (payment certificates)
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$3,669,610
STORMWATER SYSTEMS & CULVERTS
INVENTORY: The Town of Aurora has 216.3 kilometers of storm sewers, 64 stormwater
management facilities and 30 oil/grit separators
ANTICIPATED ASSET LIFE
CYCLE:
The anticipated asset lifecycle ranges between 20 and 80 years
Examples include:
Sewers
o PVC – 80 years
o Ribbed PVC – 80 years
o Corrugated Pipe – 30 years
o Concrete – 50 years
o Asbestos Cement – 67 years
o Vitrified Clay – 50 years
Maintenance Chambers
o Concrete – 50 years
o Brick – 100 years
Headwalls – 50 years
Catchbasins
o Concrete – 50 years
o Brick – 100 years
Stormwater management facilities – no defined lifecycle in PSAB
INTEGRATED: May be integrated with road reconstruction projects
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REHABILITATION AND
REPLACEMENT CRITERIA:
Condition Assessment Approach
For storm sewers is completed on an annual basis through visual inspection
through CCTV which will help identify optimal rehabilitation or replacement
year.
for culverts is completed by visual inspection
for stormwater management facilities is completed by visual inspection as
well as according to the operation and maintenance manuals
recommend adding a SWM pond condition assessment and the
establishment of a maintenance management protocol whereby the SWM
ponds are evaluated for performance and any barriers of issues impacting
performance including a schedule of maintenance required at each facility
and its estimated cost .Also included would be a staff training component
such that in-house staff could be properly trained in SWM Pond inspections
and preparing maintenance and repair reports
Performance Assessment Approach
This is accomplish through:
Discharge water quality assessments
Design capacity assessments
Risk Assessment Approach
Proactive maintenance
Technical studies to assess overall system priorities
REHABILITATION AND
REPLACEMENT STRATEGY:
Rehabilitation/renewal and expansion activities are scheduled as per the “Ten
Year Capital Investment Plan, 2018 to 2028”
LIFE CYCLE
CONSEQUENCES:
If the life cycle of the stormwater systems were reduced, the level of service is
lowered and safety and property value may be compromised due to the risk of
flooding.
INTEGRATED ASSET
PRIORITIES:
A road rehabilitation project drives the replacement of underground stormwater
system infrastructure if the said infrastructure is near the end of its life cycle.
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CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2019-2029
Audited Financial Statements (payment certificates)
ESTIMATED COST:
Total estimated cumulative capital cost for the period covering 2019 to 2029:
$18,363,600
FACILITIES
INVENTORY
(As of the end of 2017)
The Town has 21 facilities and buildings.
ANTICIPATED ASSET LIFE
CYCLE:
Facilities and their components (roof, HVAC, etc.) have an assessed useful life
ranging from 15 to 50 years.
Building foundation/superstructure – 50 years
Exterior walls/windows/doors – 50 years
Electrical – 40 years
Elevators – 40 years
Plumbing/water distribution – 35 years
Ice Rink systems – 25 years
Roof coverings – 25 years
HVAC – 20 to 25 years
Mechanical – 20 to 25 years Fire protection – 20 years
Pool systems – 15 years
Security & communication systems – 15 years
INTEGRATED:
Individual asset component repair and replacement requirements are reviewed;
where reasonable and practical to do so, projects are lumped together per asset
in order to take advantage of the “economies of scale” principle. Also, when
possible, an effort is made to minimize the disruption to town operations as a
result of the delivery of a given capital project.
REHABILITATION AND
REPLACEMENT CRITERIA:
On a regular basis through a 3rd party consultant every town owned facility is
assessed as per the industry standard ASTM E2018-15 standard which defines a
physical deficiency as a conspicuous defect or significant deferred maintenance of
a site’s material systems, components, or equipment as observed during the site
assessor’s walkthrough site visit. Included within the scope of this assessment are
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the facility’s material systems, components, or equipment that are approaching,
have reached, or have exceeded their typical expected useful life (EUL), or whose
remaining useful life (RUL) should not be relied upon in view of the actual or
effective age, abuse, excessive wear and tear, exposure to the elements, lack of
proper or routine maintenance, etc. This definition specifically excludes
deficiencies that may be remedied with routine maintenance, miscellaneous
minor repairs, normal operating maintenance, etc. and excludes conditions that
generally do not constitute a material physical deficiency of the site. However,
the town will modify its annual maintenance plans accordingly in response to
consultant findings. Every facility and its asset components are assigned a
condition evaluation of Poor, Fair or Good.
REHABILITATION AND
REPLACEMENT STRATEGY:
The facility assessment evaluations are subsequently utilized by the consultant
and staff to establish and prioritize the ten year capital repair and rehabilitation
plan for all town owned facilities. In addition, asset service level performance is a
key consideration in all associated capital project prioritizations. Staff will also
utilize facility assessment findings to further enhance existing annual
maintenance plans for the town’s facilities. Financial feasibility/affordability is
another important consideration in the ten year R&R plan’s creation as well.
LIFE CYCLE
CONSEQUENCES:
Consequences include the increased deterioration of town owned facility asset
components to the extent where a significant rise in the town’s risk of not
meeting its established service standards is experienced, including health and
safety concerns, inefficient operation, higher operating costs, and the accelerated
depreciation of Town assets.
INTEGRATED ASSET
PRIORITIES:
Facility asset repair and replacement decisions are driven by condition
assessments and the risks generated from non-replacement on defined service
standard performance. Wherever, repair and rehabilitation work can be
consolidated in order to achieve financial and project delivery efficiencies, the
town will do so.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s.3150
10-yr Capital Investment Plan 2018-2028
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$1,9385,410, including $350,000 in planned accessibility R&R costs.
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PARKING LOTS
INVENTORY
(As of the end of 2017)
The Town has 26 parking lots servicing the town facilities, parks & open spaces
and general parking needs (ie. Green P).
The Town is currently investigating options for a comprehensive inventory and
assessment of all Town owned parking lots.
ANTICIPATED ASSET LIFE
CYCLE:
Parking Lots and their components (retaining walls, curbs, lighting, fences, etc.)
have an assessed useful life ranging from 20 to 35 years. Some examples include:
Parking Lot – 35 years
Sidewalks – 30 years
Curbs & Gutters – 35 years
Lighting – 20 years
INTEGRATED:
Individual asset components are reviewed on a regular basis and where practical
to do so, projects are lumped together in an effort to take advantage of the
“economies of scale” principle. Consideration is also given to the minimization of
the disruption of operations to a given asset over time.
REHABILITATION AND
REPLACEMENT CRITERIA:
A formal town parking lot inspection system will be developed over the course of
2018 with implementation expected to commence in 2019. This system will
include a 3rd party consultant or staff inspection of all parking lot asset
components on regular cycle (every 3-5 years).
These inspections will include a general assessment of each applicable parking lot
asset category’s condition. These assessments will include the generation of a
condition score for each applicable asset.
REHABILITATION AND
REPLACEMENT STRATEGY:
Using the planning parameters described above, the 10-year capital parking lot
rehabilitation & replacement plan is developed. The most effective engineering
solutions for the existing town parking lots may not be achievable due to budget
limitations, operational considerations, capacity requirements, etc. These
constraints to planning can include funding source mix, funding limitations, public
approval of projects, coordination with other infrastructure work, construction
closure limits, as well as other considerations unique to Aurora.
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LIFE CYCLE
CONSEQUENCES:
A final recommended 10-yr capital town parking lot reconstruction plan is a living
document, the result of integrated planning and iterative processes. The
Engineering Division determines the final plan then that advances selected
projects to design and then to construction.
If parking lot conditions and maintenance is not adequate, their level of service is
affected and consequently town risks and liabilities are increased.
INTEGRATED ASSET
PRIORITIES:
A parking lot rehabilitation project drives the replacement of underground water
and sewer infrastructure if the infrastructure is near the end of its life cycle.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s.3150
10-yr Capital Investment Plan 2019-2029
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$1,816,800.
VEHICLES
INVENTORY: The Town has approximately 100 vehicles and related pieces.
ANTICIPATED ASSET LIFE
CYCLE:
The useful life of a vehicle varies depending on the service area and vehicle type,
size and cost. The assessed range is between 5 and 12 years. Examples include:
Pick-up trucks- 8 years
Heavy Trucks(Dump, Plow, Tandem)- 8 years
Vans- 8 years
Loaders-/backhoes- 10 years
Tractors- 12 years
INTEGRATED: Integrated with technical advances and financial plans, environmental
regulations, operational changes, and service increases or decreases.
REHABILITATION AND
REPLACEMENT CRITERIA:
Lifecycle cost analysis considering depreciation, fuel, repairs, insurance,
downtime costs, etc. will identify optimal replacement year for vehicle classes.
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REHABILITATION AND
REPLACEMENT STRATEGY:
Review usage to warrant replacement, repair costs should not exceed normal
levels for the type of vehicle involved. Review lease, seasonal rental
opportunities, refurbishing strategies and possibility of contracting services to
third party.
LIFE CYCLE
CONSEQUENCES:
As cost per kilometer increases, increased downtime requiring more spare units
or work schedules to be lengthened, increasing manpower costs, resulting in a
loss of production.
INTEGRATED ASSET
PRIORITIES:
Replacement is based on actual condition, the point in time within its life cycle,
and the availability of resources to complete the replacement with minimal
disruption to the program/service delivery within the asset.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2017-2027
Town of Aurora Tangible Capital Asset Policy
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$1,757,070
MACHINERY & EQUIPMENT
INVENTORY:
Equipment includes furniture and fixtures, generators, mowers, trimmers, saw
chippers, pumps, nozzles hoses, air packs, specialty water rescue, safety clothing,
ladders, communications, technology, extrication and fuel power for all departments.
Equipment also includes all items necessary for transportation services, protection
services and recreation and culture services. Equipment may be fixed or movable
tangible capital asset used for operations.
Equipment also includes information technology and telecom equipment such as IT
Ethernet cabling, fibre optic cabling, servers, switches & hubs, firewalls, routers, UPS’s,
desktops, laptops, tablets, server room cooling and fire suppression systems, printer
fleet, telephony network cabling, and equipment, handsets.
ANTICIPATED ASSET LIFE
CYCLE:
The useful life of equipment ranges from 5 to 25 years. Some examples include:
Playground equipment- 10-20 years
Ice Resurfacers- 10 years
Mowers - 5 years
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Solar Powered Signs – 8 years
Air Compressor – 8 years
Computers, printers, monitors & accessories – 5 years
Servers, routers & accessories – 7 years
IT Network Equipment – 5 years
Telephone Lines & Cables – 30 years
Telephone system – 10 years
INTEGRATED: Individual assets are kept on a replacement schedule roughly matching the useful life
ranges. In instances where performance has not yet begun to deteriorate, IT and
telecommunication equipment replacements will be delayed in order to more
effectively manage resource requirements. They are placed so as not to disrupt the
operations.
REHABILITATION AND
REPLACEMENT CRITERIA:
The only criterion above useful life is when the asset’s productivity decreases.
REHABILITATION AND
REPLACEMENT STRATEGY:
Review usage to warrant replacement, repair costs should not exceed normal levels for
the type of equipment involved. Review lease, seasonal rental opportunities,
refurbishing strategies and possibility of contracting services to third party.
LIFE CYCLE
CONSEQUENCES:
Consequences include disruption of the operation and potential increased maintenance
costs depending on the equipment involved.
INTEGRATED ASSET
PRIORITIES:
Replacement is based on actual condition, the point in time within its life cycle, and the
availability of resources to complete the replacement with minimal disruption to the
program/service delivery within the asset.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2019-2029
IT Equipment Evergreen plan
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$5,371,919; this amount includes $2,108,789 in IT and telecom equipment planned
R&R costs.
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55 | P a g e T o w n o f A u r o r a
LAND, PARKLAND & LAND REHABILITATION / IMPROVEMENTS
INVENTORY: The Town of Aurora covers 49 square kilometers, located in the centre of the
Regional Municipality of York. The town owns approximately 700 acres of
combined open space and parkland, in addition to land associated with Municipal
Facilities and land maintained for environmental purposes (storm water ponds).
There are also approximately 57 kilometres of off-road trails, 44 playgrounds, 13
tennis courts, 18 basketball courts, 20 baseball diamonds, 55 soccer fields, 5
Splash Pads and 14 outbuildings/shelter/washrooms.
ANTICIPATED ASSET LIFE
CYCLE:
Land usually has an indefinite useful life that exceeds the useful lives of the
buildings, roads or structures situated on the land. The cost of the acquired land
is not amortized as land normally maintains its value over time. Land
improvements (such as landscaping, fencing, etc.) have a useful life ranging from
20-30 years.
Out Buildings, Washrooms and Park Shade Structures - 20-30 years
Parking Lots- 20 -30 years
Sports Fields/Courts- 20-30 years
Trails Paths/Bridges- 25-35 years
Line Fencing- 20-35 years
INTEGRATED: Land and land improvements are integrated with roads, buildings, bridges &
culverts, as well as, water and sewers.
REHABILITATION AND
REPLACEMENT CRITERIA:
Based on life cycle and visual inspections.
REHABILITATION AND
REPLACEMENT STRATEGY:
Assets are reviewed annually and maintenance, rehabilitation/renewal, and
expansion activities scheduled as required in the 10 year plan.
LIFE CYCLE
CONSEQUENCES:
Land has an indefinite life cycle. However, there is a potential increase in
maintenance and rehabilitation costs depending on the improvements involved.
INTEGRATED ASSET
PRIORITIES:
Land improvement rehabilitation forecasts should be compared to transportation
infrastructure forecasts. The integration of projects occurs internally and
externally.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2019-2029
The Economic Value of Natural Capital Assets Report (June 2013)
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ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029:
$6,742,200
URBAN FORESTRY & STREET TREES
INVENTORY:
The Town of Aurora currently maintains an extensive inventory of urban street
trees totaling 23,098 trees. The Town of Aurora also has approximately 50ha of
woodlot property.
ANTICIPATED ASSET LIFE
CYCLE:
Due to locations and environmental impacts 0.85% of the street tree inventory
requires replacement on an annual basis. Mortality of street trees is attributed to
a number of factors including vehicle collision, insect/disease infestations and
poor site conditions. Surviving street trees have a useful life ranging from 30-70
years. Woodlands are ever changing and evolving life cycle although
management must occur to ensure long term viability, diversity of species and
public safety.
INTEGRATED: Street Trees are integrated with roads and general urban streetscape, in
conjunction with pedestrian and vehicular traffic. Woodlands are integrated with
parks and public spaces.
REHABILITATION AND
REPLACEMENT CRITERIA:
Based on life cycle, environmental impacts, mechanical injury and visual
inspections.
REHABILITATION AND
REPLACEMENT STRATEGY:
Street Trees are inspected annually and pruned on a 6-year cycle, with
replacement and removal though work order system.
Rehabilitation / replacement of street trees based on historic service level and as
required by newly emerging threats (i.e. Emerald Ash Borer) and are scheduled as
required in the 10 year plan where possible.
LIFE CYCLE
CONSEQUENCES:
Consequences include greater public liability risk with defective street trees,
diminished quality of urban streetscape, reduced property values, increased
maintenance costs and greater risk of further decline of urban forest due to a
wide variety of environmental factors.
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INTEGRATED ASSET
PRIORITIES:
Street tree replacement and maintenance is based on a number of factors
including:
actual condition of the asset;
the point in time within its life cycle; and
the availability of resources to complete the necessary functions with
minimal disruption to the program/service delivery
The integration of projects occurs internally and externally.
CORPORATE/CONSULTING
REPORTS ON SUBJECT:
Public Sector Accounting Board (PSAB) – s. 3150
10-yr Capital Investment Plan 2019-2029
EAB Management Strategy Reports
Aurora Woodlands Managed Forest Plan
UFORE Study
Urban Forestry Management Plan
The Economic Value of Natural Capital Assets Report (June 2013)
ESTIMATED COST: Total estimated cumulative capital cost for the period covering 2019 to 2029,
Broken down by:
EAB Treatment $710,000
Rehabilitation & Repair: Nil
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APPENDIX 2 – LINEAR ASSET INVENTORY REPORT
With the reporting requirements of PSAB 3150, the Town of Aurora submits an inventory of all tracked assets that
are owned and maintained by the town. These assets are categorized and required attributes are captured for
each category to ensure that there is a proper valuation of the asset for future lifecycle purposes. The critical
attribute fields submitted in the PSAB reports are listed below with descriptions and samples for each asset
category.
ROADS
PAVEMENT AND CURBS
Description Sample Sample
ID Unique identifier - not to be recycled STR-RD-1035-11 STR-RD-1035-12
Project ID
Notes all projects that are involved with
installation/improvements 31048 31048-2013
Location
Description Assists with asset identification Catherine to Centre
Mark Street to Batson
Drive
Road Length (m) Centreline length of the road 119.50 642.10
Road Width (m) From edge to edge of asphalt 7.5 8
Road Area (m2) Quantity retrieved from GIS 938.23 5590.38
Road Type
Determined based on traffic volume and
speed limit Local Local
Right of Way
Width From property line to property line 22 20.12
Lane Count number of vehicle lanes on ROW 2 2
Date Constructed
Year of last asphalt
construction/remediation 2012 2013
Life Span Estimated years of useful service 36 36
Construction Cost Original cost to install asset $75,022.93 $428,592.82
SIDEWALKS & PATHS
Description Sample Sample
ID Unique identifier - not to be recycled STR-SW-3110-03 STR-SW-3110-04
Project ID
Notes all projects that are involved with
installation/improvements 31104-2013 31104-2013
Length (m) Quantity retrieved from GIS 155.0 65.9
Width (m) From edge to edge 1.5 1.5
Area (m2) Based on length and width 232.44 98.88
Material
Defined material affects lifecycle and
asset purpose Concrete Concrete
Date Constructed Year of installation 2013 2013
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Description Sample Sample
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $17,617.45 $7,494.19
STREET LUMINAIRES
Description Sample Sample
ID Unique identifier - not to be recycled STR-LI-1620-03 STR-LI-1620-04
Project ID
Notes all projects that are involved with
installation/improvements N/A N/A
Pole Material Asset material, design, and/or function Trafalgar Trafalgar
Date Constructed Year of installation 2005 2005
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $5,057.36 $5,057.36
STREET LUMINAIRES – ELECTRICAL COMPONENTS
Description Sample Sample
ID Unique identifier - not to be recycled STR-EC-5010-01 STR-EC-5010-02
Project ID
Notes all projects that are involved with
installation/improvements IES2014-12 IES2014-12
Component Asset material, design, and/or function Handwell Handwell
Date Constructed Year of installation 2014 2014
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $949.77 $949.77
STREET LUMINAIRES – ELECTRICAL WIRING
Description Sample Sample
ID Unique identifier - not to be recycled STR-EW-5010-08 STR-EW-5010-09
Project ID
Notes all projects that are involved with
installation/improvements IES2014-12 IES2014-12
Wire Type Wire location details Underground Underground
Wire Length Quantity retrieved from GIS 43.178358 70.435432
Date Constructed Year of installation 2005 2005
Life Span Estimated years of useful service 67 67
Construction Cost Original cost to install asset $1,919.00 $3,130.40
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SIGNAGE
Description Sample Sample
ID Unique identifier - not to be recycled STR-SN-3110-39 STR-SN-3110-40
Project ID
Notes all projects that are involved with
installation/improvements 31104-2013 31104-2013
MTO Code Regulatory reference type code RA-1 RA-1T
Date Constructed Year of installation 2013 2013
Life Span Estimated years of useful service 10 10
Construction Cost Original cost to install asset $375.87 $41.76
RETAINING WALLS
Description Sample Sample
ID Unique identifier - not to be recycled STR-RW-2190-04 STR-RW-2190-05
Project ID
Notes all projects that are involved with
installation/improvements IES2015-89 IES2015-89
Material
Defined material affects lifecycle and
asset purpose Cast in Place Concrete Precast Concrete
Length Quantity retrieved from GIS 20 62
Width Measurement as per design 1 1.5
Height Measurement as per design 4.9 4
Date Constructed Year of installation 2015 2015
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $166,983.505 $3,130.40
TRAFFIC SIGNALS
Description Sample Sample
ID Unique identifier - not to be recycled STR-TS-1010-01 STR-TS-1155-01
Project ID
Notes all projects that are involved with
installation/improvements D11-07-08 IES2013-81
Date Constructed Year of installation 2008 2014
Life Span Estimated years of useful service 20 20
Construction Cost Original cost to install asset $136,459.00 $80,955.00
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WATERMAIN SYSTEMS
WATERMAINS
Description Sample Sample
ID Unique identifier - not to be recycled WTR-LN-3220-06 WTR-LN-3220-07
Project ID
Notes all projects that are involved with
installation/improvements 31078 31078
Length Quantity retrieved from GIS 57.6 78.7
Diameter Size of watermain pipe diameter 200 200
Material
Defined material affects lifecycle and
asset purpose Polyvinyl Chloride Polyvinyl Chloride
Date Constructed Year of installation 2010 2010
Life Span Estimated years of useful service 80 80
Construction Cost Original cost to install asset $19,022.29 $26,014.13
Date Lined Year of full length remediation N/A N/A
Liner Life Span Estimated years of useful service of liner N/A N/A
Liner Cost Original cost to install liner N/A N/A
WATERMAIN VALVES
Description Sample Sample
ID Unique identifier - not to be recycled WTR-WV-4005-02 WTR-WV-4005-03
Project ID
Notes all projects that are involved with
installation/improvements 31030 31030
Diameter
Size of watermain pipe diameter the valve
is attached to 150 150
Valve Type Purpose of valve function Line Valve Line Valve
Valve within
Chamber
Whether the valve is enclosed in an
underground chamber or has an access
sleeve No No
Date Constructed Year of installation 2006 2006
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $2,328.98 $2,328.98
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HYDRANTS
Description Sample Sample
ID Unique identifier - not to be recycled WTR-HY-1080-01 WTR-HY-1085-01
Project ID
Notes all projects that are involved with
installation/improvements CP2013-1 CP2013-1
Date Constructed Year of installation 2007 2007
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $4,875.87 $4,875.87
WATER CHAMBERS
Description Sample Sample
ID Unique identifier - not to be recycled WTR-UE-2740-01 WTR-UE-2740-02
Project ID
Notes all projects that are involved with
installation/improvements S2015-2 S2015-2
Dimensions Diameter or measurements of chamber 1200mm 2400mm x 1800mm
Date Constructed Year of installation 2012 2012
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $9,658.27 $14,510.91
WATER BOOSTER STATIONS – ELECTRICAL SYSTEMS
Description Sample
ID Unique identifier - not to be recycled WTR-CP-2190-01
Project ID
Notes all projects that are involved with
installation/improvements N/A
Specifications Electrical system configuration 3 Phase - 600 Volts
Date Constructed Year of installation 1998
Life Span Estimated years of useful service 25
Construction Cost Original cost to install asset $50,000.00
WATER BOOSTER STATIONS – GENERATORS
Description Sample
ID Unique identifier - not to be recycled WTR-GN-2190-01
Project ID
Notes all projects that are involved with
installation/improvements N/A
Specifications Generator details 125 Kw Diesel
Date Constructed Year of installation 1998
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Description Sample
Life Span Estimated years of useful service 25
Construction Cost Original cost to install asset $100,000.00
WATER BOOSTER STATIONS – PUMPS
Description Sample Sample
ID Unique identifier - not to be recycled WTR-PU-2190-02 WTR-PU-2190-03
Project ID
Notes all projects that are involved with
installation/improvements N/A N/A
Specifications Pump size details 200mm Pump 250mm Pump
Date Constructed Year of installation 1998 1998
Life Span Estimated years of useful service 25 25
Construction Cost Original cost to install asset $15,384.62 $19,230.77
WATER BOOSTER STATIONS – STRUCTURES
Description Sample
ID Unique identifier - not to be recycled WTR-ST-2190-01
Project ID
Notes all projects that are involved with
installation/improvements N/A
Dimensions Diameter or measurements of the structure 17.8m x 5.2m x 3.7m
Date Constructed Year of installation 1998
Life Span Estimated years of useful service 25
Construction Cost Original cost to install asset $150,000.00
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WASTEWATER SYSTEMS
SANITARY SEWERS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-LN-4110-05 SAN-LN-4110-06
Project ID
Notes all projects that are involved with
installation/improvements 31077-2013 31077-2013
Length
Quantity referenced from design
schematic 34.5 4.7
Diameter Size of sewer pipe diameter 300 375
Depth Average depth of pipe below grade 3.0 1.2
Material
Defined material affects lifecycle and
asset purpose Polyvinyl Chloride Concrete Pipe
Upstream MH ID
Reference ID for asset located at the
upstream of the sewer SAN-MH-4110-06 SAN-MH-4110-04
Upstream Inverts
Elevation of the sewer at the point of
entry 256.55 252.68
Downstream MH
ID
Reference ID for asset located at the
downstream of the sewer SAN-MH-4110-05 SAN-MH-4110-07
Downstream MH
Inverts
Elevation of the sewer at the point of
exit 254.85 252.66
Date Constructed Year of installation 2011 2011
Life Span Estimated years of useful service 80 55
Construction Cost Original cost to install asset $10994.49 $1,950.62
Date Lined Year of full length remediation N/A N/A
Liner Life Span Estimated years of useful service of liner N/A N/A
Liner Cost Original cost to install liner N/A N/A
SANITARY MAINTENANCE CHAMBERS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-MH-4110-03 SAN-MH-4110-04
Project ID
Notes all projects that are involved
with installation/improvements 31077-2013 31077-2013
Diameter Distance between the chamber walls 1200 1200
Depth Full height of the structure 3.1 1.2
Material
Defined material affects lifecycle and
asset purpose Brick Concrete-Precast
Surface Elevation Elevation of the top of the structure 260.14 253.93
Date Constructed Year of installation 1932 2011
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $3999.66 $4,417.07
Date Lined Year of full length remediation N/A N/A
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Description Sample Sample
Liner Life Span
Estimated years of useful service of
liner N/A N/A
Liner Cost Original cost to install liner N/A N/A
SANITARY DRY CHAMBERS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-UE-3680-01 SAN-UE-4465-01
Project ID
Notes all projects that are involved with
installation/improvements S2016-2 N/A
Dimensions Diameter or measurements of chamber 1m x 0.6m 6.25m x 0.6m
Date Constructed Year of installation 2006 2003
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $7,457.50 $1,558.88
SANITARY EQUALIZATION TANKS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-EQ-2190-01 SAN-EQ-3080-01
Project ID
Notes all projects that are involved with
installation/improvements N/A N/A
Dimensions Diameter or measurements of chamber
7.319m x 3.048m x
3.099m 120m x 2.1m
Date Constructed Year of installation 1997 1991
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $67,429.46 $222,924.64
SANITARY VALVES
Description Sample Sample
ID Unique identifier - not to be recycled SAN-VL-3680-04 SAN-VL-3680-05
Project ID
Notes all projects that are involved with
installation/improvements S2016-2 S2016-2
Diameter
Size of pipe diameter the valve is attached
to 100 150
Valve Type Purpose of valve function Line Valve Line Valve
Valve within
Chamber
Whether the valve is enclosed in an
underground chamber or has an access
sleeve No No
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Description Sample Sample
Date Constructed Year of installation 2006 2006
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $657.50 $986.25
SANITARY PUMPING STATIONS – ELECTRICAL SYSTEMS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-CP-1675-01 SAN-CP-2190-01
Project ID
Notes all projects that are involved with
installation/improvements S2015-1 N/A
Specifications Electrical system configuration 3 Phase - 600 Volts 3 Phase - 220 Volts
Date Constructed Year of installation 2006 1997
Life Span Estimated years of useful service 25 25
Construction Cost Original cost to install asset $20,368.57 $25,000.00
SANITARY PUMPING STATIONS – GENERATORS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-GN-4465-01 SAN-GN-5060-01
Project ID
Notes all projects that are involved with
installation/improvements N/A N/A
Specifications Generator details 40 Kw Diesel 40 Kw Diesel
Date Constructed Year of installation 2003 1996
Life Span Estimated years of useful service 25 25
Construction Cost Original cost to install asset $38,179.22 $40,000.00
SANITARY PUMPING STATIONS – PUMPS
Description Sample Sample
ID Unique identifier - not to be recycled SAN-PU-3680-02 SAN-PU-4465-01
Project ID
Notes all projects that are involved with
installation/improvements S2016-2 N/A
Specifications Pump size details
NP 3171 HT Electrical
Submersible
CP 3140 HT Electrical
Submersible
Date Constructed Year of installation 2006 2003
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Description Sample Sample
Life Span Estimated years of useful service 25 25
Construction Cost Original cost to install asset $15,556.17 $12,120.39
SANITARY PUMPING STATIONS – STRUCTURES
Description Sample Sample
ID Unique identifier - not to be recycled SAN-ST-3000-01 SAN-ST-3680-01
Project ID
Notes all projects that are involved with
installation/improvements N/A S2016-2
Dimensions
Diameter or measurements of the
structure N/A N/A
Date Constructed Year of installation 2001 1998
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $5,000.00 $233,763.32
STORMWATER SYSTEMS & CULVERTS
STORM SEWERS
Description Sample Sample
ID Unique identifier - not to be recycled STM-LN-4085-08 STM-LN-4085-09
Project ID
Notes all projects that are involved
with installation/improvements 31076 31076
Length
Quantity referenced from design
schematic 63.70 81.40
Diameter Size of sewer pipe diameter 300 375
Depth Average depth of pipe below grade 1.7 1.7
Material
Defined material affects lifecycle and
asset purpose
Ribbed Polyvinyl
Chloride (Ultra Rib)
Ribbed Polyvinyl
Chloride (Ultra Rib)
Upstream MH ID
Reference ID for asset located at the
upstream of the sewer STM-MH-4085-05 STM-MH-4085-06
Upstream Inverts
Elevation of the sewer at the point of
entry 266.88 265.48
Downstream
MH ID
Reference ID for asset located at the
downstream of the sewer STM-MH-4085-06 STM-MH-4070-11
Downstream MH
Inverts
Elevation of the sewer at the point of
exit 265.56 264.26
Date Constructed Year of installation 2011 2011
Life Span Estimated years of useful service 80 80
Construction Cost Original cost to install asset $23,110.28 $32,896.44
Date Lined Year of full length remediation N/A N/A
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Description Sample Sample
Liner Life Span
Estimated years of useful service of
liner N/A N/A
Liner Cost Original cost to install liner N/A N/A
STORM MAINTENANCE CHAMBERS
Description Sample Sample
ID Unique identifier - not to be recycled STM-MH-1715-02 STM-MH-1715-03
Project ID
Notes all projects that are involved
with installation/improvements S2012-1 S2012-1
Diameter Distance between the chamber walls 1200 1800
Depth Full height of the structure 3.2 3.7
Material
Defined material affects lifecycle and
asset purpose Concrete-Precast Concrete-Precast
Surface Elevation Elevation of the top of the structure 255.40 255.35
Date Constructed Year of installation 2007 2007
Life Span Estimated years of useful service 55 55
Construction Cost Original cost to install asset $3,800.00 $5,300.00
STORM DRY CHAMBERS
Description Sample Sample
ID Unique identifier - not to be recycled STM-UE-1670-01 STM-UE-5050-01
Project ID
Notes all projects that are involved with
installation/improvements S2015-1 S2015-1
Dimensions Diameter or measurements of chamber 1500mm 1500mm
Date Constructed Year of installation 2006 2006
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $4,927.84 $4,927.84
CATCHBASINS
Description Sample Sample
ID Unique identifier - not to be recycled STM-CB-1030-05 STM-CB-1030-06
Project ID
Notes all projects that are involved
with installation/improvements 31048 31048
Material
Defined material affects lifecycle and
asset purpose Concrete-Precast Concrete-Precast
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Description Sample Sample
Date Constructed Year of installation 2003 2012
Life Span Estimated years of useful service 55 55
Construction Cost Original cost to install asset $2,728.79 $4,465.67
STORM CLEANOUTS
Description Sample Sample
ID Unique identifier - not to be recycled STM-CO-3390-03 STM-CO-3390-04
Project ID
Notes all projects that are involved
with installation/improvements N/A N/A
Diameter Distance between the chamber walls 200 200
Depth Full height of the structure 3.94 2.62
Material
Defined material affects lifecycle and
asset purpose Polyvinyl Chloride Polyvinyl Chloride
Date Constructed Year of installation 1992 1992
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $379.15 $543.21
STORM EQUALIZATION TANKS
Description Sample Sample
ID Unique identifier - not to be recycled STM-EQ-1505-02 STM-EQ-2245-01
Project ID
Notes all projects that are involved with
installation/improvements S2016-3 N/A
Dimensions Diameter or measurements of chamber 83.63m x 1.65m 4.6m x 4.6m x 1.7m
Date Constructed Year of installation 2012 1994
Life Span Estimated years of useful service 50 50
Construction Cost Original cost to install asset $84,122.80 $32,707.73
STORM VALVES
Description Sample Sample
ID Unique identifier - not to be recycled STM-VL-1670-01 STM-VL-2740-01
Project ID
Notes all projects that are involved with
installation/improvements S2015-1 S2015-2
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Description Sample Sample
Diameter
Size of pipe diameter the valve is attached
to 300 450
Valve Type Purpose of valve function Drain Valve Drain Valve
Valve within
Chamber
Whether the valve is enclosed in an
underground chamber or has an access
sleeve Yes Yes
Date Constructed Year of installation 2006 2012
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $2,130.92 $8,739.29
STORM WATER MANAGEMENT PONDS
Description Sample Sample
ID Unique identifier - not to be recycled STM-PN-5060-01 STM-PN-5070-01
Project ID
Notes all projects that are involved
with installation/improvements N/A N/A
Facility ID Reference ID to other projects NC11 NW1
Legal Land Parcel
Parcel of land the pond can be found
on
PLAN 65M2873 PT BLK
26 & PLAN 65M3573
BLOCK 274
PLAN 65M2781 PT LOT
78; 65R20120 PART 59
Area (m2) Quantity retrieved from GIS 16751.6 3781.8
Facility Type Typical pond functionality Wet Pond Wet Pond
Date Constructed Year of installation 1999 2006
Construction Cost Original cost to install asset $1,072,101.86 $166,403.60
BRIDGES & CULVERTS
Description Sample Sample
ID Unique identifier - not to be recycled STM-CV-1045-02 STM-CV-1155-01
Project ID
Notes all projects that are involved
with installation/improvements N/A N/A
Type
Defined by whether there is fill on the
structure or not Culvert Bridge
Material
Defined material affects lifecycle and
asset purpose Steel Concrete Cast-In-Place
Dimensions
Record measurements of the various
dimensions of the culvert 40.8m x 4.72m x 3.07m 32m x 19m x 5.5m
Date Constructed Year of installation 1983 1991
Life Span Estimated years of useful service 40 60
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Construction Cost Original cost to install asset $87,722.95 $1,250,000.00
CONTINUOUS DEFLECTIVE SEPARATION & OIL-GRIT SEPARATOR UNITS
Description Sample Sample
ID Unique identifier - not to be recycled STM-OG-1035-01 STM-OG-1035-02
Project ID
Notes all projects that are involved with
installation/improvements 31048-2013 31048-2013
Make Defines filter function/configuration
Continuous Deflective
Separation
Continuous Deflective
Separation
Model
Specific model numbers set by
manufacturer 5654-10 3030-8
Date Constructed Year of installation 2013 2013
Life Span Estimated years of useful service 30 30
Construction Cost Original cost to install asset $114,920.37 $51,454.67
HEADWALLS
Description Sample Sample
ID Unique identifier - not to be recycled STM-OF-3110-02 STM-OF-3110-03
Project ID
Notes all projects that are involved with
installation/improvements N/A 31104-2013
Outflow Diameter
Diameter of sewer pipe(s) that outfall at
the headwall 525 1050
Date
Constructed Year of installation 2006 2013
Life Span Estimated years of useful service 55 55
Construction Cost Original cost to install asset $4,258.56 $10,026.75
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APPENDIX 3 - DETAILED 10-YEAR FINANCIAL FORECAST FOR INFRASTRUCTURE ASSETS
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
REVENUE
Line of Credit - - - - - - - - - - -
Special Purpose
Reserves 13,103,100 484,100 646,050 500,550 222,620 270,860 150,380 48,000 48,000 48,000 -
Repair & Replacement
Reserve 4,116,210 7,141,097 4,846,718 5,246,441 4,370,508 7,360,644 6,341,527 4,332,034 6,029,688 5,451,096 1,336,488
Growth & New
Reserves 2,004,300 226,900 4,852,553 459,320 1,218,180 70,255 104,990 63,000 48,000 58,000 -
Studies & Other 880,000 1,090,000 200,000 32,100 807,967 250,500 282,200 58,300 125,000 100,000 44,000
Water / Sewer / Storm
Reserves 4,510,000 8,448,000 1,450,598 2,506,000 2,555,322 3,570,712 1,812,108 3,215,765 3,413,673 443,000 1,800,000
Development Changes 11,075,250 2,757,700 38,341,848 3,942,270 4,241,100 4,963,115 7,753,940 6,358,043 - - -
Grants 1,150,000 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612 2,795,612
External Funding 13,500,000 - - - - - - - - - -
Other Revenue 10,200,000 20,000 100,000 100,000 100,000 100,000 100,000 100,000 40,000 - -
Operating Revenues 5,511,500 5,769,600 6,033,500 6,184,900 6,335,900 6,391,800 6,447,400 6,503,400 6,559,000 6,624,600 6,692,500
66,050,360 28,733,009 59,266,879 21,767,193 22,647,209 25,773,498 25,788,157 23,474,154 19,058,973 15,520,608 13,488,600
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CAPITAL COSTS
Storm Water
Management 1,410,000 4,044,550 868,148 1,426,000 1,973,256 1,998,281 697,977 2,477,767 1,531,285 200,000 1,600,000
Wastewater
Management - 1,585,200 30,300 - - - - - - - -
Water Management 3,000,000 2,818,250 522,150 1,080,000 545,700 1,572,431 1,114,131 737,998 1,882,388 243,300 200,000
Facilities 46,311,110 3,946,500 40,837,700 3,416,100 2,088,400 2,526,000 2,231,600 1,991,900 500,000 500,000 2,500,000
Fleet & Equipment 1,963,000 615,709 3,706,185 1,426,375 963,513 284,855 924,325 516,765 510,054 623,608 74,500
Roads 3,481,650 9,211,900 8,626,696 8,143,418 6,625,240 10,366,432 11,998,124 10,801,924 7,815,246 7,274,746 418,796
Land, Parkland, Land
Improvements 3,283,100 1,235,300 6,124,700 1,866,000 3,134,500 2,073,200 1,935,200 271,100 96,000 431,000 -
Cultural Services 110,000 35,000 110,000 135,000 110,000 110,000 100,000 115,000 40,000 10,000 -
Non-Infrastructure
Solutions 980,000 1,090,000 300,000 32,100 880,700 450,500 339,400 58,300 125,000 100,000 44,000
60,538,860 24,582,409 61,155,879 17,524,993 16,311,309 19,381,699 19,340,757 16,970,754 12,499,973 9,382,654 4,837,296
OPERATING COSTS - MAINTENANCE
Storm Water
Management 319,200 319,200 319,700 320,300 321,300 322,300 323,300 324,300 325,300 326,300 327,300
Wastewater
Management 319,400 319,400 320,100 320,600 334,100 335,200 336,200 337,300 338,300 339,400 340,400
Water Management 1,040,000 1,040,000 1,044,300 1,061,600 1,068,300 1,075,000 1,081,600 1,088,300 1,095,000 1,101,700 1,108,400
Facilities 1,093,700 1,095,700 1329,900 1,425,400 1,503,300 1,513,900 1,524,400 1,535,000 1,545,500 1,556,100 1,566,600
Fleet & Equipment 585,300 707,900 707,900 714,800 722,000 728,400 734,800 741,300 747,700 754,100 760,500
Roads 1,538,100 1,746,000 1,765,400 1,787,700 1,810,800 1,832,100 1,853,500 1,874,800 1,896,100 1,917,500 1,941,000
Land, Parkland, Land
Improvements 615,800 541,400 546,200 554,500 576,100 584,900 593,600 602,400 611,100 629,500 648,300
5,511,500 5,769,600 6,033,500 6,184,900 6,335,900 6,391,800 6,447,400 6,503,400 6,559,000 6,624,600 6,692,500
CASH SURPLUS
(DEFICIT*) - (1,619,000) (7,922,500) (1,942,700) - - - - - (486,646) -
TOTAL DEFICIT* (11,970,846)
*A projected cash flow deficit in any given fiscal year represents a requirement for additional internal and/or external funding.
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Ten Year Capital Investment Plan
2019 Budget and 10 Year Outlook (2020 – 2029)
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APPENDIX 5 - ASSET MANAGEMENT RELATED SOFTWARE
WORKPLACE ASSET MANAGEMENT SYSTEM (WAMS): MAXIMO
Goal: The intent of developing a new Workplace Asset Management System (WAMS) for the Town was to assist in
the planning, management and administrative functions that are essential for the successful maintenance and
management of the Town’s assets. The WAMS is intended to be used by multiple Town departments and will serve
as an operational and management tool for managing work orders. The selected tool for the WAMS is Maximo, an
enterprise asset management software solution by IBM.
Implementation Date: Maximo was implemented in May 2013. Maximo v7.6 upgrade in 2018
Status: Maximo is used for work and maintenance management and is integrated with GIS. Staff have the ability to
create and close work orders and can tie them to Town assets as applicable. Mobile devices allow users to connect
to Maximo in the field in real time. Following the Maximo version 7.6 upgrade, Staff will be working with the
Water/Wastewater Division to review the current processes for work order creation, assignment and completion.
This review will yield configuration changes (screen modifications, workflows, automation) and other
enhancements. There is also an opportunity to create an integration with Microsoft Dynamics as the Customer
Relationship Management (CRM) application.
GEOGRAPHIC INFORMATION SYSTEM: ESRI ARCGIS
Goal: Capture all infrastructure data sets digitally.
Implementation Date: ESRI ArcGIS was first utilized in the Planning and Development Services (PDS) Department in
2002. In 2008, the Engineering and Capital Delivery Division began to track the asset data spatially. These data sets
include: water (e.g. valves, water mains), wastewater (e.g. pipes, manholes), storm (e.g. pipes, manholes,
stormwater management ponds) and streets (e.g. lighting, signs). The Long Range and Strategic Planning Division
maintain all other GIS data sets outside of Engineering and Capital Delivery.
Status: Staff digitize the asset data using the editing tools available in ArcGIS. Design drawings may be used to draw
the preliminary spatial locations of the asset features however; the as-constructed drawings are used to QA/QC the
data and populate the attribute data. In the case of new subdivisions, the asset data is reviewed and updates on a
street-by-street basis at the time of assumption. In the case of capital projects that result in rehabilitation and/or
reconstruction of assets, the GIS data is updated once the as-built drawings have been received and confirmed by
Staff. ArcGIS map services are used to create the infrastructure web map that can be used internally by Staff to show
asset locations. When users click on an asset, a list of attributes are displayed in the table and there are hyperlinks
that will open the design drawings and any CCTV video files as applicable.
ArcGIS Collector is a GPS integrated cloud based solution that enables Operations Staff to inspect and collect spatial
features in the field. GIS Staff publish the maps to an ArcGIS Online account where Operators can then access the
maps and data in real-time. The data collected by the Operators is appended to existing enterprise GIS data sets to
improve data quality and accuracy. The inspection data can be used for further reports and analysis e.g. budgeting
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for repairs. Inspection requirements are configured as a series of drop-down menu items that allow Staff to quickly
document deficiencies and/or mark features as operating within expected parameters.
Sidewalk and Boulevard third party inspection and maintenance management custom software system is a new tool
that has been deployed in the Roads Operations Division for the purposed of gaining critical insight to the condition
of our current sidewalk and boulevard inventory , with the new Provincial Minimum Maintenance Standards coming
into effect in 2018. The corporation must be more diligent in inspecting, prioritizing and repairing sidewalks on a
regularly scheduled cycle and implementing a consistent and properly funded level of maintenance and repair on an
annual basis.
REFERENCE INFORMATION MANAGEMENT: DRAWINGS DATABASE
Goal: Digital repository of all construction and as-built infrastructure drawings.
Implementation Date: 2009
Status: The Engineering and Capital Delivery Division maintain a Microsoft Access Database that catalogues all
drawing sets. Staff scan the drawings as PDF and/or TIF images. The images are geo-referenced and imported into
ArcGIS for asset digitization purposes. New drawings are added based on development and reconstruction projects.
As of 2015, facility drawings are also scanned and added to the database. Where applicable, the reference drawings
are linked to the GIS assets.
AUTOMATED VEHICLE LOCATION (AVL): WEBTECH WIRELESS
Goal: GPS monitoring of roads and water fleet vehicles with an emphasis on supporting sidewalk and snow plow
truck routes during the winter maintenance season.
Implementation Date: Winter Season 2012/13
Status: The Town has the ability to track road and water fleet vehicles in real-time or select historical data based on
user-defined requirements. Users can query all vehicles or specific ones, run reports (winter event summary, stop
history salt distribution) and utilize breadcrumbs to playback route progress. A public facing website was developed
for the 2014/15 winter season. The “Where’s My Plow” website allows residents and Staff to see what roads have
been plowed and when they were completed. New for the 2017/18 winter season was the addition of GPS units in
the sidewalk vehicles. Website users are able to toggle between the plow trucks and sidewalk tractors. Objective to
GPS enable all parks vehicles in 2018/19.
CONDITION ASSESSMENT TOOLS
Goal: Review/assign asset condition rating based on field observations
Implementation Date: Roads – InfraPave Pavement Condition Index (PCI), 2002, 2005, 2010 (historic)
Roads – IMS Pavement Condition Data Collection 2015, Stantec RoadMatrix software,
Pavement Quality Index (PQI) 2016
Sanitary & Storm – CCTV, digital records initiated in 2008 and ongoing
Roads & Sidewalk – RoutePatrol Manager, 2013-2016; options being assessed
Asset Management Plan 2018
78 | P a g e T o w n o f A u r o r a
Status:
Roads – InfraPave is software developed by Aecom (formerly EarthTech) that is used to assess the condition of
pavement distresses on accordance with the Canadian Public Works Association’s Pavement Condition Index (PCI)
rating. The PCI is a 0 to 100-scale measurement to describe pavement condition. Inspections began in 2002 and
have been reinspected on a 3-5 year cycle (2005, 2010).
Roads – Road Matrix is software developed by Stantec that is used to assess the condition of pavement distresses.
This software was purchased in 2015 to replace the outdated InfraPave system. The Town is undergoing a data
collection exercise wherein the vendor (IMS) used their vehicles to inspect the Town’s road network, identifying,
classifying and measuring individual pavement distresses. Right-of-Way (ROW) images were also collected. The raw
data collected in 2015 was imported into Road Matrix. This software and its built-in decision support tools were
configured to analyse the data to generate new PQI ratings. The PQI ratings and the analysis tools help to guide
and/or support the Town’s 10 Year Road Reconstruction Plans.
Sanitary & Storm – CCTV video inspections for sanitary pipes, maintenance holes, storm pipes and maintenance
holes is being collected annually. Data is being stored on a network computer and is used to assess underground
infrastructure. The CCTV video files are being linked to the applicable GIS asset feature(s). Through the use of the
infrastructure web map, Staff can now click on an asset and open the video for review as needed.
Roads & Sidewalk – Route Patrol Manager (RPM) is GPS integrated road/sidewalk patrolling and maintenance
management software from R. J. Burnside. RPM was used from 2013-2016 wherein Staff identified deficiencies with
Town related assets such as roads, sidewalks and light poles. It also captures road conditions, air and pavement
temperature. RPM tracks deficiencies and conditions from the time they are added in the field to the time they are
completed. RPM also provides detailed reports and maps showing when roads were patrolled and the exact time
the deficiencies were identified and repaired. This functionality ensures compliance with the Town’s level of service
and the guidelines set out in the provincial minimum maintenance standards (O. Reg. 239/02). The Town is currently
reviewing other options to assess road and/or sidewalk conditions.
Trimble GPS Unit – The Trimble GPS Unit provides field workers with a reliable tool to collect, verify, maintain and
locate various Town owned assets with high precision and accuracy. A GPS Unit can be used to collect GIS asset data
such as Sanitary Pipes, Hydrants, Sidewalks, etc. in real time situations. It also gives you the ability to locate buried
or snow covered assets. In addition to the spatial component, users also have the ability to add/update attribute
information for the asset collected. This improves the accuracy and reliability of data in various Town applications.
MOBILE DEVICES
Goal: Use mobile devices for field inspections and work orders
Implementation Date: Panasonic ToughPad tablets 2015
Status: Through a reliable and secure virtual private network (VPN) connection, Staff can use the ToughPad tablets
to create and complete Maximo Work Orders in real-time while out in the field. Staff can also connect to the network
to retrieve drawings, CCTV videos, and other documents. New for 2018 is a pilot project to use the ArcGIS Collector
application on the tablets for inspecting curbs, catch basins and maintenance holes.
Asset Management Plan 2018
79 | P a g e T o w n o f A u r o r a
HYDRAULIC MODELLING: INFOWATER AND INFOWORKS ICM
Water Hydraulic Modelling: InfoWater
Goal: Create a hydraulic model to analyze the Town’s water system. The model will utilize physical network
information from GIS (pipes, nodes, valves) engineering drawings, and manufacturer specifications in conjunction
with network demands (pumping records/stations, treatment records, population). The model can be used to
support decisions on master planning, pumping station sizing, infrastructure rehabilitation, system expansion and
improvements.
Implementation Date: 2017/2018
Status: InfoWater is the selected software to build the water hydraulic model. The vendor reviewed data from a
variety of sources (GIS, SCADA, master plans, official plans, rain data, water quality etc.) to create a model that can
be used to run scenarios for existing operational activities and future capacity planning. Town Staff will receive
training in 2018 for InfoWater and the Aurora Water Model
Wastewater Hydraulic Modelling: InfoWorks ICM
Goal: Create a hydraulic model to analyze the Town’s wastewater system. The model will utilize physical network
information from GIS (pipes, nodes, valves) engineering drawings, and manufacturer specifications in conjunction
with network demands (pumping records/stations, treatment records, population). The model can be used to
support decisions on master planning, pumping station sizing, infrastructure rehabilitation, system expansion and
improvements.
Implementation Date: 2017/2018
Status: InfoWorks ICM is the selected software to build the wastewater hydraulic model. The vendor reviewed data
from a variety of sources (GIS, SCADA, master plans, official plans, rain data, pump data etc.) to create a model that
can be used to run scenarios for existing operational activities and future capacity planning. Town Staff will receive
training in 2018 for InfoWorks ICM and the Aurora Wastewater Model.
FUTURE PROJECTS
Water Hydraulic Modelling: Water Model Update
Goal: Building off the water model created in 2017, Staff will use InfoWater to update the network information
and run new scenarios. The model can be used to support decisions on master planning, pumping station sizing,
infrastructure rehabilitation, system expansion and improvements.
Implementation Date: Target 2021
Status: Future capital project
Wastewater Hydraulic Modelling: Wastewater Model Update
Asset Management Plan 2018
80 | P a g e T o w n o f A u r o r a
Goal: Building off the wastewater model created in 2017, Staff will use InfoWorks ICM to update the network
information and run new scenarios. The model can be used to support decisions on master planning, pumping
station sizing, infrastructure rehabilitation, system expansion and improvements.
Implementation Date: Target 2021
Status: Future capital project
Road and Sidewalk Inspection Application: Investigate and implement inspection application software
Goal: Building off the specifications from the Route Patrol Manager (RPM) application, the Town will be
investigating other solutions to meet the weekly/annual road and sidewalk patrol requirements to ensure
compliance with the Provincial minimum maintenance standards guidelines (O. Reg. 239/02).
Implementation Date: Target 2018/2019
Status: Future operations project
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
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
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.
SARC - Hoyer Lifts - Accessibility Implementation Plan
AFLC - Replace Built Up Roofing above Arena Dressing Rooms
AFLC - Pool Boiler Replacement
AFLC, SARC - Transfer Stations - Accessibility Plan Implementation
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)
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$
Christmas Decorations
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
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
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
Operational Services 2020 Repair and Replacement
Roads 2020 Repair and Replacement
Replace Vandorf Lift Station Pumps
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$
CAO
2020 Total Repair and Replacement Projects as Presented
Town of Aurora Website
CAO 2020 Repair and Replacement
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
Corporate Services
Information Technology
2020 Total Repair and Replacement Projects
Town of Aurora
Capital Projects
Project
Department
Version Year
31054 Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview)
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2019 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for preventive maintenance (Mill and Overlay techniques) for the following sections of roads:
- Industrial Parkway South from Engelhard to Yonge - 2.9 km of road and 647 metres of new sidewalk to be installed, AODA
improvements to the traffic signal at the intersection of Engelhard Dr and Industrial Pkwy. These improvements will include:
APS (audible pedestrian signal and tactile pavement).
- Vandorf Sideroad from Industrial Parkway South to Monkman Court - 2.65 km of road.
- Falconwood Hollow from Vandorf Sdrd up to and including the turning circle - 120m.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure-
maintain and expand infrastructure
These roads have been identified for maintenance in the 10-year Road Rehabilitation Program.
The 10-year Roads R&R is based on an approved standard service level of Pavement Quality Service Index (PQI=65) to
ensure financial self-sufficiency and allow the Town to maintain its road assets in perpetuity.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The rehabilitation of these roads should lessen regular maintenance activities.
The Pavement Management Philosophy is to: "apply the right treatment to the right road at the right time", and it is not
recommended to miss the window for a certain specific rehabilitation technique (e.g. mill and overlay).
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project was not approved the average PQI of 65 for the Town's road network, which was approved by Council as the
standard service level, will not be maintained causing the Town road network to degrade.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 1,705,3001,705,300
1,705,300 1,705,300
1,705,300 1,705,300Expenditures Total
Funding
Infrastructure Sustainability Reserves
RDS/SDWLKS/ST LGTS R&R 1,705,3001,705,300
1,705,300 1,705,300
1,705,300 1,705,300Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
31054 Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview)
Planning & Development Services
Final Approved Budget 2020
Gallery
J:\_Departments_space\Works\Capital Projects\CP 31054 - Vandorf Sideroad and Industrial Parkway South\CP_31054.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
31118 Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2018 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the reconstruction of Holman Crescent, Johnson Rd, Baldwin Rd (from Holman Cres/Johnson Rd to
Child Dr), Browning Crt. These roads that have a rural cross section with culverts and ditches will be urbanized with new curbs,
sidewalks and storm sewers. The project will be delivered in 2 parts: design of the reconstruction in 2018/2019 and the
reconstruction of the streets in 2020. The project includes full depth road reconstruction, the replacement of the underground
infrastructure and LIDs as follows: 2.07 lane-kms of full depth road reconstruction, 842 metres of new sidewalk to be installed,
1115 metres of undersized watermain to be replaced as per Town's engineering standards, sanitary main has been previously
relined, a few laterals will be replaced; 1030 m new storm sewer to be installed, bioswales will be added as LIDs.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure -
maintain and expand infrastructure.
These roads are included in the 10-year Roads R&R Program which is based on an approved standard service level of a
PQI=65 to ensure financial self-sufficiency and allow the Town to maintain its road assets in perpetuity.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The reconstruction of these streets should lessen maintenance activities.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project is not approved the average PQI=65 for the Town's road system will not be maintained causing the road network
to degrade.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 4,647,0004,647,000
4,647,000 4,647,000
4,647,000 4,647,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
SANI SEWER R&R RES CONT'N 927,000927,000
RDS/SDWLKS/ST LGTS R&R 1,692,7001,692,700
Storm Sewers Contribution 1,216,7501,216,750
WATER & SEWER CONTRIBUTION 810,550810,550
4,647,000 4,647,000
4,647,000 4,647,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
31118 Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd
Planning & Development Services
Final Approved Budget 2020
Gallery
Q:\_Departments_space\Works\Capital Projects\CP 31118 - Reconstruction Browning Crt, Johnson Rd, Holman Cres and Baldwin Rd\CP_31118.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
31119 Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman Rd.
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2018 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the reconstruction of Davidson Road, Adair Drive, Bailey Crescent and Harriman Road. These roads
that have an rural cross section with culverts and ditches will be urbanized with new curbs, sidewalks an storm sewers. The
project will be delivered in 2 parts: design of the reconstruction in 2018/2019 and the reconstruction of the streets in 2020. The
project includes full depth road reconstruction, the replacement of the underground infrastructure and LIDs as follows: - 1.46
lane-kms of full depth road reconstruction, 664 metres of new sidewalk to be installed;- 737 metres of undersized watermain is
to be replaced as per Town's engineering standards;- some sanitary laterals will be replaced;- 719 metres new storm sewer is to
be installed ranging in size from 450mm to 600mm; LIDs features - bioswales
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure -
maintain and expand infrastructure.
These roads are included in the 10-year Roads R&R Program which is based on an approved standard service level of a
PQI=65 to ensure financial self-sufficiency and allow the Town to maintain its road assets in perpetuity.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The reconstruction of these streets should lessen maintenance activities on these streets.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project is not approved the average PQI=65 for the Town's road system will not be maintained causing the road network
to degrade.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 4,400,7004,400,700
4,400,700 4,400,700
4,400,700 4,400,700Expenditures Total
Funding
Infrastructure Sustainability Reserves
SANI SEWER R&R RES CONT'N 108,200108,200
RDS/SDWLKS/ST LGTS R&R 2,468,9002,468,900
Storm Sewers Contribution 787,800787,800
WATER & SEWER CONTRIBUTION 1,035,8001,035,800
4,400,700 4,400,700
4,400,700 4,400,700Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
31119 Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman Rd.
Planning & Development Services
Final Approved Budget 2020
Gallery
J:\_Departments_space\Works\Capital Projects\CP 31119 - Reconstruction Adair Dr Bailey Cres Davidson Rd and Harriman Rd\CP_31119.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
31124 Road Resurfacing - Henderson Dr.
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 - Q4 2021
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for preventive maintenance, Mill and Overlay, construction of a sidewalk and a wildlife passage for
Henderson Dr. from Bathurst Str. to Yonge St. This project involves Mill & 50mm Overlay on a 4.94 km of road. This will
rehabilitate Henderson Dr from Bathurst to Yonge. Construction of a sidewalk on the south side of Henderson from Bathurst to
Watts Meadow. Construction of a wildlife passage. The request for the 2020 funding for this project is for the design of the road
rehabilitation including wildlife ecopassages as per the Report OPS19-009. The project will be delivered as follows: design in
2020 and construction to be determined. The pedestrian crossover at Henderson Dr and Lee Gate/Tamarac Tr. will be in 2020.
The wildlife crossing will be in 2021. The road resurfacing and the construction of a new sidewalk to be determined in the future.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure -
maintain and expand infrastructure.
This road has been identified for the maintenance and rehabilitation in the Town's 10-year Road Rehabilitation Program.
The 10-year Roads R&R is based on an approved standard service level of Pavement Quality Index (PQI=65) to ensure
financial self-sufficiency and allow the Town to maintain its road assets in perpetuity.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The rehabilitation of this road should lessen regular maintenance activities.
The Pavement Management Philosophy is to: "apply the right treatment to the right road at the right time", and it is not
recommended to miss the window for a certain specific rehabilitation technique.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project was not approved the average PQI of 65 for the Town's road network, which was approved by Council as the
standard service level, will not be maintained causing the Town's road network to degrade.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 175,000 1,500,0001,675,000
1,675,000 175,000 1,500,000
1,675,000 175,000 1,500,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
RDS/SDWLKS/ST LGTS R&R 175,000 1,500,0001,675,000
1,675,000 175,000 1,500,000
1,675,000 175,000 1,500,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
31124 Road Resurfacing - Henderson Dr.
Planning & Development Services
Final Approved Budget 2020
Gallery
Q:\_Departments_space\Works\Capital Projects\CP 31124 - Henderson Drive\CP_31124.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
31178 Reconstruction of Poplar Crescent
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2019 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the reconstruction of Poplar Crescent, design will take place in 2019 and reconstruction in 2020. The
project includes full depth road reconstruction, sidewalk repairs and replacements as necessary and replacement of the
underground infrastructure including: 836m of full depth road reconstruction, 530m of undersized 150mm cast iron watermain to
be replaced with 200mm PVC watermain, 254m of new storm sewer ranging in size from 300mm to 525mmm, installation of
568m of new 200mm sanitary sewer.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Link to Strategic Plan: Supporting an exceptional quality of life for all, Objective 2: invest in sustainable infrastructure -
maintain and expand infrastructure.
This road reconstruction has not been included in the 10 year road reconstruction program, however the project was advanced
due to the fact that the storm sewer on Henderson/Poplar needs to be replaced.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The reconstruction will lessen maintenance activities on the road and the old underground infrastructure will be upgraded and
replaced.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The storm sewers on the road need to be upgraded and the road will need to be reconstructed as an integrated asset with the
underground infrastructure.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 2,960,0002,960,000
2,960,000 2,960,000
2,960,000 2,960,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
SANI SEWER R&R RES CONT'N 500,000500,000
RDS/SDWLKS/ST LGTS R&R 1,150,0001,150,000
Storm Sewers Contribution 850,000850,000
WATER & SEWER CONTRIBUTION 460,000460,000
2,960,000 2,960,000
2,960,000 2,960,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
31178 Reconstruction of Poplar Crescent
Planning & Development Services
Final Approved Budget 2020
Gallery
Q:\_Departments_space\Works\Capital Projects\CP 31178 - Poplar Crescent\CP_31178.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
42064 Storm Sewer Outlet Cleanup
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2018 to Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding to address one of the recommendations of the Comprehensive Stormwater Management Master Plan
(CSWM-MP) endorsed by Council in April 2016 which is continuous maintenance and improvement of the stormwater inventory,
including repairs to broken and collapsed pipes, and removal of sediment and debris in outfall structures. The project will be
delivered in 2 parts: Part 1 - design work and preparation of contract documents for storm sewer outfalls repairs, to be delivered
in 2018 and 2019 and Part 2 - construction project, to be delivered in 2020. The project includes remediation of 17 storm outlets
that are the most urgent to address. Additional work related to storm outlets will be dealt with in the out years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Increase in the cost is due to the following works not anticipated in the previous budget estimate and assessed during the
design process:
- excessive clearing, grubbing and restoration required along access routes due to existing grades and topography;
- excessive amount of sedimentation removal from the outfall;
- dewatering of outfall required on continuous basis to keep the work area free of water;
- improvement/stabilization of the downstream channel with stone rip-rap and erosion control blanket;
- sediments cleaning from sewer pipe upstream of the outfalls.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Environmental and community benefits through enhanced stormwater management practices.
Act on conclusions and recommendations of the CSWM-MP under the requirements of the Lake Simcoe Protection Plan (LSPP)
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 760,000760,000
760,000 760,000
760,000 760,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
Storm Sewers Contribution 760,000760,000
760,000 760,000
760,000 760,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
42064 Storm Sewer Outlet Cleanup
Planning & Development Services
Final Approved Budget 2020
Gallery
J:\_Departments_space\Works\Capital Projects\CP 42064 - Storm Sewer Outlet Clean-Up\OutfallKeyMapStreetsWatercourse2018Locations.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
42075 Performance Monitoring of LID Controls
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 - Q4 2024
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The Town has implemented Low Impact Development (LID) features on a few projects across the Town. While the performance
of many such features have been proven globally and locally in the GTA, there is a need to develop a monitoring program
tailored to meet the Town's requirements and questions. In addition to confirming that these stormwater features are
functioning, the program will also allow for the evaluation of performance against design criteria and assist in identifying the
types of features that perform best at the local scale. Lake Simcoe Region Conservation Authority (LSRCA) will partner with
the Town in delivering this project. LSRCA has the knowledge and the equipment associated with LIDs performance monitoring.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Town has completed a number of LID projects and is interested in demonstrating the performance of the projects to help
justify and support continued use of LID techniques. The LSRCA has adapted its program and services to provide LID
performance services to their municipal partners. The Town has approached the LSRCA to assist in undertaking a performance
monitoring program on their behalf since it has the knowledge, resources and equipment to do it.The monitoring will be done for
3 years (2020, 2021 and 2022) with 2 more years for additional sites that will be decided at a later date.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
2020 to 2022 Sites to be monitored are: ACC (bioswales, raingarden, permeable pavement, walking trail and access), Algonquin
Crescent (the exfiltration system along the length of the street and the bioswales).
2022 to 2024: projects for monitoring will be identified in consultation with Town staff
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The project will provide key insight to Town staff, Council and the public as to the efficacy of the Town's LIDs systems and fill
key knowledge gaps that are relevant to the Town and cannot be answered outside of a comprehensive monitoring program.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 80,000 80,000 80,000 80,000 80,000400,000
400,000 80,000 80,000 80,000 80,000 80,000
400,000 80,000 80,000 80,000 80,000 80,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
Storm Sewers Contribution 80,000 80,000 80,000 80,000 80,000400,000
400,000 80,000 80,000 80,000 80,000 80,000
400,000 80,000 80,000 80,000 80,000 80,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
42079 Devlin Place Stream Rehabilitation
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2019 - Q4 2023
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the rehabilitation of the creek at replacement of the culvert at Devlin Place. The project will be delivered
in 2 stages: design in 2020 and 2021, construction in 2022 and 2023. The works will include: - removal of the failing gabion
baskets, the rip-rap from channel, the mass sediment deposits upstream and downstream of the culvert under Devlin Place and
removal of the old concrete dam structure upstream of Devlin Place;- installation of erosion protection works where the
embankment is at risk of erosion; - stabilize and rehabilitate the stormwater outfall, rehabilitate the channel with cobble/gravel
riffle and restore riparian areas with native trees and shrub plantings; replace existing culvert with an open bottom box culvert to
improve conveyance capacity.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The project will improve the health of the creek through the proposed erosion protection works and the assisted natural
recovery.
The replacement of the culvert will increase the culvert's conveyance capacity;reduce the risk of backwater for high intensity
storms; p revent future flooding in the area. The design for the creek rehabilitation and culvert replacement is scheduled for
2020/2021, stabilization of the creek for 2022 and the culvert replacement will take place in 2023.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Environmental and community benefits through enhanced stormwater management practices.
Act on conclusions and recommendations of the CSWM-MP under the requirements of the Lake Simcoe Protection Plan (LSPP)
that require the Town to complete a town-wide Stream Management Master Plan and the Tannery Creek Flood Relief Study to
better integrate flood mitigation and erosion control measures.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Reduction of the culvert's capacity to convey the flows, risk of backwatering during high intensity storms, risk of flooding and
creek erosion.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 200,000200,000
CONTRACTS 400,000 1,200,0001,600,000
1,800,000 200,000 400,000 1,200,000
1,800,000 200,000 400,000 1,200,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
Storm Sewers Contribution 200,000 400,000 1,200,0001,800,000
1,800,000 200,000 400,000 1,200,000
1,800,000 200,000 400,000 1,200,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
42079 Devlin Place Stream Rehabilitation
Planning & Development Services
Final Approved Budget 2020
Gallery
J:\_Departments_space\Works\Capital Projects\CP 42079 - Devlin Place Storm Culvert\CP_42079.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
42083 Willow Farm Lane Stream Rehabilitation
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2020 - Q4 2022
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the rehabilitation of the creek behind Willow Farm Lane. The project will be delivered in 2 stages: the
design in 2020/2021 and the construction in 2022. The works will include:
- rehabilitation of the failed creek banks, failed and broken gabion baskets at the storm outfall,
- address the surface erosion and slope failure along gravel trail system and
- replace the existing CSP culvert with a larger capacity culvert.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The project will improve the health of the creek through the proposed erosion protection and the assisted natural recovery
works. Install reach-scale engineered channel with boulder step-pool design and armourstone walls to stabilize gully
embankments. Restore slopes above armourstone walls with native tree and shrub planting.
The replacement of the existing culvert with a larger one will increase the culvert's conveyance capacity.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Environmental and community benefits through enhanced stormwater management practices.
Act on conclusion and recommendations of the CSWM-MP under the requirements of the Lake Simcoe Protection Plan (LSPP)
that require the Town to complete a town-wide Stream Management Master Plan and the Tannery Creek Flood Relief Study to
better integrate flooding and erosion mitigation measures.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Risk to public infrastructure (failure of the existing gravel trail), private property and aquatic habitat due to bank slumping, slope
failure and falling trees near property and fence lines. Risk of flooding and creek erosion.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 150,000150,000
CONTRACTS 550,000550,000
700,000 150,000 550,000
700,000 150,000 550,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
Storm Sewers Contribution 150,000 550,000700,000
700,000 150,000 550,000
700,000 150,000 550,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
42083 Willow Farm Lane Stream Rehabilitation
Planning & Development Services
Final Approved Budget 2020
Gallery
J:\_Departments_space\Works\Capital Projects\CP 42083 - Willow Farm Lane Storm Culvert\CP_42083.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
81025 GIS Scanner
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 - Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To replace an existing GIS scanner with a newer model which will improve the efficiency and quality of maps and drawings
produced internally.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The current scanner is approximately 15 years old and is no longer supported by the vendor. Software for the equipment is not
compatible with current operating software which significantly affects the performance of the device.
The proposed replacement scanner will be used by the corporation.
This project was not included in the most recent 10 Year Capital Plan.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The scanner is used by staff to transpose information from paper to digital format. This allows for the more efficient approval
and review of construction/development drawings.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The current scanner is obsolete, no longer supported by the vendor and not compatible with the Town's current software
environment.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
COMPUTER RELATED EQUIP R&R 10,00010,000
10,000 10,000
10,000 10,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72431 Library - Replacement of rooftop HVAC units
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of Rooftop HVAC units. - Aurora Public Library
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Replacement of the rooftop HVAC units were identified in the Building
Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and will be
completed over the two year construction process.The roof top HVAC units need to be removed and replaced as part of work
required to develop the new links and multi- purpose rooms. The intent of this project is to provide funding to procure and install
the new units. The removal and supply of infrastructure for the units is contained in the Library Square budget.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 850,000850,000
850,000 850,000
850,000 850,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 850,000850,000
850,000 850,000
850,000 850,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72432 Library - Replacement of fire alarm panel
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of the Fire Panel - Aurora Public Library
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Replacement of the fire panel was identified in the Building
Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and will be
completed over the two year construction process.The fire alarm panel is original to the building in 2001.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 21,00021,000
21,000 21,000
21,000 21,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 21,00021,000
21,000 21,000
21,000 21,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72451 Library - Exterior LED Retrofit
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of exterior lighting - Aurora Public Library
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Replacement of exterior lighting was identified in the Building
Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and will be
completed over the two year construction process. The exterior lights will be upgraded to LED and coordinated with the overall
Library Square lighting design.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 31,40031,400
31,400 31,400
31,400 31,400Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 31,40031,400
31,400 31,400
31,400 31,400Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72425 Library - Replacement of EPDM roofing
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of EPDM roof not effected by the connecting bridge and new link/multi-purpose rooms - Aurora Public Library
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Replacement of the EPDM roof was identified in the Building
Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and will be
completed over the two year construction process.The roof assembly system is original to the building construction (2001).
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 440,000440,000
440,000 440,000
440,000 440,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 440,000440,000
440,000 440,000
440,000 440,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72429 Library - Repairs to elevator door system
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020 Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Repairs to the Aurora Public Library hydraulic passenger elevator.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management Plan. Repairs to the Aurora Public Library hydraulic passenger elevator was
identified in the Building Condition Assessment report completed in 2015. This work will be coordinated with the Library Square
project and will be completed over the two year construction process.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the general contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 10,20010,200
10,200 10,200
10,200 10,200Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 10,20010,200
10,200 10,200
10,200 10,200Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72302 AFLC - Replacement of Arena Seating
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of arena seating with new fixed indoor folding seating.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The equipment is at the end of its useful life and due to be replaced
based on the Building Condition Assessment Report completed in 2015.
The arena seating is original to the building and now 20 years old. Over time the seating has become damaged and can no
longer be repaired.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The arena seating looks old and run down.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Minor customer impact.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 51,20051,200
51,200 51,200
51,200 51,200Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 51,20051,200
51,200 51,200
51,200 51,200Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72302 AFLC - Replacement of Arena Seating
Community Services
Final Approved Budget 2020
Gallery
AFLC- Seats 2.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72302 AFLC - Replacement of Arena Seating
Community Services
Final Approved Budget 2020
Gallery
AFLC-Seats 1.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72303 AFLC - Blinds for Pool Windows
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Installation of window treatment on the windows in the pool area at the Aurora Family Leisure Complex. Similar to the blinds at
the Stronach Recreational Complex.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
For several years, there have been suggestions from members to install window treatments or blinds on the windows in the
swimming pool area. It is a constant complaint of members that the morning sun is blinding for swimmers. Additionally the glare
and reflection from the sun on the water creates lifeguarding challenges.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Increased participant comfort and improved visibility for lifeguards.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Customer complaints and safety concerns for Lifeguards (impact is only on sunny mornings)
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 25,60025,600
25,600 25,600
25,600 25,600Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 25,60025,600
25,600 25,600
25,600 25,600Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72303 AFLC - Blinds for Pool Windows
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\AFLC- Pool Window.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72324 AFLC - Replace hollow metal doors & exterior exit doors
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of approximately 20 exterior service and emergency exit doors, these doors were originally installed in 1988.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The exterior doors are at the end of their useful life and due to be
replaced based on the Building Condition Assessment Report completed in 2015. With continued use, wear and tear and
exposure to the elements, the doors are damaged and corroded. Some exterior door frames are beginning to weaken due to
corrosion from salt. Hence, a proactive replacement of the interior service and exit doors is recommended.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Improved appearance and security.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Appearance of poorly maintained facilities.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 55,00055,000
55,000 55,000
55,000 55,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 55,00055,000
55,000 55,000
55,000 55,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72324 AFLC - Replace hollow metal doors & exterior exit doors
Community Services
Final Approved Budget 2020
Gallery
Exterior door 1.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72324 AFLC - Replace hollow metal doors & exterior exit doors
Community Services
Final Approved Budget 2020
Gallery
Exterior door 2.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72324 AFLC - Replace hollow metal doors & exterior exit doors
Community Services
Final Approved Budget 2020
Gallery
Exterior door 3.png
Town of Aurora
Capital Projects
Project
Department
Version Year
72328 AFLC - Replace built up roofing above Arena dressing rooms
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of roof assembly on the lower west perimeter roof over the arena dressing rooms. Section N on the attached
Roof Map .
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The roof is at the end of its useful life and due to be replaced based
on the Building Condition Assessment Report completed in 2015.
Note from Condition Assessment - This roof area is in poor condition, and beyond its serviceable life and near failure.
Deficiencies were observed, including asphalt bleed-through, blisters, missing splash pads at downspouts, a build-up of organic
debris, rust and corrosion of mechanical units and penetrations, and deteriorated sealants.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Prolong the service life of the asset.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Water infiltration, causing further damage and costs.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 90,10090,100
90,100 90,100
90,100 90,100Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 90,10090,100
90,100 90,100
90,100 90,100Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72328 AFLC - Replace built up roofing above Arena dressing rooms
Community Services
Final Approved Budget 2020
Gallery
AFLC- Roof Map
Town of Aurora
Capital Projects
Project
Department
Version Year
72441 AFLC - Pool Boiler Replacement
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of pool hot water boiler system.
The Pool Heater is 32 years old and the expect life expectancy for this type of equipment is 25 years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The equipment is at end of life and due to be replaced based on the
Building Condition Assessment Report completed in 2015. The pool boiler was reported in poor condition with heavy corrosion to
the interior components.
The swimming pool and whirlpool are heated by two separate boilers installed in 1988. In 2017, an engineering firm was retained
to provide options to replace both boilers, as a result of the study a multi-year phased plan was developed for replacement of
the equipment. The whirlpool boiler was replaced in 2018 and the pool boiler needs to be replaced in 2020.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Minimizes unexpected equipment break downs.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Failure of this equipment would result in closure of the pool and impact public programming.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT & FURNISHINGS 150,000150,000
150,000 150,000
150,000 150,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 150,000150,000
150,000 150,000
150,000 150,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72441 AFLC - Pool Boiler Replacement
Community Services
Final Approved Budget 2020
Gallery
Pool boiler 1.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72441 AFLC - Pool Boiler Replacement
Community Services
Final Approved Budget 2020
Gallery
Pool Boiler 2.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72441 AFLC - Pool Boiler Replacement
Community Services
Final Approved Budget 2020
Gallery
Pool Boiler 3.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72455 AFLC, SARC - Transfer Stations - Accessbility Plan Implementation
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the implementation of projects included in the approved 2018-2024 Accessibility Plan. The plan builds
upon previously adopted Accessibility Plans and continues to identify and remove barriers for people with disabilities in Town
goals, services and facilities. For 2020, the money requested for this project will be used to build accessible adult changing
tables in each of the family change rooms at both the Stronach Aurora Recreation Complex and the Aurora Family Leisure
Complex.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The effectiveness of the Accessibility Advisory Committee is dependent upon funding being made available for the action of
its established Accessibility Plan. By funding this plan, the Town will be contributing towards the achievement of its goal of
continuing to identify and remove barriers for people with disabilities in Town goods, services and facilities. An adult changing
table is a convenient and safe way for caretakers to assist individuals. Many individuals with a disability may only be able to
participate in locations that equip their facilities with adult changing tables.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The Accessibility Advisory Committee recommends to Council plans to remove barriers that have been identified on an annual
basis. The committee's plan is adopted by Council annually. This project allows for the implementation of the approved plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Without approval the Stronach Aurora Recreation Complex and Aurora Family Leisure Complex would lack the equipment to
provide a safe, sanitary and dignified way for adults to be changed and cared for.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT & FURNISHINGS 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 25,00025,000
25,000 25,000
25,000 25,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72455 AFLC, SARC - Transfer Stations - Accessbility Plan Implementation
Community Services
Final Approved Budget 2020
Gallery
C:\Users\matt zawada\Desktop\Pressalit 3000.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72263 SARC - Cooling Evaporator Tower
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of the ice rink condenser/evaporative cooling tower at the Stronach Aurora Recreation Complex.
This equipment was originally installed in 2005 with an expected life-cycle of 15-20 years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This equipment was reviewed as part of the Building condition Assessment site tours in 2015 and was reported to be in fair
condition. In 2016, the system showed signs of deterioration and required a new fan shaft and bearings. In 2018, the unit
started to experience leaks and the Town requested our refrigeration service provider complete a further audit of the equipment.
The service provider conducted a through review and based on findings (deterioration of internal and exterior components) has
recommended a complete replacement.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Minimizes unexpected equipment breakdowns.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Failure of this equipment would result in loss of ice and impact public programming.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 90,00090,000
90,000 90,000
90,000 90,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 90,00090,000
90,000 90,000
90,000 90,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72263 SARC - Cooling Evaporator Tower
Community Services
Final Approved Budget 2020
Gallery
Cooling Tower installed in 2005
Town of Aurora
Capital Projects
Project
Department
Version Year
72263 SARC - Cooling Evaporator Tower
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\Cooling Tower 2.png.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72263 SARC - Cooling Evaporator Tower
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\cooling Tower3.png.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72263 SARC - Cooling Evaporator Tower
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\cooling Tower 4.png..jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72305 SARC - West Roof Area - Window Sealant
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Windows on the west roof area of the Stronach Aurora Recreation Complex need to have the sealant replaced.
The windows were installed in 2005 and the sealant has a life expectancy of 12 years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management Plan. The window seals are at the end of their useful life and due to be
replaced based on the Building Condition Assessment Report completed in 2015. Leaking has occurred and repairs have
addressed the leaks on a temporary basis until the sealant is replaced.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The new sealant is required to stop water from entering the building and causing secondary damage to the building. New sealant
will reduce the risk of unplanned emergency costs.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The potential of greater damage and increased costs to the operation budget.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 10,20010,200
10,200 10,200
10,200 10,200Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 10,20010,200
10,200 10,200
10,200 10,200Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72305 SARC - West Roof Area - Window Sealant
Community Services
Final Approved Budget 2020
Gallery
Deteriorated Sealant West Windows
Town of Aurora
Capital Projects
Project
Department
Version Year
72316 SARC - Replacement of plumbing fixtures
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The plumbing fixtures and faucet equipment in the Stronach Aurora Recreation Complex washrooms and change rooms need to
be replaced to include water saving technology with motion activated sensors.
Many of the plumbing fixtures in the complex were originally installed in 2005, the normal life expectancy for washroom fixtures
is 15 years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Energy Conservation and Demand Management plan and all equipment will be replaced with
motion sensor or auto flush functionality. Additionally, the equipment is at the end of its useful life and due to be replaced
based on the Building Condition Assessment Report completed in 2015. There are approximately 100 various washroom
fixtures that are in various conditions, this is attributed to the frequent usage, age and hard water supply. Leaks are occurring
regularly at the lavatory faucets, shower-heads, water closets and urinal flush valves.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Water savings, improved customer service.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Reflects poorly on the Town if facilities are in a poor state of disrepair.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 92,10092,100
92,100 92,100
92,100 92,100Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 92,10092,100
92,100 92,100
92,100 92,100Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72316 SARC - Replacement of plumbing fixtures
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\SARC - Plumbing Fixtures (3).jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72316 SARC - Replacement of plumbing fixtures
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\SARC- Plumbing Fix 2 (2).jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72450 SARC - Low-E Ceiling - Arenas
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Installation of a Low E ceiling in both ice pads at the Stronach Aurora Recreation Complex.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was approved as part of the Energy Conservation and Demand Management Plan.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Installation of low emissivity ceiling systems in Stronach Aurora Recreation Complex arena will provide a wide range of
advantages including reducing refrigeration costs by up to 15%. It can also reduce condensation problems, improve lighting,
provide better acoustics and improve overall aesthetics and ice conditions.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Higher operating costs.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 128,000128,000
128,000 128,000
128,000 128,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 128,000128,000
128,000 128,000
128,000 128,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72450 SARC - Low-E Ceiling - Arenas
Community Services
Final Approved Budget 2020
Gallery
Sample low_emissivity_ceiling.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72456 SARC - Hoyer Lifts - Accessibility Implementation Plan
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 - Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the implementation of projects included in the approved 2018-2024 Accessibility Plan. The plan builds
upon previously adopted Accessibility Plans and continues to identify and remove barriers for people with disabilities in Town
goals, services and facilities. For 2020, the money requested for this project will be used to replace the Hoyer Lift (Hoist) for
the hydrotherapy pool at the Stronach Aurora Recreation Complex.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The effectiveness of the Accessibility Advisory Committee is dependent upon funding being made available for the action of
its established Accessibility Plan. By funding this plan, the Town will be contributing towards the achievement of its goal of
continuing to identify and remove barriers for people with disabilities in Town goods, services and facilities. Due to the age and
wear down of the current Hoyer Lift (Hoist) it is requested that a new one be installed for the hydrotherapy pool at the Stronach
Aurora Recreation Complex. The current machinery is likely to continue to malfunction and put patrons in unsafe situations.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The Accessibility Advisory Committee recommends to Council plans to remove barriers that have been identified on an annual
basis. The committee's plan is adopted by Council annually. This project allows for the implementation of the approved plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Older machinery is more likely to malfunction and put patrons who are using the equipment in unsafe situations.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT & FURNISHINGS 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 20,00020,000
20,000 20,000
20,000 20,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72456 SARC - Hoyer Lifts - Accessibility Implementation Plan
Community Services
Final Approved Budget 2020
Gallery
C:\Users\matt zawada\Desktop\Model IGAT-180.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72201 Work Station Refresh Carpet Paint
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
In In 2016, Council approved capital project 72201 Workstation refresh, carpet and paint. The report indicated that an ongoing
building refresh will occur using a controlled multi-year approach and will include paint, carpet refresh and replacement of
furniture based on a corporate standard.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Town Hall is now 29 years old, much of the furniture and decor is original and is in need of updating. Several areas within Town
Hall have been refreshed in the past 3 years, Human Resources, Corporate Communications and a section of Finance. In the
fall of 2019, Community Services will lead a space allocation and renewal plan that will further develop the plan for Town Hall
building.The plan will include an updated renewal strategy, plans for the vacant space created as a result of Community
Services and Bylaws relocation to the 3rd floor of the JOC and planning options to address growth and future work trends. Once
completed, this plan will be presented to Council.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
As the Town grows in population and the needs/demands increase, we need to be able to adapt to the changing work
requirements, currently we have very little swing space and no room to grow. Reworking the existing space is more cost
effective than leasing additional space or building an additions.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Ineffective use of office space
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 250,000 157,100 160,600567,700
567,700 250,000 157,100 160,600
567,700 250,000 157,100 160,600Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 250,000 157,100 160,600567,700
567,700 250,000 157,100 160,600
567,700 250,000 157,100 160,600Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72419 Town Hall - Repair of concrete/stone walkways
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Repairs to exterior concrete/ interlock stone walkways at Town Hall.
The concrete walkways were originally installed in 1991, some repairs have occurred throughout the years.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The walkways require repairs based on the Building Condition
Assessment Report completed in 2015.
The condition was reported as being in poor condition due to heavy wear and tear and weather exposure. At some locations the
cracks have progressed, and concrete spalling has occurred. Gaps of approximately 1.5 inches were noted on the concrete pad
walkway located at the south staff entrance.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Reduce the risks associated with tripping hazards.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Potential for health and safety incidents.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 33,50033,500
33,500 33,500
33,500 33,500Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 33,50033,500
33,500 33,500
33,500 33,500Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72419 Town Hall - Repair of concrete/stone walkways
Community Services
Final Approved Budget 2020
Gallery
Town_Hall_walk 1.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72419 Town Hall - Repair of concrete/stone walkways
Community Services
Final Approved Budget 2020
Gallery
Town_Hall_walk 2.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72419 Town Hall - Repair of concrete/stone walkways
Community Services
Final Approved Budget 2020
Gallery
Town_Hall_walk 3.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72452 Energy and Demand Management Plan Implementation
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Implementation of projects identified in the Energy Conservation and Demand Management Plan.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
In June 2019, Council approved the updated Energy Conservation and Demand Management Plan. The funding for this project
is for the implementation of various smaller conservation initiatives at various facilities.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Support of energy conservation practices and demand management plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Increased utility costs.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 50,00050,000
50,000 50,000
50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72452 Energy and Demand Management Plan Implementation
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\Small Energy Projects- Various Loations.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72453 Unplanned - Emergency Repairs Contingency
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Unplanned emergency repairs/replacement contingency fund.
The purpose of this request is to provide an envelope of funds to manage emergency or unexpected facility repairs, enabling
quick/ expedient response and repair to buildings or equipment. Alternatively reporting to Council to request funds, extending
delay to the repair and interruption in service. The expectation would be a year end report summarizing how funds (if any) were
utilized.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Building Condition Assessment Program and Asset Management Plan outline the Town's 10 year capital renewal needs
through a systematic process based on equipment and component expected life cycle. The Town's facilities are complex and
predicting equipment and component failures are not an exact science. Weather, usage and many other factors can cause
unexpected or premature failures. This fund is intended to only to be used should a need arise outside of the regular planning
process.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Ability to deal with unexpected or premature building equipment and or components failures.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Potential delays/ customer complaints or service/ program disruptions.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 100,000100,000
100,000 100,000
100,000 100,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 100,000100,000
100,000 100,000
100,000 100,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72454 Victoria Hall - Accessible Ramp - Accessibility Plan Implementation
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 - Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for the implementation of projects included in the approved 2018-2024 Accessibility Plan. The plan builds
upon previously adopted Accessibility Plans and continues to identify and remove barriers for people with disabilities in Town
goals, services and facilities. For 2020, the money requested for this project will be used to build an accessible ramp for
Victoria Hall. The ramp will provide an accessible route into the building assisting those individuals with a disability and parents
with strollers.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The effectiveness of the Accessibility Advisory Committee is dependent upon funding being made available for the action of
its established Accessibility Plan. By funding this plan, the Town will be contributing towards the achievement of its goal of
continuing to identify and remove barriers for people with disabilities in Town goods, services and facilities. The ramp is
proposed for the North entrance and would need to coordinate with the Library Square design (as the parking lot is part of the
Library Square project). As Victoria Hall is a designated heritage building, the design will be reviewed by the Heritage Advisory
Committee.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The Accessibility Advisory Committee recommends to Council plans to remove barriers that have been identified on an annual
basis. The committee's plan is adopted by Council annually. This project allows for the implementation of the approved plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Limits accessibility for participants trying to use the building.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 20,00020,000
20,000 20,000
20,000 20,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72454 Victoria Hall - Accessible Ramp - Accessibility Plan Implementation
Community Services
Final Approved Budget 2020
Gallery
C:\Users\matt zawada\Desktop\Victoria Hall.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72121 22 Church St Brick Repairs
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Brick repairs to the Church Street School House.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Repairs to the exterior brick was identified in the Building Condition
Assessment report completed in 2015. This work will be coordinated with the Library Square project and be completed over the
two year construction process.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 30,70030,700
30,700 30,700
30,700 30,700Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 30,70030,700
30,700 30,700
30,700 30,700Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72192 Church Street School- Exterior Doors
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of exterior doors- 22 Church Street School House.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Replacement of exterior doors at 22 Church St was identified in
the Building Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and be
completed over the two year construction process.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 90,80090,800
90,800 90,800
90,800 90,800Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 90,80090,800
90,800 90,800
90,800 90,800Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72388 22 Church - Repaint interior wall surfaces
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020- Library Square
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Interior Painting - 22 Church Street School House.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Interior painting at Church Street School was identified in the
Building Condition Assessment report completed in 2015. This work will be coordinated with the Library Square project and be
completed over the two year construction process.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The work being included in the library square project will yield better pricing and be coordinated under the General Contractor
responsible for the entire project.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The work would need to be tendered and completed once the Library Square project is complete.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 35,80035,800
35,800 35,800
35,800 35,800Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 35,80035,800
35,800 35,800
35,800 35,800Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72172 ACC- Sport Flooring
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of rubber sport flooring in sections of the Aurora Community Centre arena.Much of the sport flooring is original
and was installed in 1997 or earlier.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management Plan. Various sections of the sport flooring in the ACC arena is at the end
of its useful life and due to be replaced based on the Building Condition Assessment Report completed in 2015. The condition in
ACC #2 dressing rooms and immediately between the dressing rooms and the rink and ACC #1 was reported as being in poor
condition due to heavy wear and water exposure.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Improved user experience and safety.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Potential safety concerns, customer complaints.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 73,90073,900
73,900 73,900
73,900 73,900Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 73,90073,900
73,900 73,900
73,900 73,900Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72172 ACC- Sport Flooring
Community Services
Final Approved Budget 2020
Gallery
Aurora_Community_Centre_Flooring 1.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72172 ACC- Sport Flooring
Community Services
Final Approved Budget 2020
Gallery
Aurora_Community_Centre_flooring 2.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72297 ACC - Ice Resurfacer Room Heater
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Installation of heater in the ice resurfacer area of Aurora Community Centre (Lincoln Rink #2).
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Staff have requested to add a heater to the Lincoln Rink in the area where the ice resurfacer enters and exits. Water from the
ice resurfacers continued use is being left behind resulting in a build up of ice creating a slip and fall hazard. Heaters to mitigate
this risk are installed Stronach Aurora Recreational Complex and The Aurora Family Leisure Complex.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Improved health and safety of staff and ice users .
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Potential risk and exposure to any slip and fall claims.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,50020,500
20,500 20,500
20,500 20,500Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 20,50020,500
20,500 20,500
20,500 20,500Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72346 ACC - Reseal concrete floors
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Refinishing of concrete floors in Ice Resurfacer area in Aurora Community Centre.
The concrete floor was originally installed in 1966.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. Due to continued exposure to water, the floor is in poor condition and
needs to be repaired based on the Building Condition Assessment Report completed in 2015.
Repair of the concrete floor in the Ice Resurfacer room and the application of sealer over the concrete flooring. The application
of a quality commercial grade flooring sealant product will stop further deterioration and protect the floor from further damage
for 10 years.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
This will mitigate health and safety concerns, maintain appearance, and extend the life of the concrete floor.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Further deterioration of the floor and greater costs to repair/ replace.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 28,70028,700
28,700 28,700
28,700 28,700Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 28,70028,700
28,700 28,700
28,700 28,700Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72346 ACC - Reseal concrete floors
Community Services
Final Approved Budget 2020
Gallery
unfinished concrete floor.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72346 ACC - Reseal concrete floors
Community Services
Final Approved Budget 2020
Gallery
ACC- Floor seal.jpeg
Town of Aurora
Capital Projects
Project
Department
Version Year
72347 ACC - Replacement of suspended ceiling in Lobby
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of suspended ceiling panels in the central lobby of the Aurora Community Centre.
The ceiling tiles were originally installed in 1996 and have an expected life of 15 years. They are over 23 years old.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The ceiling tiles are at the end of their useful life and due to be
replaced based on the Building Condition Assessment Report completed in 2015.
The suspended ceiling panels in the central lobby of the building are in poor condition. There are numerous discolored/ stains
and damaged tiles, replacement of the central lobby suspended ceiling panels is recommended.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Enhanced customer experience.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Reflection of poor maintenance standards.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 26,90026,900
26,900 26,900
26,900 26,900Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 26,90026,900
26,900 26,900
26,900 26,900Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72347 ACC - Replacement of suspended ceiling in Lobby
Community Services
Final Approved Budget 2020
Gallery
Aurora_Community_Centre_Ceiling tiles .jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72381 CYFS 4-3 - Replace windows
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of existing exterior windows and window wall in Central York Fire Hall 4-3.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The equipment is at the end of its useful life and due to be replaced
based on the Building Condition Assessment Report completed in 2015.
This facility underwent a renovation in 2011 and several of the windows, primarily on the south side of the building were
replaced. The remainder of the windows and the window wall were originally installed in 1978 and are single pane glass.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
As the original windows are very inefficient, replacing them will assist with energy reduction strategies. Additionally, the
replacement will prevent water penetration and damage to building envelope.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Increased energy cost and potential damage to the building envelope.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 28,80028,800
28,800 28,800
28,800 28,800Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 28,80028,800
28,800 28,800
28,800 28,800Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72381 CYFS 4-3 - Replace windows
Community Services
Final Approved Budget 2020
Gallery
Aurora_Firehall_4-3_Windows 1.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72381 CYFS 4-3 - Replace windows
Community Services
Final Approved Budget 2020
Gallery
Aurora_Firehall_4-3 windows 2.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
72384 CYFS 4-3 - Replacement of suspended ceiling panels
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020 Q3
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of various suspended acoustic ceiling panels in Central York Fire Hall 4-3.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project was identified in the Asset Management plan. The equipment is at the end of its useful life and due
to be replaced based on the Building Condition Assessment Report completed in 2015.
During the renovation in 2011, several areas within the facility had new ceiling tiles installed, the remainder of
the building tiles were originally installed in 1978. This project is to replace the tiles originally installed in 1987.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Consistent look throughout the entire facility.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Appearance of poor maintenance standards.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 26,90026,900
26,900 26,900
26,900 26,900Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 26,90026,900
26,900 26,900
26,900 26,900Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73160 Emerald Ash Borer Management Program
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2-Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To manage the Emerald Ash Borer (EAB) infestation of the municipal street tree inventory, parks and wood lots, further funding
is required in support of this program. This is year 8 of 10 for this program.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The implementation of year 8 of the EAB Management Plan will involve the continued treatment of approximately 2200 ash
trees. Not all ash street trees will qualify for treatment based on their declining condition as a result of EAB infestation. It was
indicated that the number of EAB infested trees was on the incline in 2014. As such the situation is unfolding as predicted in
terms of timing and effects of this insect. Trees have been doing quite well as a result of the treatments and it is easy to
recognize treated vs untreated trees. Staff are continuing to monitor the Ash tree inventory to gauge the effectiveness of the
treatment program .
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
To maintain public safety associated with the removal of dying and potentially dangerous trees, t o maintain acceptable
neighbourhood aesthetics and to re-establish the tree canopy by replacing trees that are removed.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
All ash trees on municipal lands would perish due to EAB.Perishing trees may result in safety concerns for home
owners or pedestrians and a decline in neighbourhood aesthetics.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 235,000 240,000 235,000710,000
710,000 235,000 240,000 235,000
710,000 235,000 240,000 235,000Expenditures Total
Funding
Special Purpose Reserve Funds
EMERALD ASH BORER RESERVE 235,000 240,000 235,000710,000
710,000 235,000 240,000 235,000
710,000 235,000 240,000 235,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73160 Emerald Ash Borer Management Program
Operational Services
Final Approved Budget 2020
Gallery
K:\Financial Services\FIN\PlanInvest\BudgetFIN\2020 Budget\Capital\Draft 1\R & R - Capital Projects - Draft 1\73160.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
73212 Playground Replacement- Taylor Park
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To replace an aging playground structure in Taylor Park to increase safety and usability for residents.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Taylor Park playground has been in service since 1998. While the playground is functional, it is outdated and unattractive to the
children in the neighborhood. There are some significant wear patterns to the decking/platforms(cracking/peeling) that have been
identified during monthly playground inspections over the past few years and repairs done to mitigate the problems. This
playground will be replaced with a more functional, practical structure inclusive of AODA features and some of the latest and
desirable features on the market for children. Within 10 year Capital Plan and Asset Management Plan for replacement in 2018.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
By replacing the aging structure, children in the surrounding area will have an inviting space to play that will keep them active
and engaged with their peers. Risks will also be lowered as the structure will be built as per the latest CSA standards. Mitigation
of risk by associated hazards.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The Corporation could be liable as the asset ages and safety risks become greater. Increased costs incurred by keeping the
aging infrastructure up to standard.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 175,000175,000
175,000 175,000
175,000 175,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
PARKS R&R RESERVE CONT'N 175,000175,000
175,000 175,000
175,000 175,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73212 Playground Replacement- Taylor Park
Operational Services
Final Approved Budget 2020
Gallery
E:\DCIM\100___06\IMG_0007.JPG
Town of Aurora
Capital Projects
Project
Department
Version Year
73212 Playground Replacement- Taylor Park
Operational Services
Final Approved Budget 2020
Gallery
E:\DCIM\100___06\IMG_0010.JPG
Town of Aurora
Capital Projects
Project
Department
Version Year
73212 Playground Replacement- Taylor Park
Operational Services
Final Approved Budget 2020
Gallery
E:\DCIM\100___06\IMG_0017.JPG
Town of Aurora
Capital Projects
Project
Department
Version Year
73213 Playground Replacement- Harman Park
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2-Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To replace an aging playground structure in Harmon Park to increase safety and usability for residents.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Harmon Park has been in service since the 1996. In 2010, Parks undertook some work to the park through Infrastructure grant
funding, including paving of pathways, drainage, resetting of heaving swing set and play structure posts. This also included
some planting for shade and new decorative benches. There are significant wear patterns to the decking/platforms that have
been identified during monthly playground inspections in the past year. This playground will be replaced with a more functional,
practical structure w/AODA components. The fall protection surfacing will also be replaced as part of the project. Proximity to
Our Lady of Grace School results in heavy use.In 10 year Capital Plan & past lifecycle as per the Asset Management Plan.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
By replacing the aging structure, children in the surrounding area will have an inviting space to play that will keep them active
and engaged with their peers. Risks will also be lowered as the structure will be built as per the latest CSA standards.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The Corporation could be liable as the asset ages and safety risks become greater. Increased costs incurred by keeping the
aging infrastructure up to standard.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 153,600153,600
153,600 153,600
153,600 153,600Expenditures Total
Funding
Infrastructure Sustainability Reserves
PARKS R&R RESERVE CONT'N 153,600153,600
153,600 153,600
153,600 153,600Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73213 Playground Replacement- Harman Park
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Sara Tienkamp\Pictures\20190605_133917.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
73213 Playground Replacement- Harman Park
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Sara Tienkamp\Pictures\20190605_133847.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
73213 Playground Replacement- Harman Park
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Sara Tienkamp\Pictures\20190605_133800.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
73232 Trail/Playground Re-design - Jack Wood Park
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1-Q4
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To replace an aging playground structure in Jack Woods Park to increase safety and usability for residents and to create a trail
through park from Dunning St to Edward St.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Jack Woods Park was constructed in the 1960's. Present playground in service since 1989 and not up to date with CSA
standards today. The fall protection surfacing is sand based and while it still conforms as an impact surface,wood chip impact
surfacing has a greater safety impact rating. For this reason, all playgrounds have been retrofitted to wood mulch. This
playground will be replaced with a more functional, practical structure inclusive of AODA features and some of the latest and
desirable features for children. Plans include trail from Dunning Ave to Edward St,identified in Trails Master Plan. Project in 10
year Capital Plan and past AMP lifecycle.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
By replacing the aging structure, children in area will have an inviting space to play to keep them active/engaged with their
peers. Structure will be built per latest CSA standards & risks mitigated. Trail will provide off road connection for and supports
the Strategic Plan Goal of Supporting an Exceptional Quality of Life for all by improving transportation, mobility and
connectivity.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The Corporation could be liable as the asset ages and safety risks become greater. Increased costs incurred maintaining the
aging infrastructure up to standard.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 102,400102,400
102,400 102,400
102,400 102,400Expenditures Total
Funding
Infrastructure Sustainability Reserves
PARKS R&R RESERVE CONT'N 102,400102,400
102,400 102,400
102,400 102,400Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73232 Trail/Playground Re-design - Jack Wood Park
Community Services
Final Approved Budget 2020
Gallery
C:\Users\Sara Tienkamp\Pictures\20190605_135118.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
34001 Christmas Decorations
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 to Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Replacement of Christmas Wreaths on Yonge Street in the downtown core. The current Christmas Wreaths have been in
service for many years and as a result they have continued to deteriorate to the point where their appearance and functionality
is poor.Key Goals: To present a more updated and pleasing Christmas display in the downtown core area, to provide a more
inviting atmosphere for business owners and their cliental, to present a more appealing image of Aurora's heritage business
district Objective: To invest in the downtown core through ongoing maintenance and repair of important Town owned
assets.Performance Measures:To increase and improve area aesthetics and decrease ongoing maintenance associated with
faulty lighting and wiring.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
As with any aging infrastructure, time and exposure to the elements takes its toll. As such, these Christmas decorations have
served the Town well for many years and no longer reflect a positive and prosperous image which is so important for the
vitality of the downtown historic core. Replacement of these aging decorations will impact positively on maintaining this annual
traditional level of service of beautification in the downtown core. Replacement of these decorations will provide a continued
acceptable level of service for a minimum of 10 seasons.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Replacement of these decorations will serve to demonstrate the commitment that the Town has in maintaining a positive image
in the downtown core and also assist in creating a more inviting and pleasurable atmosphere for seasonal shoppers, those
passing through and business owners.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Existing decorations will continue to be utilized. This may result in additional costs due to increased maintenance and repair. It
may also be interpreted as a lack of interest on the Towns part for maintaining a satisfactory level of area aesthetics and
investment in the downtown core.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
RDS/SDWLKS/ST LGTS R&R 50,00050,000
50,000 50,000
50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34001 Christmas Decorations
Operational Services
Final Approved Budget 2020
Gallery
K:\Operational Services\AMM\RoadLinear\MaintRepairs\Capital Items\2019\Christmas Decorations\IMG_1434.jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
34001 Christmas Decorations
Operational Services
Final Approved Budget 2020
Gallery
K:\Operational Services\AMM\RoadLinear\MaintRepairs\Capital Items\2019\Christmas Decorations\IMG_1435.PNG
Town of Aurora
Capital Projects
Project
Department
Version Year
34001 Christmas Decorations
Operational Services
Final Approved Budget 2020
Gallery
K:\Operational Services\AMM\RoadLinear\MaintRepairs\Capital Items\2019\Christmas Decorations\IMG_1436.PNG
Town of Aurora
Capital Projects
Project
Department
Version Year
34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 through Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Multi year program required to reinstate infrastructure including culverts, railings, fences and retaining walls, estimated to
exceed $1,000,000.00 Key Goals:Compiling an inventory, assessment and condition rating of infrastructure and reinstate and
make safe any failing infrastructure. To engage a consulting firm to work with staff on prioritization of works, provide
specifications , tender preparation and all aspects of contract administration. Objective:Initiating and developing a systematic
approach to inspecting ,maintaining and repairing failing infrastructure. To track and record all data on the condition and financial
implications with this infrastructure, To identify and mitigate all conditions that expose the corporation and public to safety and
liability risks.Performance Measures include responding to and managing the ongoing maintenance needs.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
There are many legitimate reasons to approve the project based on the Corporations duty of care in providing for and
sustaining vital municipal infrastructure and the very lengthy period of time some of these assets have remained in poor
condition. Staff suggest that it is incumbent on the department to ensure that all operational infrastructure requiring
maintenance receives the attention it requires. In situations where staff do not have the internal resources to mitigate issues,
then these needs should be documented and presented to Council with appropriate recommendations. This project is aimed at
providing and maintaining our infrastructure service levels by conducting routine inspections and conducting maintenance and
repair works in accordance with sound municipal principals and standards in a proactive manner. (see attached)
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Benefits include reinstatement of outstanding degraded infrastructure, significant reduction and management of risks
associated with failing infrastructure. Engagement of staff in observing, documenting and reporting on failing infrastructure.
Mitigation of backlog of repairs and maintenance will have less of a financial burden once completed. Greatly improved
systematic approach in inspecting, documenting and implementing repairs and maintenance.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Infrastructure repairs and maintenance would continue to lag behind in addressing this significant issue. Not acting on this
project could result in an increased risk to the Corporation.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 200,000 200,000 200,000 200,000 200,0001,000,000
1,000,000 200,000 200,000 200,000 200,000 200,000
1,000,000 200,000 200,000 200,000 200,000 200,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
RDS/SDWLKS/ST LGTS R&R 200,000 200,000 200,000 200,000 200,0001,000,000
1,000,000 200,000 200,000 200,000 200,000 200,000
1,000,000 200,000 200,000 200,000 200,000 200,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34616 Side Walk /Engineered Walkway Reconstruction
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 through Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To mitigate a outstanding backlog of failing infrastructure of sidewalks and engineered walkways have fallen into disrepair. This
is driven by the results of our annual sidewalk inspection program whereby all sidewalks are inspected, deficiencies identified
and rated by condition. Through this program we have identified approximately 5000 square meters of sidewalk surface with a
low condition rating. Project goals include the implementation of an ongoing sidewalk maintenance management program in
accordance with Provincial Legislation and sound risk management practises. Performance measures include the provision of a
consistent and scheduled level of inspection and repair of critical infrastructure with an ongoing response and action plan in
addressing public liability and risk.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
With a current backlog of deficiencies now identified and in the public record the Corporation is obligated to proceed with these
much needed walkway surface repairs. With the current outstanding work valued at more than $700,000 staff have prioritized
the necessary work such that it is reasonable to conduct the project over 4-5 years. The service level associated with this
infrastructure has been inadequate for a lengthy period of time such that the corporation must address this issue in order to
remain compliant with legislated requirements and for the overall benefit of the community,Staff are very confident that with
the approval of this project and the steps and investment that have already been taken in managing this infrastructure, the
corporation is already much better served in the the responsible provision of this service level.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Multiple benefits include reduction of risk to corporation, improvement in community safety, fewer customer complaints over
long standing and degraded walkway surface conditions.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Unacceptable infrastructure conditions, risk and liability to the Corporation, non compliance with provincial legislation, less
engagement and concern from staff.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 200,000 175,000 150,000 125,000 111,500 113,900 480,9001,356,300
1,356,300 200,000 175,000 150,000 125,000 111,500 113,900 480,900
1,356,300 200,000 175,000 150,000 125,000 111,500 480,900113,900Expenditures Total
Funding
Infrastructure Sustainability Reserves
RDS/SDWLKS/ST LGTS R&R 200,000 175,000 150,000 125,000 111,500 113,900 480,9001,356,300
1,356,300 200,000 175,000 150,000 125,000 111,500 113,900 480,900
1,356,300 200,000 175,000 150,000 125,000 111,500 480,900113,900Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
41013 Replacement of Vandorf Road Lift Station Pumps
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The sanitary lift station was commissioned in 1997 to service the homes on Monkman Court , Benville Crescent and the
Fernbrook Condominium development. Due to their age the lift station pumps are showing signs of normal wear in the impellers
and impeller housings such that pump failures are likely to become more frequent as a result of circuit breaker trips due to wear
related blockages in the pump impellers. (see attached) For this reason staff in consultation with our lift station
service/maintenance contractor are recommending that the two pumps servicing this station be replaced as a proactive
measure in an effort to avoid any potential more serious failures and a risk of surcharging at the lift station.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Critically important infrastructure that must remain fully functional at all times. Risk of prolonged down time or a major pump
failure is far too great for the the corporation to assume.
Ongoing maintenance of all associated infrastructure at sanitary lift stations is critical in maintaining a consistently reliable
uninterrupted level of service.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Sanitary sewage disposal and treatment is a community wide essential service that must be maintained for the benefit and
quality of life of all residents and our environment.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Sanitary sewer service levels in this quadrant could be impacted in the event of a major pump failure. Prolonged pump failure
could lead to surcharging of the sanitary lift station and a spill of sanitary effluent into a nearby water course.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
SANI SEWER R&R RES CONT'N 50,00050,000
50,000 50,000
50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
41013 Replacement of Vandorf Road Lift Station Pumps
Operational Services
Final Approved Budget 2020
Gallery
C:\Users\Jim Tree\Desktop\Ballymore pump cleaning June 27th 2016 (5) (002).jpg
Town of Aurora
Capital Projects
Project
Department
Version Year
41013 Replacement of Vandorf Road Lift Station Pumps
Operational Services
Final Approved Budget 2020
Gallery
C:\Users\Jim Tree\Desktop\Vandorf Pump Oct 30 (002).JPG
Town of Aurora
Capital Projects
Project
Department
Version Year
43038 Water Meter Replacement Program
Financial Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Ongoing
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Water meters are an important component of Aurora's Municipal Drinking Water System. Every residential, industrial,
commercial, and institutional customer is equipped with a water meter to track consumption. This ensures that each customer
is being billed for only the water they consume. The average life span of the water meter is 20 years. This project supports the
strategic plan pillar of supporting an exceptional quality of life for all and meets the objective of investing in sustainable
infrastructure by maintaining and expanding infrastructure to support population growth through technology, waste management,
roads, emergency services and accessibility.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Town has approximately 17,000 service connections and water meters. The water replacement program will ensure that the
Town's water meters will be up to date and ensure they are being read accurately. Furthermore, with technological meter
improvements it is prudent for the water meters to be updated such that meters continue to be read and provide appropriate
functionality during its operations.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
About 45 percent of our water meters are at least 20 years old. Water meters are most accurate for the first 10-15 years, their
accuracy decreases as they wear to the benefit of the consumer. This reduction in accuracy has a negative impact on the
revenue stream for the Town of Aurora and it increases our water loss. This project is being funded from the water reserve.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The age of the water meters may result in inaccurate billings and prevent technological advancements and efficiencies in
collecting meter readings.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 511,900 523,400 535,000 545,700 557,700 455,900 914,4004,044,000
4,044,000 511,900 523,400 535,000 545,700 557,700 455,900 914,400
4,044,000 511,900 523,400 535,000 545,700 557,700 914,400455,900Expenditures Total
Funding
Infrastructure Sustainability Reserves
WATER & SEWER CONTRIBUTION 511,900 523,400 535,000 545,700 557,700 455,900 914,4004,044,000
4,044,000 511,900 523,400 535,000 545,700 557,700 455,900 914,400
4,044,000 511,900 523,400 535,000 545,700 557,700 914,400455,900Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14047 Computer & Related Infrastructure Renewal
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To undertake the annual replacement cycle purchases of IT equipment for the Town of Aurora. Funding for this initiative is
required annually.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
In order to maintain an acceptable fleet of computer equipment servicing the needs and requirements of the Town business, the
evergreening of this equipment is necessary. To improve mobility options for staff we are increasing our deployment of
replacement equipment to support laptop/tablet use for 2020. In addition this year we have a series of end of life network
equipment due for replacement to support our current infrastructure.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Previously, the desktop and laptop evergreening cycle was a 6-7 year cycle, which needs to change to 3-4 years to reflect
industry standards which will improve technology workplace modernization initiatives. Server replacement schedules reflect on
average a ten year cycle. Replacement cycle changes, have resulted in an uneven expenditure over the next several
years. Based on current IT inventories there are computers, laptops and servers/network infrastructure elements critical to our
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If this project isn't approved we will be delaying the necessary work for technology workplace modernization and needed
infrastructure replacement. This makes subsequent year replacements heavier as a result.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 171,309 263,885 215,475 107,513 84,055 47,625 485,4271,375,289
1,375,289 171,309 263,885 215,475 107,513 84,055 47,625 485,427
1,375,289 171,309 263,885 215,475 107,513 84,055 485,42747,625Expenditures Total
Funding
Infrastructure Sustainability Reserves
COMPUTER RELATED EQUIP R&R 171,309 263,885 215,475 107,513 84,055 47,625 485,4271,375,289
1,375,289 171,309 263,885 215,475 107,513 84,055 47,625 485,427
1,375,289 171,309 263,885 215,475 107,513 84,055 485,42747,625Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14070 Boardroom Audio/Video Equipment
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
This project is to update the board and meeting room technology at Town Hall and all other site boardroom facilities. This
capital sheet provides the necessary money to make equipment changes in the various board and meeting rooms as needed.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Leveraging current technology and proposing process changes for the more efficient use of meeting room resources and
equipment will improve staff productivity and ultimately improve service levels. With new technology, the time spent driving
to offsite meetings and setting up outdated portable equipment can be reduced. Leveraging digital meetings with real time
meeting notes, improved and broader adoption of web meetings and screen sharing are an asset. Saving staff time to focus
on more important things.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The benefits are internal in nature. They include reducing travel between sites for meetings (leveraging conferencing),
improved efficiencies in board and meeting rooms by having access to files needed to be displayed quickly and easily with
meeting participants - increasing the production during meetings. As well as to reduce our carbon footprint by further reducing
our printing and better leveraging our digital electronic files.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Staff would continue to use existing board and meeting rooms, some with limited to no technology in place for their meetings.
Staff will have to continue to use old methods for meetings (in person vs virtual/conference) as well as to spend more time
coordinating meetings and resources instead of investing in more productive use of time.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT & FURNISHINGS 50,000 50,000 50,000150,000
150,000 50,000 50,000 50,000
150,000 50,000 50,000 50,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
BLDG, FURN & FIX R&R RESERVE 25,000 25,000 25,00075,000
COMPUTER RELATED EQUIP R&R 25,000 25,000 25,00075,000
150,000 50,000 50,000 50,000
150,000 50,000 50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
12037 Town of Aurora Website
CAO
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
This project will integrate Microsoft Dynamics, the Town's Customer Relationship Management (CRM) software, with the Town's
website. The integration will enable customers to submit questions, complaints and service requests online 24 hours a day,
seven days a week.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Integrating our CRM software with the Town of Aurora website, will dramatically improve the customer experience for our
citizens. This will enable citizens to enter questions, complaints or service requests online through the website, receive an
immediate response and ticket number to indicate that their message has been received, and will be able to follow up online to
see where their request is. Staff will be able to update the file with pertinent information to both the customer and internal staff
and ensure that issues are dealt with promptly and that customers are notified in real-time of any issues or resolutions.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Citizens will have 24/7 access to lodge issues and will receive real-time responses indicating that their message has been
received. Citizens will be able to log in to the website at any time to track the progress of their issues and be notified when it is
resolved. May reduce time staff spent handling in-person requests and reduce wait times for those attending Access Aurora.
Staff will be better able to track issues and share critical information with customers, increasing transparency and trusts.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 15,00015,000
15,000 15,000
15,000 15,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
COMPUTER RELATED EQUIP R&R 15,00015,000
15,000 15,000
15,000 15,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14075 Business Process Automation and Data Integration
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Project conditionally approved as per Budget Committee on October 5, 2019
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To secure the necessary funding to implement the business process automation and data integration workplan projects as
identified in the 5 year Technology Strategic Plan.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Town must focus on digitization of its core business processes (HR, Planning, Permitting, Asset and Work Management,
Finance) taking the opportunity to streamline, modernize and simplify aging traditional paper-based processes. This step is
critical and once completed will allow for greater access to services and improve service levels by providing end-to-end digital
services.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
When processes are digitized into robust business solutions, all necessary transaction processing like workflows, tasks,
notifications, quality checks and validation and approvals can be carried out digitally and can happen anywhere. Once
completed, digitized end-to-end business processes will provide for an easy to use online digital alternative for citizens to
leverage and will improve internal collaboration and visibility of processes throughout the Town.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Digitization of our core business processes is essential for providing improved end-to-end digital services for our residents. If
not approved, we would maintain the status quo as it pertains to our current processes and would restrict the ability to deliver
exceptional services and therefore not meet the Town's Mission or Vision of a being a progressive community.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 105,000 145,500 50,000300,500
300,500 105,000 145,500 50,000
300,500 105,000 145,500 50,000Expenditures Total
Funding
Infrastructure Sustainability Reserves
COMPUTER RELATED EQUIP R&R 105,000 145,500 50,000300,500
300,500 105,000 145,500 50,000
300,500 105,000 145,500 50,000Funding Total
Total Over (Under) Funded
TOWNSHIP OF KINGTOWN OF NEWMARKET
TOWN OF RICHMOND HILL
31054
Railway/GO Transit LineRailway/GO Transit LineHydro CorridorHy
d
r
o Cor
r
i
do
rBATHURST STREETYONGE STREETBATHURST STREETYONGE STREETBAYVIEW AVENUELESLIE STREETBAYVIEW AVENUELESLIE STREET404CNRST. JOHN'S SIDEROAD WEST ST. JOHN'S SIDEROAD EAST
WELLINGTON STREET EASTWELLINGTON STREET WEST
VANDORF SIDEROADHENDERSON DRIVE
BLOOMINGTON ROAD WEST BLOOMINGTON ROAD EAST
404
3111931118
31124
31178
42079
41013
42083 73212
73213
73232
723027230372324723287244172455 7226372305723167245072456
7220172419
72454
72172722977234672347
7238172384
72379
721217219272388
7243172432724517242572429
Map created by the Town of Aurora Planning andDevelopment Services Department, Engineering andCapital Delivery Division, July 5th, 2019. Base dataprovided by Aurora - GIS and York Region.
0 0.75 1.5
Kilometres
31054 Road Resurfacing of Industrial Pkwy S and Vandorf Sdrd31118 Road Reconstruction of Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd31119 Road Reconstruction of Adair Dr, Bailey Cres, Davidson Rd31124 Road Resurfacing of Henderson Drive31178 Road Reconstruction of Polar Crescent42079 Devlin Place Stream Rehabilitation42083 Willow Farm Lane Stream Rehabilitation73212 Taylor Park - Playground Replacement73213 Harmon Park - Playground Replacement73232 Jack Wood Park - Trail/Playground Redesign41013 Replace Vandorf Lift Station Pumps72431 Library Rooftop HVAC Units72432 Library Fire Alarm Panel72451 Library Exterior LED Retrofit72425 Library Roofing72429 Library Repairs to Elevator Door System72302 AFLC Replacement of Arena Seating72303 AFLC Blinds for Pool Windows72324 AFLC Replace Hollow Metal Doors & Exterior Exit Doors72328 AFLC Replace Built Up Roofing Above Arena Dressing Rooms72441 AFLC Pool Boiler Replacement
CAPITAL PROJECTS72455 AFLC SARC Transfer Stations – Accessibility Plan Implementation72263 SARC Cooling Evaporator Tower72305 SARC West Roof Arena – Window Sealant72316 SARC Replacement of Plumbing Fixtures72450 SARC Low E Ceiling Arenas72456 SARC Hoyer Lifts – Accessibility Plan Implementation72201 TH Workstation Refurbishment72419 TH Repair of Concrete/Stone Walkways72454 Victoria Hall Accessible Ramp – Accessibility Implementation72121 22 Church Street Brick Repairs72192 22 Church Street Exterior Doors72388 22 Church Street Repaint Interior Wall Surfaces72172 ACC Sporting Floor72297 ACC Zamboni Room Heater72346 ACC Reseal Concrete Floors72347 ACC Replacement of Suspended Ceiling in Lobby72379 CYFS 4-4 Replacement of Two Steam Humidifiers72381 CYFS 4-3 Replace Windows72384 CYFS 4-3 Replace Suspended Ceiling Panels
2020 CAPITAL PROJECTS
Facilities ParksEngineeringWater
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
CYFS 4-3 - Pylon Sign
Information Technology 2020 Growth and New
Corporate Services 2020 Growth and New
Corporate Services
Pet Cemetery Restoration
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
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
Joint Ops LAN Room & DR Site
Wireless Upgrades and Enhancements
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
Town of Aurora
Capital Projects
Project
Department
Version Year
31176 Handheld Radios for Operations
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 -Q3
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Eight portable radios to compliment the existing system in Operations vehicles. Currently used for road construction, traffic
control and to assist in winter snow removal operations. Currently it is difficult to communicate with staff involved in this work
without the use of cell phones. Radios would also be deployed to staff who set up and run special events where
communications are particularly challenging. They can also supplement the emergency management team and front line
workers in the event of a major disaster or emergency where cell and land lines are out of service.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Approval of this project will result in improved communications amongst staff, both front line and management and in the event
of a major emergency or crisis these radios would provide an important level of communications when other systems have
failed.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
No reliance on land lines or cell phones. Time savings associated with immediate communications while in the field to provide
instructions and work assignments to staff. Provide vital communications and prioritization of tasks and instructions between
front line staff and the emergency management centre.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Continue to use cell phones where available and make every effort to communicate with staff but less frequently and precisely
during roads related operations, special events and in the event of a municipal emergency or crisis.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 10,20010,200
10,200 10,200
10,200 10,200Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 10,20010,200
10,200 10,200
10,200 10,200Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73085 Arboretum Development
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2-Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To continue the Aurora Community Arboretum partnership project. In 2020, the ACA projects include: specimen tree
procurement, plant material for 2020 volunteer community planting day, external maintenance and enhancement contract with
Green-Lef, continued establishment of meadowlands, continued enhancement of Field of Gold, trail system upgrades,
equipment and tools, including rental of a tree space, pine plantation forest management program and wetland waterscape
establishment.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Aurora Community Arboretum (ACA) is seeking to continue their partnership with the Town of Aurora through further tree
planting and enhancements and ongoing maintenance of the tree planting areas. The partnership began in 2007 with the
understanding that the Town would consider approving $1.0M in funding over ten years. This partnership allowed staff to
enhance the Community arboretum under the Adopt a Park program. With the approval of the 2018 capital budget , the Town
has committed a total of $0.9M t o the development of the Arboretum. The Arboretum Agreement was renewed for another 10
yrs ( 2018-2028) in January 2018.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
To provide a high quality public attraction/destination feature and increase public participation and volunteering within the
community. L INK TO STRATEGIC PLAN: Supporting environmental stewardship and sustainability - Promoting and
advancing green initiatives and continuing to support and enhance community planting programs in appropriate locations.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Maintenance of existing Arboretum assets would become responsibility of parks, increasing staff requirements/operational
funding to manage lands.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 96,000 96,000 96,000 96,000 96,000 96,000 288,000864,000
864,000 96,000 96,000 96,000 96,000 96,000 96,000 288,000
864,000 96,000 96,000 96,000 96,000 96,000 288,00096,000Expenditures Total
Funding
Special Purpose Reserve Funds
CIL PARKLAND CONTRIBUTION 48,000 48,000 48,000 48,000 48,000 48,000 144,000432,000
432,000 48,000 48,000 48,000 48,000 48,000 48,000 144,000
Other Funding Sources
GROWTH & NEW RES CONT'N 48,000 48,000 48,000 48,000 48,000 48,000 144,000432,000
432,000 48,000 48,000 48,000 48,000 48,000 48,000 144,000
864,000 96,000 96,000 96,000 96,000 96,000 288,00096,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73169 Wildlife Park - Phase 3/4
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 - Q2 2021
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Continue construction of Phase3/4 of the Community Wildlife Park, including tendering/construction of pond component of
design and additional trails within vicinity of the ponds. In addition, vegetation planting for screening and fencing to be included
to protect the wildlife and encourage nesting. Council endorsed the idea of the CWP in 1998 and since then, land acquisition has
occurred, development agreements have been negotiated and many studies have occurred with respect to hydrology. RFP
PRS2016-21 - Aurora Community Wildlife Park Design and Implementation was awarded by Council through report PRS16-023
in June 2016. Construction of the trails and boardwalks began in summer of 2019 and will be completed in June 2020.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
These ponds are an integral competent of the original wildlife park plan. Ponds will support wildlife habitat and encourage wildlife
to remain in the area and or utilize the ponds on migratory routes. they will also encourage diversity of the species as one of
the pond components provides for the ability to control water in and out of the ponds allowing for mud flats to be established
for wadding and dabbler species.
LINK TO STRATEGIC PLAN: Supporting environmental stewardship and sustainability
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Will provide the residents controlled access to a significant number of trails/boardwalks throughout the Wildlife Park which
contains a provincially designated wetland, woodlands and grasslands. The park will also provide connectivity through its trail
system to town amenities and other trails identified in the Trails Master Plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Many years of planning and funding have been invested in the concept of the CWP and by not funding the next phase the
vision and the work of many people would be lost.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 1,000,000 1,000,0002,000,000
2,000,000 1,000,000 1,000,000
2,000,000 1,000,000 1,000,000Expenditures Total
Funding
Special Purpose Reserve Funds
CIL PARKLAND CONTRIBUTION 100,000 100,000200,000
200,000 100,000 100,000
Development Charges Reserve Funds
PARKS DEV & FAC DC CONT'N 900,000 900,0001,800,000
1,800,000 900,000 900,000
2,000,000 1,000,000 1,000,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73290 Tree Inventory for 2C
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2-Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To inventory the street trees in the new development lands on the 2C lands. It is important to update the current tree inventory
to include this new residential area in Town so we have a complete record. This helps us understand the quantity of trees,
diversification of species and locations which details this large asset and assists in maintenance planning. The Town initiated
the street tree inventory in the early 2000's and all of the Town has been completed to date.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Information supports Municipal Forestry Policy and the Parks Maintenance Standards, assisting in projecting/managing block
pruning and budgeting for the works. Example of where the inventory has been vital is management of the EAB treatment
program. It allowed staff to identify the number of trees/ diameter enabling staff to track addresses requiring treatment/health
and establishing budget forecast for treatments,procurement document information and information essential to allow Council to
make informed decisions. Inventory shared with the GIS department,plotted,creating a layer of street trees in iCity assisting
forestry /administration staff identifying ownership of trees,defining property lines and tree location.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Creates efficiencies in customer service, planning of work and maintenance schedules.
Assists in creating accurate forecasts in budgets and reporting of assets. Helps staff deal with work orders and customers
efficiently, improving response time.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Incomplete registry of assets
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 15,000 15,00030,000
30,000 15,000 15,000
30,000 15,000 15,000Expenditures Total
Funding
Special Purpose Reserve Funds
CIL PARKLAND CONTRIBUTION 1,500 1,5003,000
3,000 1,500 1,500
Development Charges Reserve Funds
PARKS DEV & FAC DC CONT'N 13,500 13,50027,000
27,000 13,500 13,500
30,000 15,000 15,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73323 Mattamy Phase 4/5 Trail
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1-Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide new trail network within 2C, Mattamy Phase 4/5 development, in the north/east corner of St. Johns Sd Rd/Leslie St.
Residential development is almost complete and Regional road expansion works to be completed 2019. Trail identified in the
Trails Master Plan and will connect different development areas, through an extensive series of trails. Trails will need to cross
streams, marshland and traverse woodlot, requiring bridges,boardwalks and granular surfacing. In Phase 1, staff will retain a
trails design consultant in 2020 to design,conduct a trails impact study,provide tender package for construction in 2021, subject
to Council approval of funding.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
To provide connectivity of the trails as per the Trails Master Plan connecting west and east sides of Leslie St and to Newmarket
in the north.
Included in the 10 year Capital Plan
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Trails rated number one interest in the Parks and Recreation Master Plan Survey. To provide multi use trails for recreation,
promoting health and well being of residents as well as an active Aurora. Project supports Strategic Plan Goal of Supporting an
Exceptional Quality of Life for all by improving transportation, mobility and connectivity.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 100,000 800,000900,000
900,000 100,000 800,000
900,000 100,000 800,000Expenditures Total
Funding
Development Charges Reserve Funds
PARKS DEV & FAC DC CONT'N 90,000 720,000810,000
810,000 90,000 720,000
Other Funding Sources
GROWTH & NEW RES CONT'N 10,000 80,00090,000
90,000 10,000 80,000
900,000 100,000 800,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73327 DeGraaf Cres Trail
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1-Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide new trail network within 2C, from a new parkette off Degraff Cres to St.Johns,access to the newly established plaza
at the N/W corner of St.Johns and Bayview. Trail is partially identified in the Trails Master Plan but will be expanded to serve
residents better. Trails to be constructed of granular surfacing as the terrain does not include low lying wet areas or bodies of
water requiring crossing. In Phase 1 staff will retain a trails design consultant in 2020 to design, conduct a trails impact study
and provide tender package for construction in 2021, subject to Council approval of funding.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
To provide connectivity of the trails as per the Trails Master Plan connecting west and east sides of Leslie St and to Newmarket
in the north.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Trails rated number one interest in the Parks and Recreation Master Plan Survey.To provide a multi use trail for recreation,
promoting health and well being of residents as well as an active Aurora.Project supports the Strategic Plan Goal of Supporting
an Exceptional Quality of Life for all by improving transportation, mobility and connectivity.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 75,00075,000
CONTRACTS 125,000125,000
200,000 75,000 125,000
200,000 75,000 125,000Expenditures Total
Funding
Special Purpose Reserve Funds
CIL PARKLAND CONTRIBUTION 7,500 12,50020,000
20,000 7,500 12,500
Development Charges Reserve Funds
PARKS DEV & FAC DC CONT'N 67,500 112,500180,000
180,000 67,500 112,500
200,000 75,000 125,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34003 Snow Plow Safety Enhancements Pilot Project
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 -Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Installation of specialized laser guidance devices to aid the snow plow operator in the position of the side wing while deployed.
This is aimed at improving safety and collision avoidance with the plow coming into contact with obstacles. Staff will evaluate
effectiveness of the devices following the trial and follow up with further recommendations on equipping the balance of the
snow plow fleet. Key Goals: Improved safety in road plowing operations, improved working conditions for operators Objective:
taking advantage of new technology for improved workplace safety Performance Measures: reduction in risk of collateral
damage to property, greater operator efficiency, reduction of stress, reduction in costs associated with insurance claims or
losses, boulevard repairs and other damaged infrastructure and equipment
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Positive outcomes should the trial project be successful including the following:
greater operator awareness and comfort level in avoiding stationary objects
reduction of risk associated with side wing coming into contact with parked vehicles, and other infrastructure
ability to utilize less experienced plow truck operators results in much greater flexibility for staffing and on call rotation
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Overall benefits are primarily in the reduction of risk to equipment and infrastructure. Significant improvement in operator
working conditions. Safe utilization of less experienced operators in snow plow vehicles. Significant reduction in damage to
boulevard turf grass, costly repairs and associated resident complaints.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
This project is based on the trial of fairly new technology and staff believe that the intent of the initiative is overall
management/improvement in Occupational Health and Safety, working conditions and minimization of risk.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
EQUIPMENT - OTHER 12,00012,000
12,000 12,000
12,000 12,000Expenditures Total
Funding
Development Charges Reserve Funds
ROADS & RELATED DC CONT'N 12,00012,000
12,000 12,000
12,000 12,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34006 Pave Snow Storage Facility - Willson Lambert Park
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The current snow storage site in Town also serves as a parking facility for Lambert Willson Park. During both the early and late
winter season the soft surface makes it difficult for trucks to access the site. In addition clean up in the spring is difficult with
street sweepers.Key Goal: To upgrade the surface of critical infrastructure to ensure year round passibility and functionality
Objective:To resolve a long standing issue associated with an important operational function Performance Measures: Significant
Improvement in accessing snow storage area when most urgently needed.Significant improvement in early spring clean up of
debris Reduction in labour and materials following granular surface clean up. Major reduction in airborne dust through out the
summer months due to park user's vehicles traversing the site.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Since the abandonment of the previous snow storage location, staff had to resort to the only other suitable location which was
originally built in 1994 to serve the new ball diamond #4. Staff suggest that the rational for paving this area is purely to benefit
the winter snow storage operation, spring clean up efficiency and timeliness as well as an over all improvement for Park users
be ridding the park and surrounding area of a constant dust during the active park use season. Service Levels will be enhanced
by virtue of improved accessibility for heavy maintenance vehicles year round as well as a reduction in labour and resources.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Benefits to park users include improved quality of park access, elimination of airborne dust problem and overall facility
cleanliness and quality Benefits to roads operations include major improvement in winter access ,snow management,
convenient access to snow storage area from JOC facility ,potential economy of scale if the project is combined with a road
surfacing project in the Planning and Engineering dept. Major improvement in the timing and efficiency of spring clean up and
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Maintenance of the parking lot will continue and coping with the adverse surface conditions as they continue to
persist.Important to note however, when the park was constructed in 1994 sufficient funds were not available or included in the
budget at that time.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 350,000350,000
350,000 350,000
350,000 350,000Expenditures Total
Funding
Development Charges Reserve Funds
ROADS & RELATED DC CONT'N 350,000350,000
350,000 350,000
350,000 350,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34009 Winter Road Monitoring System
Operational Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 through Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
This consists of equipment that is embedded in the road surface as well as sensors and video equipment to assist front line
staff and supervisors in obtaining real time information on road conditions from remote locations. The primary goal of this
system is to provide accurate real time weather and pavement condition information which is vital in aiding supervisors and
crew leaders in decision making for winter maintenance operations. Objectives include the ongoing monitoring of pavement
conditions i.e. temperature , ice formation and the presence of any precipitation. Performance measures will be enhanced
through the use of technology to achieve rapid response times by road maintenance equipment and also to validate and record
data pertaining to our response to a winter weather event in accordance with the Minimum Maintenance Standards
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This technology is currently in use in several other municipalities including the Region of York Roads Operations Dept. and has
been very beneficial in providing important data required to aid in decisions to dispatch winter maintenance crews and
equipment in a timely manner , this information can be accessed from any location through cell phone or personal device which
adds another dimension of flexibility for our crew leaders and supervisors in obtaining real time accurate information from their
homes or any other location, Being able to access this information will result in a greater level of confidence and sound decision
making when supervisory staff are out of town. As a result staff will be dispatched in a more orderly manner based on accurate
information and road and weather condition regardless of when road patrol staff are present or not.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Benefits include the ability to obtain local road condition information 24/7 and to assist staff in winter maintenance decision
making .This will result in a more consistent approach and add a level of confidence for crew leaders and supervisors when
making decisions to call in staff and equipment in response to a winter weather event which is most often done from the
employees home outside of Aurora .
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Staff will continue to respond to all winter weather events based on weather forecasts and Road Patrol Staff reports earring on
the side of caution and based on the best available information.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 15,00015,000
15,000 15,000
15,000 15,000Expenditures Total
Funding
Development Charges Reserve Funds
ROADS & RELATED DC CONT'N 15,00015,000
15,000 15,000
15,000 15,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34637 S/W - Leslie St - 600 m north of Wellington to N Town Limit
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q4 2018 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To design and construct sidewalk, multi-use trail and illumination on Leslie Street from State Farm (approximately 600m North
of Wellington Street East) to the north limit of Aurora. The project will be delivered in 2 parts: part 1 design in 2019 and part 2
construction in 2020 . Proposed work includes: 1.5m wide new concrete sidewalk on both sides of Leslie Street; 2.4m wide
multi-use path on the east side of Leslie Street; new streetlights on both sides of Leslie Street.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The project represents an investment in sustainable infrastructure and an improvement in safety and accessibility for all
members of our community.
The project will be delivered by York Region as part of the of the Regional project for the reconstruction of Leslie Street.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all - Objective 2: Invest in sustainable infrastructure,
maintain and expand infrastructure to support forecasted population growth through technology, waste management, roads,
emergency services and accessibility.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project was not approved it will result in reduced safety, mobility, accessibility and connectivity.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 1,216,1001,216,100
1,216,100 1,216,100
1,216,100 1,216,100Expenditures Total
Funding
Development Charges Reserve Funds
ROADS & RELATED DC CONT'N 1,216,1001,216,100
1,216,100 1,216,100
1,216,100 1,216,100Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
34637 S/W - Leslie St - 600 m north of Wellington to N Town Limit
Planning & Development Services
Final Approved Budget 2020
Gallery
Q:\_Departments_space\Works\Capital Projects\CP 34637 - New Sidewalk, Trail and Illumination Leslie St from 600m north of Wellington St E to
Town of Aurora
Capital Projects
Project
Department
Version Year
14037 Joint Ops LAN Room & DR Site
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To continue to source and acquire the Joint Operations Centre LAN room equipment to make the building ready (already 70%
completed) for an off site network disaster recovery and business continuity site.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project will provide the corporation with the necessary hardware for the business continuity site at the JOC. This second
site will provide redundancy for critical systems in case of primary site (Town Hall) failure.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The benefits are primarily internal. This new site will provide additional capacity for future new systems and allow rapid
deployment of new servers. This site will be used as backup storage in case of total data corruption or loss at primary site
(Town Hall) due to disaster such as fire or flood.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Money has been invested to realize the vision of building infrastructure to support an offsite network disaster recovery and
business continuity site. We will not be able to implement new systems, upgrade existing Exchange mail server and
accommodate backup of new systems due to lack of capacity at Town Hall.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 10,00010,000
10,000 10,000
10,000 10,000Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 10,00010,000
10,000 10,000
10,000 10,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14068 Wireless Upgrades and Enhancements
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To expand the wireless network infrastructure to include free outdoor wi-fi access points and service at outdoor locations
throughout the Town. This project includes expansion of existing wireless infrastructure including hardware, additional license
acquisition, access points, outdoor cabling and installation fees.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Supporting the corporate communications strategy of increasing community engagement and information sharing would improve
our service levels. This will also support an online exhibition on the history of Town Park, online scavenger hunt, and
geocaching. To provide free internet access and access to service for residents and visitors who use the designated outdoor
areas during Town Events i.e. Concerts and movies in the park, Farmers Market, splash parks, Aurora Borealis etc.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Outdoor wireless networks offer compelling benefits to Towns and Cities by providing a platform to extend services to citizens,
encourage tourism, and help field-based workers be more productive and responsive. More devices are used by residents,
visitors and employees to connect to the internet. This service helps narrow the digital divide by giving all citizens equal
access to education, health, and technology resources over the Internet and setting the stage for further leveraging the Internet
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Business would carry on as normal, but not being prepared with suitable infrastructure to reinvent the way we are doing
business and serving our constituents in alternative ways would be an impact/cost of not proceeding with this initiative.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,50020,500
20,500 20,500
20,500 20,500Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 20,50020,500
20,500 20,500
20,500 20,500Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14072 Cityview Upgrade
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
This project is to upgrade our core property permitting, licensing and land management software to CityView
Workspace version 2018.3. This upgrade will provide staff with a browser based user interface that will greatly
improve access to information for field workers/inspectors using mobile device technology (tablets/smartphones).
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Workspace will provide field workers with enhanced searching capabilities consuming our GIS mapping services.
Leveraging mapping technology allows inspectors to easily identify problems and work areas. As well as to
greatly expand access to live information for field inspections staff across multiple departments.
Moving to Workspace provides us with opportunities to review processes and expand service with the emphasis on
citizen self-service options.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Our goal is to increase public access and transparency in our various property information, permitting and inspection functions .
In addition to shorten permit issuance times; promote citizen self-service; increase inspector productivity; and reduce paper
and manual processes
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 92,10092,100
92,100 92,100
92,100 92,100Expenditures Total
Funding
Special Purpose Reserve Funds
BILL 124 BUILDING RESERVE 92,10092,100
92,100 92,100
92,100 92,100Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73324 Pet Cemetery Restoration
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Happy Woodland Pet Cemetery site measures roughly 2400 square metres in size and has been divided into 10m x 10m grids
(24 in total). Museum staff and volunteers have been working alongside contract restorers since 2018 carefully excavating and
resetting each stone. A total of 11 remaining grids need to be cleared and work needs to be done restoring the historic 1933
cairn, pathways, and entrance gate. For 2020 it is projected that we will complete the work on 8 grids and identify additional
buried headstones by utilizing ground penetrating radar. The projected costs are broken down as follows: contractor to restore 8
grids $15,400; equipment rental $1,000; contract staff to oversee site preparation $2,500.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
A new trail is proposed along one side of the cemetery, offering visitors an opportunity to explore this historic asset. Due to the
many hazards on the site, this currently is not feasible. The cemetery is located on hilly, uneven terrain. Trees have fallen on
the site displacing graves and making access difficult. In addition, a thick coat of Japanese Spurge covers a large portion of
the site and is obstructing many headstones, making navigation of the site dangerous. Staff also noted that at least three
headstones had been removed. Pieces of a wooden grave marker that had been removed from its original location were found a
few hundred meters away from the site. So long as the site looks abandoned, losses like this will continue.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Believed to be the first of its kind in Canada, staff are gathering information to submit an application to have the cemetery
designated a National Historic Site. There is a broad range of interest from both within and outside of the community. In
addition to restoring the cemetery, museum staff are working with GIS staff to map the location of each stone and create an
interactive online application in which to explore the cemetery from home. Once fully restored, the site will be leveraged as an
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The deterioration of the site is a liability for the Town. The majority of the site is covered with downed trees and ground cover
obscuring the stones and increasing the likelihood of an accident.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,000 20,00040,000
40,000 20,000 20,000
40,000 20,000 20,000Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 20,000 20,00040,000
40,000 20,000 20,000
40,000 20,000 20,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73324 Pet Cemetery Restoration
Community Services
Final Approved Budget 2020
Gallery
K:\Financial Services\FIN\PlanInvest\BudgetFIN\2020 Budget\Capital\Draft 1\IMG_1301.png
Town of Aurora
Capital Projects
Project
Department
Version Year
73324 Pet Cemetery Restoration
Community Services
Final Approved Budget 2020
Gallery
K:\Financial Services\FIN\PlanInvest\BudgetFIN\2020 Budget\Capital\Draft 1\IMG_1247.png
Town of Aurora
Capital Projects
Project
Department
Version Year
74015 Cultural Services Master Plan
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Update the Cultural Master Plan: which will identify a series of action items and strategies to leverage local cultural resources to
grow the cultural sector, contribute to downtown revitalization and build community cohesion. Development of a Public Art Plan
and Policy: which will provide a framework for the development, funding, selection and preservation of public art in Aurora.
Ongoing community engagement regarding the Cultural Master Plan update as well as progress on Library Square. Ongoing
development of the Cultural Sector KPI's: working with our cultural partners, staff will develop a series of performance
indicators to be used in evaluating annual municipal contributions to the local cultural sector. Ongoing development of the
Cultural Asset Inventory: promoting Aurora’s cultural sector in general and facilitate the interaction and usage among cultural
groups. PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
With the expiration of the Cultural Master Plan in 2019, it is important to continue to implement action items already
underway. Also, given the Town’s significant investment in downtown revitalization efforts and the Library Square project, the
Public Art Plan is necessary to ensure there are principles and procedures in place to guide the selection of public art. The
proposed 2020 initiatives will assist the Town in identifying and leveraging the community’s cultural resources, strengthening the
management of those resources, and integrating those cultural resources across municipal decision-making processes.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Continue to define the municipality’s role as it relates to cultural development. Build and strengthen community partnerships
and keep culture in the public eye as the revised Cultural Plan is being developed. Complement efforts related to the Cultural
Precinct and Promenade Area CIP by further defining cultures’ role in relation to economic development strategies.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
While most of these initiatives can be undertaken in-house using internal resources some funding is needed to help move them
forward. If funding is not approved, the timeframe for completing these projects may be delayed.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,000 100,000 100,000 100,000 100,000 100,000 140,000660,000
660,000 20,000 100,000 100,000 100,000 100,000 100,000 140,000
660,000 20,000 100,000 100,000 100,000 100,000 140,000100,000Expenditures Total
Funding
Council Discretionary Reserve Funds
HYDRO SALE INVESTMENT CONT'N 20,000 100,000 100,000 100,000 100,000 100,000 140,000660,000
660,000 20,000 100,000 100,000 100,000 100,000 100,000 140,000
660,000 20,000 100,000 100,000 100,000 100,000 140,000100,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
74019 Active Net Scan System
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To supply, install and implement Active Net - Entry Point Services (hardware and software at the Stronach Aurora Recreation
Complex and the aurora Family Leisure Complex. To provide Community Services with scanning capabilities for services
offered through purchasing hardware including card printers and barcode scanners and software for the community centres.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Improve efficiency of current services, expand data collection to measure growth in business, increase customer satisfaction
through promoting ease of use in our services.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
A payment card system will enable the public to pre-pay for drop-in programs, eliminating the need to purchase and redeem
tickets. Customers can load their card and scan the card to pay. This function is not available on the current system. This will
provide improved efficiencies, and tracking program data, as all information will be captured in Active Net.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
We will be unable to implement a payment card system. The old system exposes both the customer and Town to loss. We will
continue to be dependent on the third party fob-entry system currently in use, which does not communicate with Active Net.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 20,00020,000
20,000 20,000
20,000 20,000Expenditures Total
Funding
Development Charges Reserve Funds
INDOOR REC DC CONT'N 18,00018,000
18,000 18,000
Other Funding Sources
GROWTH & NEW RES CONT'N 2,0002,000
2,000 2,000
20,000 20,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
72445 CYFS - Firehall 4-3 Pylon Sign
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Supply and installation of an LED roadside information sign.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
To promote upcoming events related to Central York Fire Services, fire prevention or special events.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Public education and information.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Alternative resources of education would need to be implemented.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 30,00030,000
30,000 30,000
30,000 30,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
13023 Access Aurora Telephony Project
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Conditionally approved as per Budget Committee on October 5, 2019.
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To conduct a full telephony and unified communications assessment. This review would include: analysis of the current phone
vectors (approximately 30+) to determine redundancy and to develop a road map for future desired state that includes the
ability to populate and integrate data from our telephony system within the Access Aurora call centre. This assessment will
examine all available solutions, including cloud-based options and consider the impacts of the Town's Office 365 strategy.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
A complete review of telephony and unified communication requirements has been recommended to support the changing
needs of our residents and to leverage technology modernization. This project would include leveraging business process
improvements as an outcome of the assessment that would improve service delivery and efficiency for our Access Aurora call
centre and other staff.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
If the town is to be more modern, digital organization allows simple and easy collaboration for staff by enabling staff to do their
best work using the tools best suited to the job. This includes team messaging and chat, allowing co-workers to connect and
interact in real time. The goal to provide a modernized digital telephony environment serving the needs of our residents and
staff.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If not approved, status quo would remain and improvements to our services would not be achieved. This would hamper the
workplace modernization and service improvement efforts identified in the Technology Strategic Plan.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 51,20051,200
CONTRACTS 160,600160,600
211,800 51,200 160,600
211,800 51,200 160,600Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 51,200 160,600211,800
211,800 51,200 160,600
211,800 51,200 160,600Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14076 Digital Education Program
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Conditionally approved as per Budget Committee on October 5, 2019.
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To become a more tech savvy organization that appropriately leverages technology, the leaders of the Town need to
understand technology, the potential of digital and how to successfully implement technology and digital enabled change. This
program will benefit staff by raising the technology threshold as it pertains to implementing digital and technology driven
change. Technology and digital thinking needs to be at the heart of business strategies for each business leader.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
To be an effective and efficient municipality, it is imperative that we have effective, integrated technology underpinning and
powering the organization. High quality customer service, operational efficiency and staff productivity depend on it.
Moving from paper-based to digitized processes involves persistent organization as well as technological change for each
business unit. This transformation allows work practices and processes to change, customer interaction to change, job roles and
expectations change as a result of the implementation.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
To provide management and senior leaders a digital education training program emphasizing digital awareness and readiness for
digital organizational transformational change. This will provide leadership with foundational knowledge on core digital topics, to
fully understand and embrace the potential of technology aligning the leadership and preparing for the upcoming digital process
transformation.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
This program was recommended by the Technology consultants as part of the overall Technology Strategic Plan
implementation. If not approved, changes cannot be made that will enable change.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Other Funding Sources
GROWTH & NEW RES CONT'N 25,00025,000
25,000 25,000
25,000 25,000Funding Total
Total Over (Under) Funded
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$
Financial Services
Community Benefit Charge Study
Financial Services 2020 Growth and New
Emergency Response Plan Update and Continuation of Operations Plan
2020 Final Studies & Other Capital Projects
Planning and Development Services
Community Services
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
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
Town of Aurora
Capital Projects
Project
Department
Version Year
81027 Municipal Hertiage Register Review and Update
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020 - Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The project will encompass a comprehensive review of all properties on the Town of Aurora Register of Properties of Cultural
Heritage Value or Interest. There are currently over 600 'Listed' and Designated properties on the Register to review and update.
The primary goal of the project would be to nominate worthy Listed properties for designation and remove those Listed
properties that do not meet criteria for designation under Ontario Reg. 9/06. This process will ensure the long term protection of
worthy heritage resources and streamline the delisting process for properties not worthy of designation.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
This project will streamline the heritage designation process to ensure the appropriate level of protection for heritage assets. The
staff hours dedicated to managing the delisting process with the Town's heritage Committee would be reduced. The project
would also more clearly identify heritage asset for the public, staff and Council.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
This project will help public awareness around the protection of heritage assets, and ensure sympathetic development going
forward. It is also expected that the project will reduce staff time dedicated to managing heritage related inquiries, based on the
fact that updated assessments will be available on the over 600 properties. It is also a mandate of the Ontario heritage Act to
maintain a current and updated heritage Register of properties of cultural heritage value or interest.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
If the project were not approved, the Heritage Register would remain outdated, exposing some Listed properties to a lack of
protection under the Ontario Heritage Act designation process.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 100,000100,000
100,000 100,000
100,000 100,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 100,000100,000
100,000 100,000
100,000 100,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
81031 Development Review Process and Fee Structure Review
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 to Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The goal of the project is to examine the process associated with the review of development applications related to rezonings,
official plan amendments, site plan approvals and committee of adjustment approvals. The review will includes interviews and
workshops with stakeholders involved in the approval process, including senior staff, industry representatives, planners,
designers, lawyers, architects and engineers. The project also includes an analysis of data and best practices from other
municipalities and meetings with resident associations. The recommendations will focus on improvements to the pre-application
process, the submission of applications, the circulation of applications, coordination of comments, the decision-making process
and the nature of agreements.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The project is anticipated to expedite the development approvals process and reduce the amount of staff time required to
manage development applications. This will improve service delivery and encourage redevelopment and/or development in the
Town of Aurora. The regular review and update of processes is considered a best practice for municipalities.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The project is anticipated to generate a number of benefits including improved customer service, ensuring compliance with
Planning Act requirements and encouraging planned growth and related revenue.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Staff would continue to operate under the current processes and make incremental improvements. With the reduced planning
approval times under Bill 108, there is potential for the current processes to result in more applications being subject to LPAT
appeals.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 75,00075,000
75,000 75,000
75,000 75,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 75,00075,000
75,000 75,000
75,000 75,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
81032 Town Wide Green Development Guidelines
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
Sustainable Community Development Guidelines provide direction to development proponents and act as a basis for the Town
to review development applications with regard to environmental sustainability. The Guidelines encourage and guide
development at a level of planning and design that focuses on the community as a whole. The guidelines may be general in
nature, but provide direction in shaping and structuring community design. Factors that could be considered include: compact
development, w alkable streets, housing and job proximity, reduced automobile dependence, mixed income/diverse
communities, public health, energy reduction and conservation, water management and conservation, storm water
management, C ertified Green Buildings and heritage resource preservation.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Town of Aurora Official Plan, establishes the sustainable development concept, wherein the principle of sustainable
development will guide Aurora's growth. The preparation of Sustainable Community Development Guidelines are a requirement
in the Official Plan and a Council directed service level that is currently not fulfilled.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Sustainable Community Development Guidelines would reduce the environmental impact of development in Aurora. This will
benefit citizen over the short, medium and long term and ensure compliance with the Town's Official Plan. Development would
also include enhanced environmental features that would provide home buyer with greater flexibility to make environmentally
conscious decisions and potential improve the resale value of homes.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Staff would continue to advocate for green development where possible under the current policy environment.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 50,00050,000
50,000 50,000
50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
73329 Building Condition Assessment & Energy Audits
Community Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The Town of Aurora has developed a long-term Asset Management Plan (AMP) to manage and maintain its building assets. The intent of this project is to continue with the infrastructure strategy by updating the building lifecycle and component condition assessments, identification of additional energy conservation measures, which will aid in updating the 10-year Facilities Management capital project plan.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Council approved the Town's first Asset Management Plan in March 2019 to meet Province of Ontario Regulation (O. REG 588/17). The overall intent of the AMP is ensure investments are made at the right time, future repairs and rehabilitation costs are minimized and Town assets are being appropriately maintained.
The information used to develop the plan is based on building lifecycle and component condition assessments completed by Stantec Consulting in 2015. This data collected by the consultant is now 5 years old. The AMP speaks to regular inspection of the Towns facility infrastructure through a third party consultant. Industry standards for Building Condition Assessments indicate they should be updated on a 5-year cycle. PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The intent of this Building Condition Assessment (BCA) and Energy Audit Program is to assess and document the condition of the Town building portfolio and update funding requirements. The information collected will establish a future lifecycle and capital replacement plan.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The outdated information collected in 2015 will no longer assist the Town in understanding the physical condition and life expectancy of it facilities. Current Condition Assessment data will assist in project prioritization, and also maintain infrastructure replacement costs and reduce associated energy costs
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 175,000175,000
175,000 175,000
175,000 175,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 175,000175,000
175,000 175,000
175,000 175,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
13011 Emergency Response Plan Update and Continuation of Operations Plan
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The first phase of this project an updated Emergency Management Plan and implementing a by law has been completed. Phase
2 is of a Continuation of Operations Plan (COOP) to ensure continuation of services in the event of an emergency or other
event leading to the disruption of key services. Aurora is part of an N6 Emergency Planning group that has a dedicated
resource from the Region and will be working with our partners in developing COOP.
Link to Strategic Plan: Providing uninterrupted services to residents and businesses is key to implementing the goals of the
Strategic Plan.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The Continuation of Operation plan will ensure the continuation of essential services in the event of an emergency.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The COOP will ensure the continuance of essential government services in the event of an emergency.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Should the project not be approved, the Town would not be organized or prepared to deliver services in the event of an
emergency.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 25,00025,000
25,000 25,000
25,000 25,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
13015 Employee Engagement Survey - 2020
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
It is recommended that the organization conduct an employee engagement survey in Q1. The Town has gone through significant
change in the last couple of years, and a survey would provide a useful baseline from which management can identify and plan
talent management strategies. The goal would be to complete the survey in Q1, and receive results in Q4 so that the results
can inform planning for 2021 and beyond based on the identified opportunities and strengths.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The organization wants to position itself as an employer of choice. In order to do so, the organization should have a baseline
measure of employee engagement. An engagement survey will enable the organization to identify and act on key drivers to
attract and retain talented employees. Our ability to have an engaged workforce directly impacts our ability to attract qualified
candidates in an extremely competitive marketplace, as well as retain and develop our existing talent base. Conducting an
employee engagement survey is also aligned with our Excellence Canada strategies and Corporate Values.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The public sector value chain illustrates that improvements and strong results in engagement are linked to positive results in
customer service levels, productivity, fiscal and operational accountability, and through those, client (and resident)
satisfaction. An engaged workforce will enable the organization to reach it's strategic goals through operational excellence.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The organization would be limited in it's ability to identify a baseline and measure improvements in employee engagement.
There is a risk that time and money will be spent on employee engagement efforts that are not key drivers of engagement,
potentially undermining those same efforts.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 50,00050,000
50,000 50,000
50,000 50,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 50,00050,000
50,000 50,000
50,000 50,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
13026 Risk Management
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To retain a consultant to assist Legal Services with drafting a new and updated Risk Management Policy and to assist the Town
with developing and implementing an integrated corporate-wide Risk Management Program. This will enable the Town to build a
resilient organization, protect the Town against liability to third parties and the loss of assets, and stabilize and reduce the costs
associated with risk to the Town.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
A corporate-wide Risk Management Policy/Program will ensure a structured, consistent and continuous process across the
whole organization for identifying, assessing, responding to and reporting on opportunities and threats that impact the Town.
Currently, the Town does not have a complete and formal integrated corporate-wide Risk Management Program. The current
Policy (Administrative Procedure No. 58) was prepared in December 2001, and has not been revised or updated. The best
practice amongst organizations has been to update the policy every five years.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Benefits of a policy include: bringing awareness of risk to Council and all staff, consistency, efficiency and improved
program/project delivery, allow better control over the Town's resources including tangible resources; cost savings - managing
risk will reduce the possibility of costly mistakes; help build a stronger more resilient organization.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
By not implementing a program, the Town may experience: economic losses through an increase in claims; operational
inefficiency; an increase in liability to third parties; increased incidents of personal injury; loss of Town assets.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 30,00030,000
30,000 30,000
30,000 30,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
13027 Job Hazard Assessments
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 2020-Q4 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
The Town would like to engage a consultant to conduct a job hazard analysis (JHA), on all Town positions. This is an analysis to
identify the dangers of specific tasks in order to reduce the risk of injury to workers. This is a legislated requirement under the
OHSA to ensure that Hazards are identified , protocols are developed and in place to reduce or eliminate them before anyone
gets hurt. The JHA can also be used to investigate accidents and to train workers how to do their jobs safely. A
comprehensive review is recommended periodically to ensure safety standards are maintained and available to employees and
Ministry of Labour inspectors. This project will review all TOA positions and develop a repository of this information which will
also assist in populating the corporate training matrix and H& S training and SOP development.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
A Job Hazard Assessment (JHA) is a document that focuses on identifying the safety risks associated with a job task prior to
occurrence. The goal of the document is to comply with Occupational Health & Safety legislation and ensure that job hazards
are identified, prioritized and controlled (i.e. policies and procedures, PPE).
This is a versatile, multi department tool that management can use to prevent and eliminate hazards in the workplace. It also
serves as an educational tool for front line staff to know and understand the Safe Work Procedures for each job task and what
hazards they may be exposed to while performing the same. In addition, the document evaluates the risks and also identifies
potential injury or illness that could result from the hazard.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
Injuries and illnesses can cause great emotional and financial hardship to a business and its workforce. Assessing and
controlling hazards will help to alleviate these as well as meet compliance obligations.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Ontario's Occupational Health and Safety Act (OHSA) states that employers must take every reasonable precaution to protect
workers, provide information and instruction, and to ensure that workers properly use or wear the required equipment.
Employers,supervisors and workers can be prosecuted for not complying with the law.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 30,00030,000
30,000 30,000
30,000 30,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 30,00030,000
30,000 30,000
30,000 30,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
12026 Organization Structural Review
CAO
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
In 2020, the allocation to this account will be used to supplement ongoing Executive Management Team (ELT) and Corporate
Management Team (CMT) development with the assistance of external organizational development expertise.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The ELT and CMT have been involved in leadership and business planning training for the past two years. The goal of this
effort is to strengthen the entire management team and promote more cross-departmental collaboration.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
As the Town matures and grows, management requires new leadership skills to work as part of a "larger town" leadership group.
With the assistance of an organizational development expert, managers will learn new skills and consider new perspectives.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
It is always more difficult to achieve change with only internal resources. An outside perspective helps to make meaningful
progress.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 25,00025,000
25,000 25,000
25,000 25,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 25,00025,000
25,000 25,000
25,000 25,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14077 Community Benefit Charge Study
Financial Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q2 - Q3 2020
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
This is a consultant study will establish a Community Benefit Charge (CBC) for the Town of Aurora. The Community Benefit
Charge replaces the Development Charges for soft services. The Community Benefit Charge must be in place by January 1st,
2021.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
As per Bill 108, which has received Royal ascent, a Community Benefit Charge will replace the Development Charge for soft
services. Effective January 1st 2021 Development Charges can no longer include soft services.
Soft services include fire, recreation, library, community parking and general government. Soft services also represent 70% of
our current Development Charge.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The Community Benefit Charge is intended by the Province to be revenue neutral. The charge will be collected as a lump sum
payment. The charge will be less prescriptive than Development Charges so the Town will have more flexibility in how it is used
for the eligible items. The Town will need to report back on how the funds are used.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
The Town will no longer be able to collect revenues which pay for the soft services currently included in the Development
Charge bylaw as of January 1, 2021. This will have a significant impact on the capital budget.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 100,000100,000
100,000 100,000
100,000 100,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 100,000100,000
100,000 100,000
100,000 100,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
42810 Climate Change Adaptation Plan
Planning & Development Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Q1 2020 - Q4 2021 - Conditionally approved as per Budget Committee on October 5, 2019
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To provide funding for a Climate Change Adaptation Plan, engineering services will be developing a comprehensive climate
change risk management plan and strategy in 2020. The scope of work will include:
- better understand climate change impacts (extreme weather events) and the Town's vulnerability to them.
- identify risks and opportunities to public infrastructure and facilities through a vulnerability assessment.
- analyze and prioritize risks and determine the actions and adaptation measures that increase resiliency.
Infrastructure to be analyzed include: stormwater, water/wastewater assets, community facilities, parks.
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
Most Canadians recognize that climate change is underway, fueled largely by human activities. The changes that have
occurred are measurable and the impacts are growing. More and more local governments have begun to commit to climate
change adaptation - taking action to reduce the impacts of climate change and, where possible taking advantage of
opportunities. Examples: During time of extreme heat and power outage, identify key Town's facilities to support the natural
disaster and evaluate their ability to cope (backup generators, water supply). During times of flooding, identify vulnerable
Town's assets and increase their resiliency through flood proofing measures and update emergency plans.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
A Climate Change Adaptation Plan for Aurora will describe how climate is changing in the Region, the impacts that can be
expected in the near future, protective activities that are underway in the Region and gaps that need to be addressed in order to
develop and implement adaptation strategies. Develop both short and long-term adaptation action plans and strategies for
taking advantage of opportunities that can be integrated into on-going planning, risk management and development processes.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Aurora will not have an adaptation plan for climate change and will not develop and implement adaptation strategies.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONSULTING 200,000200,000
200,000 200,000
200,000 200,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 200,000200,000
200,000 200,000
200,000 200,000Funding Total
Total Over (Under) Funded
Town of Aurora
Capital Projects
Project
Department
Version Year
14073 Information Technology Strategic Plan Implementation - Studies and Other
Corporate Services
Final Approved Budget 2020
Description
TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018
Conditionally approved as per Budget Committee on October 5, 2019
PROJECT DESCRIPTION:
Provide a brief overview of the project and include the key goals, objectives and performance measures.
To secure the necessary funding to implement the studies and other workplan items as identified in the 5 year Technology
Strategic Plan
PROJECT JUSTIFICATION/CAPITAL SERVICE LEVEL IMPACT:Provide the reasons the project should be approved and what will be the impact of the project to service levels.
The impact of this project on the Corporation is significant. Implementation of the 5 year Technology Strategic Plan will set the
direction for the Town for the next 5 years and will support enhancing service levels for our citizens.
PROJECT BENEFITS:Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits.
The implementation of the 5 year Technology Strategic Plan will provide the Town with the suitable plan, processes, people and
technology to achieve goals and objectives of the business units today and in the future. Many of these identified projects
and plans will help support the culture change from small town to big town and shift the emphasis to digitization of processes
and services to better serve the residents and businesses of Aurora.
IMPACT TO THE ORGANIZATION IF THE PROJECT WAS NOT APPROVED:Please provide an explanation of what the outcomes would be if the project was not approved.
Maintaining status quo will not provide the framework needed to advance our business to meet the requirements of our citizens.
Changes are needed now to work smarter and more efficiently and to provide staff with the tools and technology for
implementing these changes.
Budget
Future20252023202220212020 2024Total
Expenditures
Estimated Expenditures
CONTRACTS 230,000 100,000330,000
330,000 230,000 100,000
330,000 230,000 100,000Expenditures Total
Funding
Other Funding Sources
STUDIES & OTHER RES CONT'N 230,000 100,000330,000
330,000 230,000 100,000
330,000 230,000 100,000Funding Total
Total Over (Under) Funded
Aurora Public Library 2020 Business Plan
Page 1 of 9
About Aurora Public Library
Aurora Public Library is a vibrant community space that sparks learning and creativity.
We offer early literacy programs, vibrant literary and cultural experiences, a Creative
Studio, online learning, extensive print and digital collections, and comfortable seating
for meeting, collaborating and socializing.
Our “community-led” approach reflects a social contract with our community to deliver
collections and services in collaboration with the needs of our residents.
APL operates under the direction of a seven member Library Board appointed by the
Town of Aurora Council. The Board is governed by the Public Libraries Act and other
relevant legislation and has the authority for the full management and control of Aurora
Public Library.
The Aurora Public Library Board is responsible for policy development
and review relating to the framework, governance and operation of the Library.
Our Values include:
• Intellectual freedom
• Literacy
• Inclusiveness
• Innovation
• Accountability
• Service Excellence
Our Vision speaks to our aspirations for the future…
We are essential to the community. Our inclusive and
collaborative approach makes Aurora a better place to
live. Through innovative technology, engaged staff and
evolving spaces, we transform lives by supporting literacy
and cultivating creativity, conversation and joy.
Our Strategic Plan (2017 – 2021)
speaks to three broad areas of activity:
• Build Community
• Place of Possibilities
• Organizational Capacity
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 1 of 9
Key Performance Indicators Trend Analysis
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 2 of 9
10% increase YTD Sept
29% increase YTD Sept
61,954
74,273
95,440
25,000
75,000
125,000
2017 2018 2019
Streaming & Downloads (YTD
Sept)
48% increase in programs
51% increase in attendees YTD Sept
5,000
10,000
15,000
20,000
25,000
250
500
750
1,000
2017 2018 2019
Programs & Attendees (YTD Sept)
# of Programs # of Attendees
26,879 27,011
29,626
25,500
26,000
26,500
27,000
27,500
28,000
28,500
29,000
29,500
30,000
2017 2018 2019
Library Membership (YTD Sept)
87% increase YTD Sept
42% increase YTD Sept
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 3 of 9
1,684 1,873
2,668
250
750
1,250
1,750
2,250
2,750
2017 2018 2019
Online Followers (YTD Sept)
19% increase YTD Sept
210,083 200,571
239,159
50,000
100,000
150,000
200,000
250,000
2017 2018 2019
Website Visits (YTD Sept)
Key Performance Indicators Trend Analysis
93,664 93,148
174,437
25,000
75,000
125,000
175,000
2017 2018 2019
Facebook Reach (YTD Sept)
2019 Highlights
Library Square Project partnership, including
Board and Council approval of a $1.9 Million
Bridge and a $3.4 Million Corridor.
Launching a Creative Studio, providing a
new space to create and explore
Introduction of an Automated Materials
Handling (AMH) and customer induction
system, increasing staff efficiency and
customer satisfaction
Successful implementation of a one desk
customer service model
Creating a new multi-purpose room for
increased programming
Growth Accommodation Study work is
underway to explore possibilities of the
Library facility.
1
2
3
Library Interior Renovation project completed
under budget, highlights include:
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 4 of 9
2019 Highlights
Programming milestones include:
Bringing the first Scholars’ Hub to APL
(in collaboration with York University)
Summer Reading Club “Read and Bead”, resulted in
55% increase over 2018 registrations, the highest
participation numbers in our history:
1,230 kids registered, 120 programs delivered
4,448 children attending those programs
11,160 hours of reading reported
378 books rewarded to SRC participants for achieving
the goal of 20 hours of reading
Aurora Hackathon – APL’s first ever 24 hour event.
A total 6 student teams from local high schools
worked 24 hours straight to develop their own apps
using Android studio. This event had great partnership
with our community educators as well as sponsorship
from prominent local businesses. This program
continues to develop with the hopes of a completed
app being launched by the end of 2019
Upgraded wireless network to improve connectivity,
and expand coverage area.
New Circulation Policy incorporated innovative
changes, including adjusted loan periods and limits,
fine-free and reduced fines for children and teens
removing barriers to early literacy.
5
6
4
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 5 of 9
2020 Strategic Highlights
Explore shared opportunities with
York Region libraries.
Present the economic impact of
Aurora Public Library on the Town.
Advocate for library and community
interests throughout Library Square project.
Develop a capital plan based on outcomes
of our Growth Accommodation Study.
Investigate circulating non-traditional
collections.
Explore deployment of new children’s
technologies.
1
2
3
5
4
6
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Aurora Public Library
2020 Reporting Structure
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Page 8 of 9
Financial Pressures
The North American publishing industry has been pressuring
libraries through the introduction of new library e-book lending
models that sanction, hinder and inflate pricing, all limiting our ability
to provide digital content to our customers. From restrictive lending
to embargos to out-of-reach pricing models the publishers are
standing firm in their position that library lending is cannibalising
sales, which library use and consumer book sale data confirm is
fundamentally untrue and contrary to the democratic role of public
libraries.
Access to digital content is imperative for all members of Canadian
society, especially those who have low literacy or other restrictions
limiting their ability to read materials in traditional formats.
Restrictive access and pricing models also negatively impact those
who cannot afford to purchase digital content. Through our advocacy
groups, Aurora Public Library continues to stand for a mutually
acceptable solution, all while financial pressures over digital
collections continue. We strive to balance increasing public
demand for our popular digital collections
with these ongoing pressures.
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca
Aurora Public Library
Financial Summary
Expenditures
The Aurora Public Library 2020 Operating Budget provides enhanced service levels within the
approved municipal funding allotment. This includes additional open operating hours and
enhanced programs and service delivery. Personnel costs include contractual obligations and
step progressions for eligible staff. Other expenditures include library materials, technology
services and operation expenses.
Revenues
Opportunities to earn revenues are limited by the Public Libraries Act and fee and service
charges are applied where allowable.
15145 Yonge St. Aurora ON L4G 1M1 | 905 727-9494 | aurorapl.ca Page 9 of 9
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs (Temporary)1.0 --
Wages and Benefits 77.5 --
Staffing Costs*3.5 --
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 81.0 --
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other - Library Square 81.0 --
Total Revenue 81.0 --
Net Tax Impact ---
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Marketing and promotion of Library Square and cultural programming
Corporate Communications
Recommendation
Hire a contract Graphic Designer with the skills necssary to develop comprehensive marketing and promotional campaigns to support
fundraising, rentals and programming for Library Square and associated cultural activities.
Rationale/Benefits
This postion would support the Town's Community Strategic Priority
by promoting and sustaining a vibrant community that enhances the
quality of life by creating an environment that promotes downtown
revitalization and a thriving downtown and improving cultural services.
The position would also support the Council Priority of downtown
revitalization and the development of Library Square.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Not proceeding will have a dramatic effect on the ability of the Town
to engage residents in the Library Square project, inform them of
construction and development impacts, fundraise to support capital
and/or opearting costs, promote facility rentals and market cultural
programming and activities.
The existing Corporate Communications staff is working at maximum
capacity and does not have the ability to provide support the project.
The Corporate Communications team currently has a single staff person to provide all graphic design, photography, videography and digital
design services. There is no available capacity to provide additional services in any of these areas. This position will provide services to support
expanded service delivery in the community and cultural services area as a result of the Library Square project.
The Town is at a critical time for the Library Square project. Community awareness remains low and it is important that the Town educate the
public on the project, gain support and begin marketing and promoting the square as a vital community and cultural space.
They key responsibilities of this role will be:
Developing the branding for the square and cultural facility
Creating fundraising packages and campaigns to support the capital and/or operating costs of the square and facility
Facilitate and promote ongoing communication with the community as it relates to the design and construction of Library Square
Design marketing packages to promote Library Square to a wide range of audiences and support revenue generation
Create digital content, website graphics and online advertisements to market and promote Library Square
Design print ads, posters, signs and other print materials
Work with stakeholders, including the Business Improvement Area, Chamber of Commerce, Economic Development Board and other
internal and external groups to create a comprehensive branding strategy to support downtown revitalization and the role of Library
Square in that revitalization.
Growth
Comparative Analysis / Performance Measure
Number of Programming Spaces per year
The Library Square project is a 32,000 square foot multi-use facility including the following components and uses:
• 3,706 ft² multi-use Performance Hall
• 1,585 ft² multi-purpose Performing Arts Studio
• 1,213 ft² multi-purpose Visual Arts Studio
• 463 ft² multi-purpose Studio space
• 2,003 ft² of environmentally controlled storage space for the Aurora Museum & Archives
• 1,453 ft² divisible Program Room
• 882 ft² Café/Multipurpose Area
• 359 ft² Catering Kitchen/Servery
• 29,000 ft² outdoor public square
Types of Programs and Activities
Add comments to support/explain need shown in the graph
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 1.0 --
Wages and Benefits 83.9 --
Staffing Costs*2.0 --
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 85.9 --
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact 85.9 --
This position would support the Town's Community strategic
priority by improving sport and activity participation and promoting
inclusion across our organization and community to be reflective of
our demographics.
This iniatiative will also advance recommendations in the Parks
and Recreation Master Plan and recommendations in the
Corporate Strategic Plan.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Existing staff will continue to operate existing programs and
services but there is no capacity to start new programs or enhance
existing programs and services to meet the needs of the growing
community. Existing full time staff find it difficult to complete all
responsibilties and there is a risk of not effectively being able to
manage. Overtime is worked on a regular basis.
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Program staff to manage growth and demands in community recreation progamming
Community Services
Recommendation
Hire a community programmer to keep up with growth and management of community programs.
Rationale/Benefits
With the population growth of the last 10 years and the future expected growth, Community programs has been responding to the demand by
continually implementing new programs and services. Existing staff struggle to meet current service levels and are unable to manage any
additional growth and programs. Community programs has seen an increase in program revenue by approximately $250,000 over the past 9
years. The number of summer days camps offered has increased by 56% since 2008 and year round programs have increased by 32%. These
new programs have all been managed by the same number of full time staff since 2008, yet each new program comes with an increase in time
and workload requiring administration and management. Staff are managing between 850-900 programs per year. Maintaining program quality
means full time staff must be available to supervise program staff and program leaders. It has become very challenging for staff to start any new
programs and find the time to maintain quality.
The community programs area is also experiencing an increase in demand for support for participants who have special needs, either physical or
behavioural. Staff strive to integrate all participants with special needs into community programs. However, the management of this service is time
consuming and can require meetings with external agencies, families, specialized staff training, supervision and extensive documentation.
Participants with special needs has increased by 87% since 2010. This also continues to be managed by the current full time staff compliment in
this area.
Changes in relevant legislation and additional regulations governing children’s programming including the Child Care and Early Years Act, the
Child and Family Services Act, Occupational Health and Safety Act, among others, have created more administration and staff training to ensure
compliance. The current staff compliment are struggling to manage the increased responsibilities and risk management. A new community
programmer would assist in protecting the Corporation from risk and liability.
When existing workloads become more manageable with the addition of this staff person, there may be some capacity to start new programs and
services.
Growth
Comparative Analysis / Performance Measure
Community program revenue will reach $950,000 in 2019
2017 and 2018 saw a slight decline in revenue due to changes in Legislation affecting preschool programming that restricts the type of programs
that had previously been offered and generated significant revenue. 2019 is year to date and revenue is projected to hit approximately $950,000
by year end.
Number of programs managed increases year over year
0.2M
0.4M
0.6M
0.8M
1.0M
1.2M
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019Revenue
700
750
800
850
900
950
2016 2017 2018 2019 2020 (Est.)
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -68.2 -
Staffing Costs*-4.0 -
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -72.2 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact -72.2 -
Hiring the this position will help the Town continue to improve sport
and activity participation, build strong community partnerships,
explore opportunities and initiatives to enhance the customer
experience, ensure business processes are effective and support
financial accountability.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
In the absence of additional support, we will incur increased
overtime/lieu time costs in order to maintain existing service levels.
It is also anticipated that services levels for subsidy programs will
continue to decrease, and service levels for facility bookings will
also decrease, especially as new facilities such as Library Square
come on line. We will be unable to implement the mandatory
facility rental insurance program, resulting in continue exposure to
claims against the Town that could otherwise be avoided. *Includes training, memberships, computer, space accommodation &
other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Maintaining Business Support Division customer service levels in a growth environement.
Community Services
Recommendation
Hire an additional Facilities Bookings Administrator and re-structure the job duties of the Financial Services Clerk to better meet service delivery
requirements in the Business Support Services Division.
Rationale/Benefits
The Business Support Services Division currently manages a wide range of functions, including program & membership registration, registration
software maintenance, facility rentals, facility advertising/sponsorship, contract/lease administration, financial administration, and customer service.
The division is experiencing pressures in a number of areas, but primarily in facility rentals and administrative support functions. The division
currently has 12 full-time staff and approximately 25 part-time staff, but no dedicated administrative support. Administrative support functions are
currently shared by all staff, with many functions currently completed by the Manager of Business Support. As a result of community growth, new
programs, and increased administrative requirements, the need for administrative support has escalated beyond the capabilities of existing staff
and is having a negative impact on our ability to deliver quality service in a timely manner.
Both the Legal Services Division and Business Support Division have identified facility user insurance as a priority, in order to minimize exposure to
risk related to liability. Implementation of a mandatory facility user insurance program is planned for 2020. It is estimated that implementation of
this program will result in an additional 10 minutes (average) of work for every permit issued. With approximately 3,500 permits issued per year, the
workload increase is expected to equal 11 – 12 hours per week. This cannot be absorbed by the existing staff, putting implementation of this
program in jeopardy.
Currently, the Financial Services Clerk provides significant support to the Facility Bookings team. The addition of this fourth Facilities Bookings
Administrator will allow the team to manage the increased workload, implement the new insurance program, and take back duties currently
performed by the Financial Services Clerk. This will in turn, enable the Financial Services Clerk to assume other financial and administrative
support functions currently performed by the Manager and other staff, enabling staff to focus on program growth in their respective areas.
Growth
Comparative Analysis / Performance Measure
The number of reservations for community programs continue to increase.
Current staffing levels are insufficient to support service standards, and anticipated growth will continue to have a negative impact on service
delivery.
Ongoing growth in the facilities bookings portfolio has also expanded beyond the capacity of the existing staff. Prior to 2004 there was one
Facilities Bookings Administrator. This was increased to two positions in 2004, when the team processed approximately 17,000 reservations per
year. This was again increased to three positions in 2013 when the team processed approximately 32,000 reservations per year. The division
processed almost 60,000 reservations in 2018, serving over 1,000 clients. This increased volume has resulted in service delays that can
negatively impact our clients ability to program for the spaces they wish to rent, especially when booking on short notice. This also exposes the
Town to risk, with staff not always able to secure payment and signed permit waivers in accordance with established timelines.
Projected Population Growth in Aurora - Population growth has a direct impact on service level delivery.
The majority of programs that will be supported by the Facilities Bookings Administrator and re-structuring of the Financial Services Clerk duties
are directly impacted by population growth and the resulting increase in community need. We are currently unable to meet some service level
standards, and are struggling to meet others. This problem will only worsen as Aurora's population continues to grow.
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2004 2012 2018 2019 (Projected)Reservations 55,000
60,000
65,000
70,000
75,000
80,000
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031Population
Population Forecast Source: York Region, Corporate Services, Long Range Planning, based on Statistics
Canada data and CMHC Housing Completion data.
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -100.9 -
Staffing Costs*---
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -100.9 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other - [Name item]-100.9 -
Total Revenue -100.9 -
Net Tax Impact ---
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Permanent Full time Sport and Community Development Specialist
Community Services
Recommendation
Make the 2 year contract position of Sport and Community Development permanent
Rationale/Benefits
This position would support the Towns Community strategic priority
by contributing to the objective of 1.4.1 - improve sport and activity
participation.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
The goals and sustainability of the Sport Plan will not have its
intended impact in the community and the ability to fully implement
strategic priority 1.4.1. will be impacted.
*Includes training, memberships, computer, space accommodation & other equipment
The Sport & Community Development Specialist position is currently approved as a contract until June 2021. The funding for this
position comes from funds previously contracted to Sport Aurora to implement the Sport Plan. The amount of this funding is
$103,400.
In order for the Sport Plan to be effective and sustainable, work will need to continue beyond June 2021 and will require Full time
staff to do so. Staff will be reporting back to Council with an update on implementation and successes in implementing the Sport
Plan in Winter 2021. Staff will also be requesting the position become permanent full time at that time.
Although the Sport Plan outlines a 5 year implementation schedule, the Town needs to look ahead at sustaining the sport plan and
broadening our community development activities. The purpose of the Sport Plan will be very difficult to sustain without additional
resources. Staff anticipate many of the deliverables of the sport plan to be addressed by June 2021, but many will still require work
and others will need ongoing attention to be effective.
Although some parts of the Sport Plan can be sustained by various community groups, there still needs to be some leadership to
ensure coordination and the best outcomes in the community at large for the Sport Plan.
Growth
Comparative Analysis / Performance Measure
Sport Plan - Areas of Focus
Sport Plan - Long Term Measures
Development
of a Sport
Policy
Training
Programs
Performance
Measures
Girls and
Women in
Sport
Persons
with a
Disability
Cultural
Diversity
in Sport
Sport
Tourism
Plan
Volunteer
Development
Strategy
Number of residents and age cohorts that are involved in sport
Investment in sports in Aurora
Value of volunteer hours invested in sports
Number of support programs to increase sport participation
Economic impact of sport tourism in Aurora
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 2.0 1.0 1.0
Wages and Benefits 252.0 111.8 111.8
Staffing Costs*8.0 4.0 4.0
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 260.0 115.8 115.8
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact 260.0 115.8 115.8
This position would support the Town's Modernization Strategic Priority
being to "Develop and enhance processes, leverage technology and
engage people to align the work place for success" by using technology
in smarter ways, ensuring business processes support financial
accountability, commitment to the digital office and workplace
automation and providing easy to use, collaborative tools for information
sharing.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
IT Services needs to revitalize the IT delivery model to be better prepared
for upcoming projects and changes and to help the organization move
towards modernization and tranformational change. A part of the
revitalization include adding needed resources to help achieve the
mandate and service standards that a modernized, well managed
workplace requires.
Proceeding at a later time will delay the needed workplan initiatives
itemized in the IT Strategic Plan. *Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
(4 positions IT Strategic Plan Implementation)
Corporate Services
Recommendation
Approve the positions as outlined in the IT Strategic Plan Report by Perry Group Consultants.
Rationale/Benefits
As part of the Technology Strategic Plan update the consultants have identified staffing concerns related to gaps in capacity and capability
pertaining to leadership, enterprise corporate applications, business solutions and projects. In order to advance the implementation of the
Technology Strategic Plan additional resources are required. A total request for 4 positions over the next three years fills the critical resource
gaps and prepares the Technology Division to successfully implement the consultant recommended multi-year workplan and will provide needed
resources to lead the organization through digital transformational change including enhanced mobility and business modernization, becoming a
data driven organization, and providing enhanced digital customer services. The nature of the recommended positions are identified in the
paragraphs below.
The Technology Strategic Plan identified significant resource gaps in the Solution specialists/Analyst domain. The Town has a number of large
projects ahead, many of which are in the business solutions area. Each of these projects require leadership and Solution/Business Analyst
resources to support systems configuration during the project, and for support after solution implementation. As a result, the addition of 4
positions focused in this area staged over the next three years, has been recommended. This will allow the Town to manage business solutions
effectively and provide support for advancing the modernization and digitization of key Town processes.
Many of the Town's current and future projects, as identified in the Technology Strategic Plan workplan, involve a significant IT component. To
help ensure the success of the projects, it is important to have the necessary resources in place to plan and deliver the projects effectively. A
hands on leadership position is recommended in Projects to provide the division with the needed leadership to plan, direct, and effectively manage
all Business related IT projects and IT driven projects. This position would be responsible to use the standard corporate project management
techniques and processes for all IT related projects. As well for the detailed planning, project definition, risk assessment, milestone monitoring,
financial tracking, reporting, and most importantly, the effective use of resources to deliver projects on time and on budget. In addition to the
project focused tasks, this position also works collaboratively with other project resources within the corporation, to ensure the Town of Aurora
project management processes are continually improving.
The Technology Strategic Plan Workplan identifies 115 projects/initiatives including major technology projects from Infrastructure, Business
Solutions, Integration and Data and Customer Facing layers of the Municipal Technology Architecture to be completed over the next 3 years.
The consultants have recommended additional resources be added to ensure we have adequate leadership, skills, and capacity to complete
the workplan as identified and move our organization towards modernization and transformational change.
Growth
Comparative Analysis / Performance Measure
IT will be repositioned to be a strategic partner
IT Service delivery improvement involves reorganization of the technology team into 3 core areas supporting and partnering with the business
units within the Town. This new structure immediately establishes a strong business solutions team which has been identified as an area
needed to improve for the success of burgeoning project demands that relate to system integrations as well as support for advancing the
modernization and digitization of key Town processes. This will allow the Town to manage business solutions effectively and provide support for
new features, reporting and other capabilities while working closely with the business units and the other IT functional teams as partners on
achieving project goals. It is critical that the Town build effective product and project teams that combine business subject matter experts,
project management, business analysis and technical expertise, alongside frontline users of systems to support the execution of projects and
product enhancements.
The number of technology projects identified in the Technology Strategic Plan Workplan
Information
Technology
Project Services Business
Solutions
Infrastructure
and Service
Desk
Number of
Projected Projects
33 34 35 36 37 38 39 40
2020
2021
2022
Space Needs Confirmed YES
2020 2021 2022
Staffing - # of FTEs 1.0 --
Wages and Benefits 136.2 --
Staffing Costs*---
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 136.2 --
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other - Capital Project Funding 136.2 --
Total Revenue 136.2 --
Net Tax Impact ---
Impact of Not Proceeding Non-Tax Revenues ($000s):
The risk of not establishing a permanent PMO is that there
will be a lack of Corporate oversight of all projects,
paticularly with large, complex, high profile projects.
Council Report CAO18-003 recommendation, That the
CAO implement and oversee a comprehensive project
management discipline for the oversight of the current
major projects underway with the Town.Gross Expenditures ($000s):
Alignment with Council Priorities Incremental Operating Budget Impact
*Includes training, memberships, computer, space accommodation
& other equipment
Recommendation
Convert the Project Manager contract position to a full time permanent position to ensure the Town continues to effectively manage
the delivery of capital project portfolio
Rationale/Benefits
Project Manager
Corporate Services
Capital
In April of 2018, Council directed staff through a resolution to implement and oversee a comprehensive project management
discipline for the oversight of the current major construction projects underway with the Town. Furthermore, the project audit of the
Joint Operations Centre indicated that the Town was lacking a standardized project management discipline and framework. A
Project Manager was retained on a two year contract to establish a Project Management Office (PMO).
The PMO mandate is to enable project practitioners and the organization to be successful through four main pillars as stated below
Project Management Methodology and Framework
Project Portfolio Reporting and Performance Measurements
Training, Coaching and Mentoring
Document and Knowledge Management
Significant progress has been made with respect to the project management framework and reporting. The level of engagement and
type of services offered by the PMO are assessed collaboratively with the Project Team based on the project’s strategic alignment,
complexity, resourcing needs and PMO capacity.
The PMO engages with Project Executives, Project sponsors, Project Managers and Project Team Members in an advisory and
support capacity.
As the Town invests significant funds year over year to capital Projects, the establishment and ongoing oversight of this large
portfolio is critical to ensure projects are effectively managed within the framework which includes ongoing tracking of reporting of
progress, financial risk, change orders, stakeholder engagement, change management and project close out.
2015 2016 2017 2018 2019
The benefits of establishing a Project Management Office (PMO) include: ensuring sufficient corporate capacity and resources to
deliver projects, monitoring compliance with project management standards, policies and procedures through project audits and
reporting, coaching, mentoring, training and oversight pertaining to project management and direct facilitation of identified major
projects.
Ten Year Capital Project portfolio
Although the number of projects and dollar value fluctuate year over year, we will continue to invest in Capital Projects ensuring Aurorans
for generations to come are able to enjoy a high quality of life and sense of community pride.
Capital
Comparative Analysis / Performance Measure
Project Governance Framework
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 2.0 --
Wages and Benefits 163.0 --
Staffing Costs*5.0 --
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 168.0 --
User Fee/Other Revenues 25.6 --
Water Rate/Building Recovery --
Other - [Reduce P/T]133.9 --
Total Revenue 159.5 --
Net Tax Impact 8.5 --
Recommendation
Eliminate three (3) existing part time Parking Enforcement Officer positions and replace with two (2) full time Parking Enforcement Officers
which will minimize staff turnaround and training costs while ensuring departmental financial sustainability.
This position would support the Town's Community Strategic
Priority to "Promote and sustain a vibrant community that enhances
the quality of life" by:
- Managing Transportation
- Balancing the needs of our business community and our
residents/neighbours.
- Continuing to build strong community partnerships.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Rationale/Benefits
Growth
Bylaw Services Parking Enforcement Officer position conversion
Bylaw Services
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Bylaw Services will continue to enforce all parking enforcement
related concerns within existing rescources, however due to an
increase in community expectations our existing service standard
may decline.
Proceeding at a later time will delay the modernization of the the
Town's bylaw modelling which may prove more challenging to
implement as future growth slows. In addition, the Town may be at
risk of addition costs of high staff turnaround.
The Bylaw Services team is currently looking to address staffing concerns related to population growth and service re-alignment from York Regional
Police Service. The conversion of three part-time Officers into two full-time Parking Enforcement Officer position will support growth associated
with higher density, and downtown revitalization.
This role will provide key support in assisting the Town in current and future needs relating to: public safety, traffic flow, traffic management, and
increased public complaints.
In the absence of legislative changes, these two positions will remain cost neutral due to an offset in parking revenues. Should the Town make
amendments to existing parking legislation, it is projected that these positions will be revenue generating which will assist in offsetting Bylaw
Services departmental operating budget.
The key elements of adding these positions to the team include:
- Increased Bylaw Services coverage to assist with community expectations surrounding parking, noise, sign complaints, and road fouling.
- Reduction in recruitment costs related to high staff turnaround in part time by law positions. (Avg. 3.1 Years for Part Time Officers vs 13.1
Years for Full Time). This will create stability and reduce turnover while also allowing officers to become more familiar and involved with
the community.
- Supportive of York Regional Police service re-alignment, which is seeing an increase in calls diverted to Bylaw Services (Noise, Parks,
etc.)
- Reduction in training and equipment costs associated with hiring and equipping new officers
- Increased officer response times to parking concerns
- Increased community presence and visibility.
- Continued support of the Town’s Roads Department to ensure winter road clearing is completed within legislated requirements.
The above bar graph is reflective of Aurora's current and proposed staffing levels in comparison to neighbouring N6 municipalites. The line
graph indicates how many Property Standards Officers each municipality has in comparison to Parking Enforcement Officers. * Whitchurch-
Stouffville's number for Parking Enforcement Officer's is reflective of a proposed increase of 2 FT Positions. In comparison to neighbouring N6
municipalities, the proposed staffing change would see a dedicated Parking Enforcement Officer rate of 1:32,000 residents. This ratio
compares to 1:11,000 in the Town of Newmarket, and 1:25,000 in East Gwillumbury respectively.
As Aurora continues to grow, so does its parking challenges; the Town's growth has resulted in annual increases to issued
parking violations
As a result of increased density, population growth, and projected intensification in the downtown neighbourhood, Bylaw Services is projecting
continued demand pertaining to parking violations. The above graphs shows significant annual increases which correlates with recent
population growth. The above numbers are based on projections supported by existing parking legislation with an average annual increase of 8-
12%. If a strengthened townwide parking limit is introduced an increase of 10-15% is obtainable. Based on projected numbers, the approval of
2 FT Parking Officers would be cost neutral while still providing $45-55K in additional departmental revenue.
Growth
Comparative Analysis / Performance Measure
Staffing structure compared with neighbouring N6 municipalities.
0
1
2
3
4
5
6
0
2
4
6
8
10
By-Law Services N6 Staffing Comparisson
FT Parking Enforcement Officers FT Property Standards Officers
0
100
200
300
400
500
600
700
0
2000
4000
6000
8000
10000
12000
2016 2017 2018 2019 2020 2021 2022
Issued Parking Tickets vs Resident Complaints
# of Tickets Issued Community Complaints
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -55.7 -
Staffing Costs*---
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -55.7 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact -55.7 -
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Access Aurora - Customer Service CSR Uplift P/time to F/time
Corporate Services
Recommendation
Uplift and existing permanent part/time position to a permanent full/time position to supplement existing front line CSR team complement, raising
it from 5 to 6
Rationale/Benefits
This request is in alignment with the Corporate and Council priority to
deliver exceptional customer service consistently. This request also
supports other Council Priorities in a supportive role. (Assisting all
departments on day to day activity, supporting corporation at large).Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
If the uplift is denied - the unit will be at risk to maintain service levels and
will find it difficult to take on any additional tasks for divisions. With growth
and Town activity and various projects this increases interactions with
residents/visitors. The more activity the Town is engaged in, increases
triage for inquiries / phone / emails, etc. The unit is at risk of failing, burn
out and reducing current service levels if the uplift is not granted. Longer
call wait times, line ups and moving to appointment based services
versus offering walk in services would occur.
*Includes training, memberships, computer, space accommodation
& other equipment
For the past 2 years the Access Aurora team has stretched the current staff complement (5FTE) and added services such as 2nd location at JOC,
extended hours on Tuesday nights until 8:30pm, conducted annual Access Aurora Town Hall “Pop Up” events (approx. 15+ per year). We have
also assisted other departments with delegated additional tasks that have been downloaded to this unit, in addition to assisting departments with
special projects or tasks on an ad hoc basis. Access Aurora is also the 1st point of contact for our growing number of residents (59K) and first
point of contact for all tax/water inquiries on behalf of finance. (Projected to have over 37,000 account holders in tax/water for 2019, due to
increase in population, occupancy of 2C lands)
In order to maintain the current level of service that is being provided at both locations, the uplift is desired so that we can continue to offer the
services that our internal/external customers have become accustomed to from the centralized hub. The uplift will add stability to the unit and will
remove the need for 12 hour shifts on Tuesdays, reduce banked lieu time and/or overtime or reduce the need to use temp agency staff to piece
support together for unexpected absences, vacations or illnesses. Customer service is crucial to the day to day operations of the entire
corporation.
Key points which justify the need and benefit to making the investment in the initiative:
Maintains level of streamlined services at both locations (Town Hall and JOC) and provide the ability to improve
Helps to maintain enhanced current services such as commissioning of documents, licensing and civil ceremonies (Generating
additional revenue)
Uplift will allow us to delegate an additional division registrar among the staff complement with the province to conduct provincial
activities such as Alcohol and Gaming Commission of Ontario applications for lottery/gaming, alcohol permit applications, marriage
license and burial permits – generating additional revenue)
Uplift Additional CSR staff will better support CRM optimization, corporate wide support to divisions using CRM tool
The uplift will still need to maintain some part-time budget for summer student funds and on-call casual CSR hours
Growth
Comparative Analysis / Performance Measure
Number of Annual Cashiering Transactions
Annual Number of Calls with Number of Abandoned Calls and Overall Telephony Service Level
2018 31,846
*2019 77,421
# of Cashiering
Transactions
- 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000
3,778
3,517
56,166 49,905
-
10,000
20,000
30,000
40,000
50,000
60,000
2018 *2019#of Calls Abandoned Calls
*2019 includes data up to September 30th, 2019
68%Over all service
Level
68%Over all
service Level
*2019 includes data up to September 30th, 2019
Access Aurora continues to see an increase in growth and phone call activity to the centralized hub of Access Aurora. Calls abandoned, are
callers dropping the call when the CSR team can not reach the caller waiting in the call centre queue in an efficient time. By our 3rd quarter over 3500 callers had abandoned their calls due to waiting for a CSR to a.nswer in less than 90 seconds
Space Needs Confirmed YES
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -107.8 -
Staffing Costs*-1.0 -
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -108.8 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact -108.8 -
This position supports all elements of the "people" objective in the Strategic
Outcomes. This position will be key to achieving the deliverables outlined.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Impact of Not Proceeding would result in increased over time costs (HR staff
consistently exceed their lieu allowance of 70 hours per year) and staff burnout is
a real concern with regards to their personal wellness. Delayed service delivery
regarding time to fill - recruitment, project delivery delays, reduced ability to meet
business requirements regarding training and succession planning, performance
management lapses and associated litigation risks, decreased HR presence in
the workplace impacting morale and labour relations. Lack of resourcing will
also decrease internal service levels and meeting corporate objectives.
*Includes training, memberships, computer, space accommodation &
other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Human Resources Consultant
Department Name: Human Resources
Recommendation
Request that an additional staffing complement be approved to maintain existing service levels within Human Resources
Rationale/Benefits
The Human Resources Division is the organization's strategic partner with department heads, managers and their teams and with individual
employees to provide strategic, customer oriented human resources initiatives, programs and services to drive a high-performing workforce to
support the corporation's mission, vision and strategic goals in the most innovative, efficient and effective manner. The Town's current annual
Human Resource cost is 31 million. Every employee (human resource) that is hired, is an investment and must be "managed" effectively
throughout the employment cycle to ensure the best return on investment. The core services and competencies of the Human Resources
Division include strategic planning (for HR alignment), legislative compliance, policy development, recruitment, onboarding, compensation and
benefits, staff planning, employee and labour relations, organizational learning and development, performance management, health and safety,
disability management, recognition, succession planning, and workplace wellness and engagement. The HR Consultant plays a factor in
executing all these elements at the departmental level within the business units. The HR Consultant is the employee facing expert that handles
all employee issues from onboarding to off boarding, essentially the entire employee lifecycle.
Human Resources has expanded our service model delivery without an increase to the HR consultant headcount compliment since 2010 (which
provided a .5 fte part time uplift). Prior to 2010 we had a total workforce of 348 staff, and in 2018 we reached a workforce of 550 staff.
This position is instrumental in the support of achieving and maintaining an existing defined service standard for the Town.
With the additional pressure of 200 additional staff to our workforce without HR staff increase, the increase in transactional volume adds
tremendous stress and OT time requests on current staff to meet business requirements. Municipal best practice promotes additional HR
headcount for every additional 50 new staff.
This graph demonstrates one element of the HR Consultant position which is recruitment management. This has steadily increased over the
years, and this trend will continue with an increase in local competition for specialized roles and projected retirements. Recruitment easily
accounts for 60% of the HR Consultants day, leaving minimal time for coaching, performance management, proactive Employee Relations risk
mitigation, and workplace investigations.
Growth
Comparative Analysis / Performance Measure
HR Staff by Municipality- The chart demonstrates HR headcount comparison to other local municipalities.
The graph above demonstrates the HR support staff for Aurora (included proposed state) compared to similar work forces in our geographical
area. Our request would bring us in line with Georgina, whose staffing compliment is closest to that of Aurora. Newmarket is slightly larger, WS
slightly smaller. All 3 municipalities above have also requested additional HR support so the numbers will continue to increase.
HR Recruitment Requests - This chart demonstrates the increase in recruitment pressures.
0
1
2
3
4
5
6
7
8
9
0
1
2
3
4
5
6
7
8
9
AuroraExisting AuroraProposed Georgina Newmarket Whitchurch - Stouffville No. Employee 100'sNumber HR StaffHR Headcount: Total Staff Complement
-
20.0
40.0
60.0
80.0
100.0
120.0
2010 2011 2012 2013 2014 2015 2016 2017 2018Number of Recruitment Requests# of Recruitment Files
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -71.3 -
Staffing Costs*-3.0 -
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -74.3 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact -74.3 -
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Legal Assistant
Corporate Services
Recommendation
Hire a legal assistant to assist the Legal Services Division.
Rationale/Benefits
Hiring this posiiton will provide appropriate level of resources to
support service delivery.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
If this position is not approved, the Claims and Legal Coordinator
position will continue to do both roles. The delivery of legal
services may be delayed, deadlines may be missed, including
court deadlines, decrease in service levels to the corporation,
claims may not be handled in a timely manner, delay in
implementing the risk management policy and plan and therefore,
corporate liability, invoices may not be paid in a timely manner.
*Includes training, memberships, computer, space accommodation & other equipment
Currently, the duties of a legal assistant are performed by the Claims and Legal Coordinator position who also assists with claims. The
amount of claims and litigation (both insured and uninsured) are increasing every year. The insurance industry has predicted that the rise
in claims will continue over the next several years.
Legal Services handles all claims that are within the insurance deductible in-house. At this time, the insurance deductible is $10,000. It is
anticipated that the Town will be facing a substantial rise in insurance premiums due to the significant increase in complex claims,
population growth and a hardening insurance market. It is anticipated that the Town will be required to increase its insurance deductible
in 2020 to either $25,000 or $50,000 to achieve cost savings on rising insurance premiums. As a result, the amount of claims that will be
handled fully in-house will continue to increase and work that was previously completed by the insurer or lawyers hired by the insurer, will
need to be completed in-house. There is no capacity in Legal Services to assume this additional work.
Further, the Legal Services Division is intending to revise the Town’s risk management policy and implement a risk management plan
which will include substantial review and revision of policies, processes and procedures. This work will primarily be completed by the
Town’s Paralegal which will result in the Town’s claims being downloaded to the Claims and Legal Coordinator who is already working at
full capacity in the current role. It is becoming increasingly difficult for the Claims and Legal Coordinator position to assist with both
insurance related matters and provide an administrative function to the division. A legal assistant is required to assist with the efficient
operation of the Legal Services Division, which will result in the delivery of legal services to Council and to the client departments in an
effective and timely manner.
Growth
Comparative Analysis / Performance Measure
Staff Time (in hours) to handle claims will increase if the insurance deductible increases
Although Town staff handled more claims in 2019, than in 2018, many of the claims in 2018 were more complex (i.e litigation claims) and
required additional staff time. It is projected that the Town will receive 10 additional claims each year over the current year. An average litigation
claim takes approximately 100 hours of staff time to complete, while an average property damage claim takes 15-20 hours. An increase in the
insurance deductible over the existing $10,000 will result in more claims being handled in-house requiring additional staff time.
Number of insured and uninsured claims managed by Legal Services continue to grow in number and complexity
In addition to new claims, approximately 20% of the claims in each year remain open for a number of years and continue to be dealt with in-
house by staff.
0
20
40
60
80
100
120
140
2015 2016 2017 2018 2019 2020 2021 2022
2015
2016
2017
2018
2019
2020
2021
2022
2105 1096 1995 2533 1566 2051 2536 3021
2316
1206
2195 2786
1723 2256 2790 3323
2526
1315
2414
3065
1895
2707
3069
3655
2015 2016 2017 2018 2019 2020 2021 2022
10K 25K 50K
Space Needs Confirmed No
2020 2021 2022
Staffing - # of FTEs --1.0
Wages and Benefits --85.0
Staffing Costs*--5.0
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures --90.0
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact --90.0
This initiative supports providing appropriate level of resources to
support service delivery.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
If this position is not approved, the delivery of legal services may be
delayed, deadlines may be missed, agreements may not be
entered into in a timely manner, projects may not be completed,
additional lieu time/overtime may be incurred.
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Legal Articling Student
Corporate Services
Recommendation
Hire an articling candidate to assist the Legal Services Division.
Rationale/Benefits
The workload of the Legal Services division continues to rise every year as a result of increases in issues requiring agreements or legal opinions,
more planning applications that are being appealed and more claims and litigation. In addition, legislation impacting municipalities continue to
either be introduced (ex. cannabis legalization) or revised (ex. role of the OMB/LPAT) and there is an expectation that this will continue in the
future. Instead of hiring another lawyer, it is recommended that Legal Services hire an articling candidate to assist with the workload. In addition,
the articling candidate would work on projects, such as updating outdated policies and modernizing processes, which will include updating existing
template agreements and creating new ones that are needed to keep pace with legislative changes. Articling candidates have completed law
school and are required to work for a year prior to obtaining their license to practise law. Articling candidates have most of the same
responsibilities of a lawyer; however, they must be supervised by a lawyer. Hiring an articling candidate would be beneficial for the Town
(financially, it is more effective to a hire an articling candidate than to retain an external lawyer or hire another lawyer) and beneficial for the
articling candidate (he/she will gain the skills and experience they require to enter the legal profession).
In order to work as a lawyer in Ontario, a person needs to be licensed with the Law Society of Ontario. The licensing process requires a
candidate that has finished law school to, among other things, obtain experience working in a legal environment by completing a 10-month
placement. The articling candidate is supervised by a licensed lawyer and will assist Legal Services in all aspects of legal work, including
conducting legal research, providing opinions, drafting letters and memorandums, reviewing and preparing simple or routine agreements,
drafting Council reports and bylaws, and attending meetings.
Growth
Comparative Analysis / Performance Measure
Hourly rate comparison between external lawyer (average), internal lawyer and proposed articling student
Legal Services handles most legal matters in-house. Files that are beyond the expertise of staff or are of a controversial nature are outsourced to
external lawyers. Recent legislative changes, such as OMB reform, cannabis legalization the modernization of the Construction Act have
increased the legal opinions requested of Legal Services staff. In addition, there has been an increase in the review of legal documents and
agreements in procurement matters and other matters as more parties are ensuring that any agreements made between the parties are in
writing and legally binding. Lastly, there was been a spike in planning appeals as a result of developers wanting to ensure that their applications
fall under the previous legislation and as a result of the passing of the Town`s comprehensive zoning by-law. It has become increasingly difficult
for Legal Services staff to provide legal advice and services within a timely manner. An articling candidate would be able to handle the routine
files and agreements, which is more cost effective than outsourcing these routine matters to an external lawyer.
Articling is the final step before becoming a licenced lawyer
0
100
200
300
400
500
600
External Lawyer Associate Lawyer Articling Candidate
Hourly rate
Complete Law
Degree
Licensing Process,
including 10
Month Placement
Licenced Lawyer
Articling Candidate
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 1.0
Wages and Benefits 116.5
Staffing Costs*2.5 - -
Offsetting Savings/Efficiencies
Other - Memberships 0.8
Total Gross Expenditures 119.8 - -
User Fee/Other Revenues
Water Rate/Building Recovery
Other
Total Revenue - - -
Net Tax Impact 119.8 - -
Growth
Developing financial modelling and long-term financial sustainability analysis
Finance
Recommendation
Hire a senior financial management advisor with the necessary skills to develop financial models to support long-term financial sustainability.
Rationale/Benefits
This position supports the Town's modernization of its systems and
processes goals through its ability to develop and enhance the Town's
existing financial management processes; including its significant
enhancements to its longer-term strategic analysis. It will enable the
Town to better manage it's assets, leverage the use of technology and
ensure business processes support financial accountability.
The position will also help the Town modernize it's fiscal strategy to
provide a long-term benefit to residents today and tomorrow.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Finance will continue to perform all short to mid-term financial
analysis in this regard to the best of its ability as per its currently
available skill sets and capacity. Consequently, longer term analysis
will continue to be a challenge and will be limited.
Proceeding at a later time will delay the modernization of the Town's
financial modelling which may prove more challenging to implement
as future growth slows. *Includes training, memberships, computer, space accommodation &
other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Currently the financial management team has been focused on the immediate and near-term financial analysis needs of the Town. This position
will provide the skills necessary which will enable the Town to undertake more advanced long-term financial modelling.
The Town is at a critical time as growth is still expected to continue into the future. This role will provide key analysis and financial models which
will assist the Town in its development of a more sophisticated fiscal strategy. This fiscal strategy will then guide the development of budgets and
provide better analysis on long-term fiscal health for Council.
The key elements of adding these advanced skills to the team will include:
Development Charge and Community Benefit Charge revenue modelling – Develop a financial model for predicting future development
charge and community benefit charge revenues and working with Planning in the development of future by-laws
Long-term reserve projections – Develop models to determine long-term reserve requirements for both operating and capital reserves to
ensure adequate long-term funding needs are met.
Asset management – Develop models to determine the Town’s long-term (up to 100-years) asset renewal needs to ensure residents
today and in the future are paying their fair share for the assets they use.
Fiscal impact analysis – Develop a cost driver-based financial model to determine the future requirements to help balance the
requirements for operating and capital budgets now and over the long-term.
Economic analysis – Provide economic advice that will assist in budget planning and support financial models.
Investment strategy – Review and evaluate the Town’s investment strategy for managing its cash and cash equivalents, including the
development of any necessary policy and procedures.
Water rate – Develop an enhanced financial model for the Town’s water, wastewater, stormwater rates which considers both operational
and long-term asset management needs.
Growth
Comparative Analysis / Performance Measure
Investing in a senior financial management advisor with financial modelling and strong analytics skills will help the Town further
develop its fiscal strategy to achieve long-term financial sustainability
The senior financial management advisor will help the Town develop the
long-term strategies for asset management. This analysis is greatly needed
as currently the Town's contribution to asset management reserves is not
keeping pace with amortization.
The advisor will be a member of the Town's Capital Asset Management
Steering Committee (CAMSC). In working with other departments they will
help develop models for long-term reserve investment strategies based
upon varying service levels. They will also use economic analysis and
models to predict the estimated replacement cost of assets and then make
recommendations on reserve investment strategies. They will also be
involved in reviewing and recommending investment strategies for the
Town.
Continuous improvement of the capital budget and further developing the fiscal strategy will greatly benefit from the skills of a senior financial
management advisor.
In 2020, Finance will be implementing a number of improvements to the capital budget process. These improvements will need more advanced
modelling and financial analysis skills within the Financial Management team to balance the three elements of the fiscal strategy: Capital
Planning, Reserve Management and Debt Management. Currently capital planning has focused on approvals as shown above, with this position
and the gathering information on capital cash flows Financial Management will be able to develop long-term reserve management models and
strategies.
They will also develop financial revenue models for the development charge and community benefit charge, perform longer term analysis on the
growth and asset management capital needs and provide management with strategic advice to manage the capital plan and reserves
appropriately.
The analytical and financial modelling skills of a senior financial management advisor will help the Town determine the
appropriate level of asset management investment over the long-term
CapitalPlanning
Reserve ManagementDebt Management
24.6
61.2
17.4 16.3 19.4 19.3
10.6 12.5 8.9 8.0
-
$10M
$20M
$30M
$40M
$50M
$60M
$70M
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Ten-Year Capital Plan
Repair & Replacement Growth & New Studies & Other
14.1
5.0
9.1
14.9
5.3
9.6
12.1
2.9
9.2
-
$2M
$4M
$6M
$8M
$10M
$12M
$14M
$16M
Total Water Rate Tax Levy
Reserve Contributions, Amortization
and Replacement Value
Grants Reserve Contributions
Amortization Expense Average 10-Year Draws
Fiscal
Strategy
Space Needs Confirmed No
2020 2021 2022
Staffing - # of FTEs -1.0 -
Wages and Benefits -107.8 -
Staffing Costs*-2.5 -
Offsetting Savings/Efficiencies ---
Other - Memberships -0.8 -
Total Gross Expenditures -111.1 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other - Capital Recovery -111.1 -
Total Revenue -111.1 -
Net Tax Impact ---
Impact of Not Proceeding Non-Tax Revenues ($000s):
Finance will continue to migrate to new integrated financial
systems with the assistance of an external consultant that will be
retained as a subject matter expert. Once the migration is
complete, the ongoing maintenance will need to be done by the
existing team and the enhanced reporting and streamlining of
processes will not be possible internally and would require the
assistance of external consultants.
Alignment with Council Priorities Incremental Operating Budget Impact
This position would support the Town's Modernization Strategic
Priority being to develop and enhance processes, leverage
technology and engage people to align the work place for success
by ensuring business processes support financial accountability,
commitment to the digital office and workplace automation,
providing easy to use tools for information sharing and developing
corporate wide systems to better manage work capacity.
Gross Expenditures ($000s):
*Includes training, memberships, computer, space accommodation & other equipment
Enhancement
Leverage technology to streamline processes and enable more advanced financial analysis and reporting
Finance
Recommendation
Hire a Finance and Systems Specialist with the necessary skills to provide a big picture approach of the Town's financial processes and
reporting.
Rationale/Benefits
Finance is beginning the work to implement integrated financial systems and is seeking to add a Finance and Systems Specialist. The addition of
the position will be a key resource in retaining the knowledge through the process of implementing a new financial system. This position in the
longer term will assist in the automation of processes and provide capacity within Financial Services for enhanced analytics and reporting.
Specifically they will provide additional value to the Town by:
Developing dashboards and better reports which will enable more responsive decision making
Leveraging data to create and summarize the financial health over short, mid and long term by department
Reviewing, optimizing and automating business processes using financial system tools
Transforming processes to provide better information to help everyone better serve their customers
Ensuring clients needs are met in the implementation of new financial systems
Coordinating all financial system maintenance and report development including recommending best practices for general ledger structure
and data structure within the financial system
Considering customer/client impact as changes in the financial system are implemented
Developing financial processes and reports which streamline financial reporting
Ensuring all reporting meets regulatory compliance and supporting the external financial audit and Financial Information Reporting
requirements
Developing and maintaining financial policies as required
This position will be recovered from the capital budget for the implementation of the new integrated financial systems during 2021 and 2022. Once
the new systems are implemented, it will then be funded through the operating budget.
Currently there are many manual processes in the Finance department. This position with their hybrid of finance and systems skills will greatly
contribute to the continuous improvement of financial processes. Their active involvement in the implementation of a new financial system is a
giant first step. There will still be opportunities for improvement to automate more processes and provide more options for online interaction with
our clients.
Enhancement
Comparative Analysis / Performance Measure
This position will be key to improving the financial reporting available for Town staff to help manage their business
With this position the Town will not need to pay an outside consultant to develop reports as they will be developed in-house. This expertise will
provide more flexibility in the types of reports available to Town staff to manage their procurement contracts and their budget. Longer-term having
these skills in-house will enable Finance to start providing more advanced tools such as dashboards and push notifications to staff on financial
matters.
Currently Finance pays $1100+ for a report to be developed and can take up to 6 months to complete. These costs escalate with the complexity
of the report being developed. The complexity of reports is driven by how our underlying data is structured. The Finance and Systems Specialist
will have the skills to structure the Town's general ledger data in a way which will make reporting simpler. This will provide a wider range of
reporting options and management dashboards providing Town staff with better tools to manage their business.
The Finance and Systems Specialist will help Finance automate and streamline processes
0
20
40
60
80
100
A/P A/R Tax WaterNumber of ProcessesNumber of Manual Processes by Function
Current State Desired State
$-
$1,000
$2,000
$3,000
Basic Report Complex Report
Average Cost for Report
Space Needs Confirmed No
2020 2021 2022
Staffing - # of FTEs --1.0
Wages and Benefits --87.6
Staffing Costs*--2.5
Offsetting Savings/Efficiencies ---
Other - Memberships --0.8
Total Gross Expenditures --90.9
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact --90.9
Growth
Respond to growth in procurement needs and perform more analytics for an effective procurement process
Finance
Alignment with Council Priorities Incremental Operating Budget Impact
This position would support the Town's Customer Strategic Priority being
to "Deliver exceptional customer service" by developing easier/efficient
ways for public to transact with us (Process improvement, reducing steps,
etc.), increasing customer communication to stakeholders including our
internal customers (each other) and establishing benchmarks for
customer satisfaction and for continuous improvement when it comes to
serving our community.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Procurement Services will manage with current staffing resources and will
hire available contractors to assist with the level of increased number and
complexity of procurement initiatives. The Town would incur potential risk
with the contractor not being as well versed in the Town's Procurement By-
law, loss of knowledge after the contractor completes the project and
inability to foster relationships with clients. The Town will not have the time
to perform the analytics to ensure an effective process.
*Includes training, memberships, computer, space accommodation & other equipment
Recommendation
Hire a Procurement Analyst with the necessary skills to assist with the complexity of work that has become the norm for the Procurement Services.
Rationale/Benefits
Procurement Services continues to see a trend of increased high value related projects that are complex and requiring more staff resources to
protect the Town from potential risks.
The current structure of the Procurement Services includes four (4) FTE, a Procurement Manager and three (3) Procurement Consultants.
Procurement Services is the lead for all procurements over $25,000 and conducts the full cycle procurement process. The Town’s procurement
requirements have evolved and there is a desired need to provide further support and advice to our clients. This stems from the growth in the
number of procurements and the complexity of managing these procurements within the boundaries of trade treaties.
Procurement Services does not have the capacity to perform analytics and this position would enable that work. Procurement analytics are
important to review the effectiveness of the procurement process and also ensure a fair and competitive process.
The Procurement Analyst will also be able to assist the team from initial client engagement to preparing the on-line procurement documentation
and tables, conducting the evaluation to ensure compliance to the award process and issuance of POs, facilitating debriefs and conducting lessons
learned.
Procurement Services would benefit from the addition of this position as the work volumes continues to grow and complexity of procurements
increase.
Growth
Comparative Analysis / Performance Measure
The Procurement Analyst will help the team manage the growth in the number and complexity of procurements
The following three (3) Trade Agreements are relevant to Municipalities:
1. Canada-European Union Comprehensive Economic and Trade Agreement (CETA)
2. Canadian Free Trade Agreement (CFTA)
3. Trade and Cooperation Agreement Between Ontario and Quebec (OQTCA)
Increased number of procurements and duration to assist with compliance with the trade treaties in the following areas:
• Procurements which exceed the thresholds (including possible extension years), must be procured through a competitive 'open’ procurement
• Cannot divide a procurement into separate procurements to avoid application of trade treaties
• Less limited tendering opportunities impact more competitive purchases
• Enhanced debriefings and justification for decisions
• Stipulated posting time periods
• Impartiality requirements
Specifications must be set out in terms of performance and functional requirements, rather than design or descriptive characteristics. They must
also be based on international standards, if they exist, otherwise, on national regulations, standards or building codes.
Procurement Services must also adapt their process as new trade treaties are ratified to ensure compliance.
Our procurement volume is steadily increasing as per the above tables. On a yearly basis, there were a total of 150 procurements for 2017, 161
in 2018 and 192 estimated for 2019. This represents a monthly average of 12.5 in 2017 increasing to 16 in 2019 and this trend is expected to
continue in 2020 to 2022.
Request For Proposals (RFP) are much more complex and require more time to complete. The number of RFPs is growing and expected to
continue. In the RFP process, Procurement Services work closely with their clients throughout the development of the RFP documentation,
including evaluation criteria, scoring keys, negotiation of the contract prior to award and conducting debriefs after contract award.
Procurement Services is becoming more complex as the process must consider the impact of trade treaties
19
25
30
38
30 26
33 31
47
17
11
18
10
31
40
33 33 31
0
5
10
15
20
25
30
35
40
45
50
2017 2018 2019
RFP
RFQ
RFT
Co-op
SS/Sole
Ext
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 1.0 --
Wages and Benefits 83.0 --
Staffing Costs*2.0 --
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 85.0 --
User Fee/Other Revenues ---
Water Rate/Building Recovery 85.0 --
Other ---
Total Revenue 85.0 --
Net Tax Impact ---
On April 23, 2019, as per OPS19-007 Backflow Prevention
Program, Council approved the backflow prevention program for all
Industrial, Commercial, Institutional (ICI) and Multi Residential
facilites. Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Difficulty in efficiently managing the Backflow Prevention Program
from the onset which may have an impact on the early success and
stake holder compliance . Also will contiune to experience ongoing
issues with water meter reading and repeated site visits and staff
inefficiencies with water meter non reads and billing related
matters
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Enhancement
Water Meter /Backflow Administrator
Roads Operations
Recommendation
Addition of one (1) fulltime position for water meter reading/trouble shooting and backflow prevention program administrator.
Rationale/Benefits
Backflow implementation program will require administrative support to manage the program
Backflow Prevention Program compliance Monitoring Compliance Monitoring
Water meter reading program to transfer to Operational Services Department
Trouble shoot water meter failures and non reads
Estimated number of back flow prevention devices over a period of seven years may be considered ambitious based on other municipalities
experience. Compliance with the by-law may vary depending on enforcement of the by-law.
Enhancement
Comparative Analysis / Performance Measure
Meter Reading/Repair position will reduce the frequency and hours spent on non reads and faulty meters that are currently being
assigned to Water Operations staff.
The Meter Reader/Repair position will result in a significant reduction in non reads and repeat site visits by water operations staff. This will
provide the necessary time and effort required to maintain the vital functions in the maintenance of the drinking water system. For instance, this
graph illustrates the number of hours that can be reallocated to water main flushing and valve exercising that was otherwise dedicated to water
meter non reads and water meter troubleshooting.
Backflow Prevention Program will involve up to 800 I & I premises that have been identified as potentially high risk.
0
50
100
150
200
250
300
350
400
2015 2016 2017 2018 2019 2020 2021 2022
Average Annual Hours Forecasted Annual Average Hours
0
20
40
60
80
100
120
140
160
2020 2021 2022 2023 2024 2025 2026
Projected number of backflow prevention meter installations
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs 1.0 1.0 -
Wages and Benefits 15.9 81.3 -
Staffing Costs*2.0 2.0 -
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures 17.9 83.3 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact 17.9 83.3 -
On March 26, 2019, as per OPS19-004 Winter Maintenance
Report #2, Council approved the additional staff position. This
position would supports delivering exceptional customer service
consistently by providing appropriate level of resources to support
service delivery.
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Non compliance with Minimum Maintenance Standards / Possible
reduction in Level of Service / Ensure compliance with Highway
Traffic Act and Hours of Service
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Conversion to One (1) Flex Serviceperson & 2021 Addition of One (1) Flex Serviceperson
Parks and Roads Divisions
Recommendation
Conversion of two seasonal positons to one (1) Flex Serviceperson and addition of one (1) Flex Serviceperson (6 months Parks, 6 months
Roads)
Rationale/Benefits
Parks and Roads currently have a 6 month seasonal contract positions in each division to maintain current service levels. Positions would be
combined into a fulltime Flex Serviceperson. This would allow for retention of staff, well versed in Town of Aurora maintenance standards and
protocols for each department, minimizing need to potentially rehire each contract position annually and retain staff we have heavily invested
training into to serve the Divisions and Corporation’s needs.
Roads Operator (6 months):
Assist with winter operations
Provide additional staff resources for call-ins/on-call/road patrol and increase round-the clock coverage
Increased available stand-by coverage and staff resources for prolonged winter maintenance events
Compliance with Minimum Maintenance Standards
Maintain current Levels of Service
Provide additional coverage for staff vacation and sick time
New growth requiring additional snow plow routes/winter maintenance of 2C development
Well rounded staff capable of providing assistance to Parks and Roads department in months they are not assigned to the position.
Parks Operations (6 months):
Provide park maintenance including playground/trail inspections, sport facility maintenance, snow plowing, turf maintenance,
Support arboriculture and horticultural operations
Provide assistance with special events and sporting tournament needs.
Provide weekend /shift coverage/emergency response
Additional coverage for vacation/sick time
Compliance with Minimum Maintenance Standards
Maintain current Levels of Service
Position required due to growth related parkland, requiring maintenance in 2C development lands, Wildlife park, Highland Gate
With assumption of additional 461.6 kilometres of roads and sidewalks ongoing maintenance levels will add further pressures on existing staff.
As such, and to maintain service levels, it is necessary to increase human resources on the front line - Provincial Minimum Maintenance
Standard (PMMS) for roads and sidewalks. Must also be adequately staffed to ensure the Town remains in compliance.
Growth
Comparative Analysis / Performance Measure
As Aurora continues to grow, and parkland is assumed, there is a need to maintain these lands to the Minimum Maintenance
Standards
As a result of development and growth in population, the Town has assumed additional greenspace to provide residents with parkland amenities.
Due to the increase of parks and trails, maintenance is required as per the Parks Minimum Maintenance Standards. Without adequate staff to
support this maintenance, service levels could be at risk.
Growth related road and sidewalk maintenance, winter and summer
0
10
20
30
40
50
60
2015 2016 2017 2018 2019 2020 2021 2022
# of Parks & Trails # of Parks & Trails Forecasted
170
175
180
185
190
195
200
205
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Total Length of Roads Assumed by the Town (KM)
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs --1.0
Wages and Benefits --82.0
Staffing Costs*--1.0
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures --83.0
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact --83.0
*Includes training, memberships, computer, space accommodation & other equipment
This position supports the strategic objective to "Deliver
exceptional customer service consistently" by providing appropriate
level of resources to support service delivery
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Non compliance with Minimum Maintenance Standards / Possible
reduction in Level of Service
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Addition of one (1) fulltime Parks Operator
Parks Operations
Recommendation
Addition of one (1) fulltime Parks Operator (CUPE) position to support maintnenace operations with the additon of new assumed lands
Rationale/Benefits
Provide park maintenance including playground/trail inspections, sport facility maintenance, snow plowing, turf maintenance,
Support arboriculture and horticultural operations
Provide assistance with special events and sporting tournament needs.
Provide weekend /shift coverage/emergency response
Additional coverage for vacation/sick time
Compliance with Minimum Maintenance Standards
Maintain current Levels of Service
Position required due to growth related parkland, requiring maintenance in 2C development lands, Wildlife park, Highland Gate
Growth
Comparative Analysis / Performance Measure
As Aurora continues to grow, and parkland is assumed, there is a need to maintain these lands to the Minimum Maintenance
Standards
As a result of development and growth in population, the Town has assumed additional greenspace to provide residents with parkland amenities.
Due to the increase of parks and trails, maintenance is required as per the Parks Minimum Maintenance Standards. Without adequate staff to
support this maintenance, service levels could be at risk.
The Town of Aurora continues to grow and the number and scale of events also continues to grow
0
10
20
30
40
50
60
2015 2016 2017 2018 2019 2020 2021 2022
Actual # of Parks & Trails Forecasted # of Parks & Trails
99
115
147
0
20
40
60
80
100
120
140
160
2017 2018 2019
Number of Outdoor Events
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs --1.0
Wages and Benefits --72.5
Staffing Costs*--2.5
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures --75.0
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other ---
Total Revenue ---
Net Tax Impact --75.0
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Accommodate growth while managing Town assets and the natural environment in a sustainable way
Planning and Development Services
Recommendation
Approve an Administrative Assistant position responsible for clerical and administrative duties for the Engineering & Capital Delivery Division.
Rationale/Benefits
This position would support the Town's Community and
Modernization Strategic Priorities being "To promote and
sustain a vibrant community that enhances the quality of life" and to
"Develop and enhance processes, leverage technology and
engage people to align the workplace for success. It would
contribute to tye Town's objectives of: 1.2.2 Assess design and
infrstructure to ensure service level performance. 1.2.3 Manage
Transportation. 1.5.1 Support and actively manage a climate
change program. 3.1.1 Secure and reliable infrastructure
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Engineering will continue to work as before, however there will be
additional staff overtime and postponed project deadlines related to
the lack of comprehensive clerical/administrative support to ease
the capital project delivery pressures for the engineering and
technical staff.
*Includes training, memberships, computer, space accommodation & other equipment
Currently the Engineering Division is responsible for the delivery of the capital projects for the Engineering Division, engineering
design criteria and policies, site inspection for new subdivision development, contract administration of capital projects, traffic and
transportation analysis, asset management, energy and climate change. Growth is expected to continue into the future with pressures
on the Town’s existing infrastructure, traffic, asset management, energy conservation, climate change mitigation and adaptation
measures.
The proposed role will provide secretarial/clerical and administrative support to the Manager of Engineering and Capital Delivery and
the entire Engineering Division including: typing various correspondence, reports, forms, filing, processing incoming and outgoing mail,
scheduling meetings/appointments, responding to enquiries and referring to the appropriate staff, preparation, submission and follow-
up of invoices.
The key elements of adding this position to the team will include:
Administrative support to the Manager and the Division including traffic/transportation, energy and climate change, asset
management section and municipal engineering section.
Records Management for the Engineering Division: establishes, maintains and archives all Engineering Division’s files and
general correspondence.
Prepares, submits and follows up on all Engineering Division’s invoices.
Accepts/registers and co-ordinates deposits related to fees received for work completed by the Engineering Division.
Growth
Comparative Analysis / Performance Measure
Total number of assumed centreline kilometres of roads within the Town of Aurora. As illustrated below, the increase in length of
road kilometres shows a constant increase in workload demand for the Engineering and Capital Delivery Division.
Roads are integrated with other underground assets located in the utility corridor such as: water, sewer, storm sewers, hydro, telephone, natural
gas and cable. They have an impact on street lighting, traffic signals and sidewalks. Pavement condition data was collected in 2015 and
established the baseline Pavement Quality Index (PQI) rating for all roads within the Town. In 2017, Council approved that the standard level of
service for the Roads R&R Program is to maintain the existing network PQI of 65. A road rehabilitation project will drive the replacement of
underground water and sewer infrastructure if the infrastructure is near the end of its life cycle. As new subdivisions are assumed, these
integrated assets are added to the existing inventory and need to be incorporated into the asset monitoring and inspection programs. The
Administrative Assistant will support the Engineering and Capital Delivery Division with records management, invoicing, preparation and
distribution of mailing lists for public notices (road reconstruction/rehabilitation, transportation studies, stormwater management, energy and
climate change plans etc.).
The Administrative Assistant will support the Engineering and Capital Delivery Division. As illustrated below, the Division is
comprised of one (1) Manager and fourteen (14) Full Time Staff members.
170.0
175.0
180.0
185.0
190.0
195.0
200.0
205.0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Total Length of Roads Assumed by the Town (KM)
Space Needs Confirmed Yes
2020 2021 2022
Staffing - # of FTEs ---
Wages and Benefits -86.6 -
Staffing Costs*-2.0 -
Offsetting Savings/Efficiencies ---
Other - Memberships ---
Total Gross Expenditures -88.6 -
User Fee/Other Revenues ---
Water Rate/Building Recovery ---
Other -Capital Recovery -88.6 -
Total Revenue -88.6 -
Net Tax Impact ---
This position will support the development of a new Official Plan
that will continue to manage growth, attract investment and faciliate
downtown revitalization. The role will also directly impact various
objectives within the Community (To promote and sustain a vibrant
community that enhances the quality of life) and Customer (Deliver
exceptional customer service consistently).
Gross Expenditures ($000s):
Impact of Not Proceeding Non-Tax Revenues ($000s):
Risks include the potential for not meeting legislative timelines
under the Planning Act, additional staff overtime and lack of
sufficient policy support organizationally and within Planning and
Development Services.
*Includes training, memberships, computer, space accommodation & other equipment
Alignment with Council Priorities Incremental Operating Budget Impact
Growth
Aurora Official Plan Review
Planning and Development Services
Recommendation
Staff are requesting temporary resources in the Policy Planning and Economic Development Division to assist with the Official Plan Review as
well as to provide general support in policy planning as existing resources are focused towards completing this review by 2022.
Rationale/Benefits
The Town will be embarking on a Municipal Comprehensive Review and Official Plan update to ensure conformity with provincial and regional
policy and to direct and manage growth to 2041. This process will run concurrent to the Regional Municipal Comprehensive Review and Official
Plan update, which will also require Town resources to proceed. The hiring of the Policy Planner (2 year contract) will provide the following
benefits:
Provide the necessary resources to ensure that sufficient support is provided for the Official Plan and Municipal Comprehensive Review;
Ensure that ongoing policy support for internal and external studies, projects and requests is available;
Ensure that development applications receive prompt comments from policy;
Complete the review and analysis of demographic and socio-economic data to support the organization; and,
Support the maintenance and implementation of existing Council approved land use policy.
The approval of this position will ensure that the Town is able to deliver on significant Council priority projects within legislated timelines.
This position will support the review and update of planning policy that will be essential in planning for the anticipated growth to 2041 as
illustrated in the above chart.
Growth
Comparative Analysis / Performance Measure
The Policy Planner will support the Municipal Comprehensive Review/Official Plan update workplan as illustrated below. The
workplan includes a comprehensive approach that will be completed over several years and impact all aspects of the community.
Add comments to support/explain need shown in the graph
The Town of Aurora continues to grow and the planner is needed to participate in the Official Plan and Municipal Comprehensive
Review
-
20,000
40,000
60,000
80,000
2016 2018 2021 2031 2041
Town of Aurora -Population Growth
Actual Population Population Forecast