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2021 Budget Binder AS APPROVED ON DECEMBER 15, 2020 Page 1-2 2021 to 2022 Budget Executive Summary MESSAGE FROM THE CAO Mayor and Council, As 2020 draws to a close, I am pleased to present the 2021 operating budget – year two of an approved three- year budget. With the unprecedented circumstances presented to us in 2020, the Town of Aurora has maintained municipal services wherever possible, finding new ways to deliver recreation services, building inspections, customer service, planning applications approvals, and more. This has been a challenging year but one where we have worked together as an organization to identify solutions in service of our community. I am proud of the work we have done to set the stage for 2021 and beyond. The 2021 budget includes a tax increase of 1.96%, which is 1.4% less than originally proposed in last year’s multi- year budget while still maintaining the initiatives proposed in the multi-year budget, support for the Town’s long-term fiscal strategy, the 0.5% for the phased-in cost of the Library Square debt financing and managing the impact of COVID-19 on the Town’s operations. As Council is aware, the Town’s services, and assessment growth, have been affected by COVID- 19 over the course of 2020. This impact will continue in 2021, and potentially into 2022. Staff will be monitoring and reporting on this regularly to keep Council informed and to ensure our organization remains agile in the face of changing circumstances. In the fall of 2020, we broke ground on Library Square – a key part of our commitment to the downtown revitalization and supporting a creative community. Construction will continue over 2021 and is expected to conclude at the end of 2022. Realizing Council’s vision for this project is one of the key priorities of the Executive Leadership Team over these next two years. I am pleased as part of the 2021 budget to introduce some changes to the Aurora capital budget process. Past capital budgets focused on requests for new projects; starting this year, Council is now able to see a complete picture of Aurora’s capital plan – including new projects, active projects, conditionally approved projects, and projects to be closed. The next two years will bring with them challenges and opportunities. With the work we have in progress, the projects we have to look forward to, and the expertise and dedication of our staff, I know that the future of Aurora is bright. I look forward to working with Council and our community as we continue to bring our mission and vision for Aurora to life. Doug Nadorozny Chief Administrative Officer Executive Summary 2021 to 2022 Budget Page 1-3 The budget includes a tax increase of 1.96% in 2021 The Town of Aurora’s 2021 to 2022 operating budget includes gross spending of $102.1 million in 2021 and $107.1 million in 2022 with a tax increase of 1.96 % in 2021 and 2.90% in 2022. In 2021 this tax increase is less than the 3.4% originally proposed in last years’ budget while still maintaining all planned initiatives in the multi-year budget, a reduced contribution for the fiscal strategy, a final 0.5% for the phased-in cost of the Library Square debt financing, 0.5% for the phased-in operating cost of Library Square and managing the impact of COVID-19 on the Town’s operations. The budget includes new user rates that pay for water, wastewater and stormwater services. These rates include the 2020 savings in the purchased water and wastewater wholesale costs from York Region. The budget also includes a new framework for the capital plan including capital spending of $80.3 million in 2021 with capital budget authority of $185.3 million to manage capital contractual commitments and a 10-year plan of $293.5 million. The residential tax bill includes three different property taxes: provincial education, York Region and the Town of Aurora. Aurora’s share of the residential tax bill is expected to be 37% in 2021. Vision To become a progressive community with small town charm. Mission Deliver exceptional services that make people proud to call Aurora home Values The Town of Aurora values the following: 1. We respectfully challenge each other in the pursuit of excellence 2. We consider the big picture and each other when making decisions 3. We trust employees to do the right thing 4. We treat each other as valued customers 5. We take risks, learn from mistakes and challenge our successes Aurora 37.0¢ Provincial Education 20.3¢ York Region 42.7¢ Aurora’s share of the tax bill Page 1-4 2021 to 2022 Budget Executive Summary Quarterly water bill* increase with an average consumption of 54m3/quarter 2021 $21.39 2022 $8.07 Annual tax increase for house assessed at $800,000 2021 $47.40 2022 $71.51 The operating budget focuses on changes to the approved budget The 2021 to 2022 operating budget focuses on the changes to the budget approved last year. Key changes which have impacted this budget relate to COVID-19 and lower than forecasted assessment growth. COVID-19 is expected to continue to have an impact on the Town’s services in 2021, in particular resulting in lower recreation revenues. The Safe Restart Funding received from the provincial and federal governments in 2020 is planned to be used to offset this impact along with some other one -time budget savings. In the last budget the Town forecasted tax assessment growth revenue to grow by 2.4% in 2020. This additional revenue creates a larger tax base for the following year to manage the cost of growth in the budget. However, the assessment growth revenue increase for 2020 is lower at 2.0%. This has created a budget pressure which was managed within the multi-year budget. The impact on the average resident is lower in this budget For the average home in Aurora assessed at $800,000, the Town’s share of the tax bill in 2020 is $2,418. This amount will increase by 1.96% in 2021 and 2022 which results in an increase of $47 in 2021 and $72 in 2022 . These increases are less than what was proposed in the 2020 budget for these years of $83 in 2021 and $73 in 2022. On average, each resident consumes 54 cubic meters of water per quarter (three months) which results in a total bill of $288.57 in 2020. The rates in this budget for water, wastewater and stormwater will increase this average bill by $21.39 in 2021 and $8.07 in 2022. Compared to the rates proposed in the multi-year budget approved last year, the average bill will be lower. The average bill in 2021 is estimated to be $309.96 which is $14.31 less and in 2022 $318.03 which is $13.95 less. This reduction relates mostly to the reduction of the rates in 2020 to pass along the savings in purchased water and wastewater services from York Region. The rates will be further reduced in the spring when the bylaw comes forward to set the Town’s metered rates as the Region decided to forgo an increase in their rates charged to the Town for 2021. Executive Summary 2021 to 2022 Budget Page 1-5 Operating budget reliance on the tax levy varies across departments The Town of Aurora provides a wide variety of services that depend on tax levy funding. Some services are more reliant on taxes than those that generate revenues through user fees or user rates like water, wastewater and stormwater in Operational Services. The Operational Services budget has the highest gross expenditures at 40% in 2021. However, on a net tax levy basis, it is the second highest at 21.2% after Central York Fire Services at 23.0%. The reason for this shift is because Operational Services includes water, wastewater and stormwater which are fully funded through user rates where the costs for Aurora’s share of Central York Fire Services are fully tax funded. The capital budget includes a mix of asset management, growth and studies Planned capital spending in 2021 includes a significant investment of $30 million in Library Square. This represents 37% of the $80.3 million planned for 2021 making growth & new projects the largest share of the 2021 planned capital spending at 69%. However, the 10-year capital plan continues to focus its investments in asset management with repair and replacement projects representing 46.8% of this capital plan, growth and new 51.7% which includes the construction of Library Square and studies and other at 1.5%. $0.6M, 0.6% $1.4M, 1.4% $2.8M, 2.7% $4.0M, 3.9% $6.0M, 5.9% $8.6M, 8.4% $10.4M, 10.2% $12.0M, 11.7% $15.6M, 15.2% $40.9M, 40.0% $0.6M, 1.1% $1.4M, 2.7% $2.2M, 4.2% $3.9M, 7.5% $0.9M, 1.6% $9.4M, 18.1% $12.0M, 23.0% $10.9M, 20.9% $11.0M, 21.2%Operational Services Community Services Central York Fire Services Corporate Services Corporate Revenues & Expenditures Planning & Development Services Aurora Public Library Finance Office of the CAO Mayor & Council ($0.2M), (0.3)% 2021 budget departmental share of the gross expenditures and net tax levy Page 1-6 2021 to 2022 Budget Executive Summary Continuous improvement of the budget This budget includes a number of improvements. The first being bringing both the operating and capital budgets together into one document. This ensures that as each part of the budget is being developed and reviewed, the impacts to the other can be considered. For example a change to the contributions to capital in the operating budget would have significant impacts on the capital budget. Improvements to the operating budget This operating budget focuses on the changes to the approved multi-year budget. This can be seen in how the tables and the discussion are presented throughout the budget. The operating budget also fully integrates the user rate funded budget which has traditionally been presented separately. This means the gross expenditures for the total operating budget and for the Operational Services budget include the gross expenditures for water, wastewater and stormwater. The revenues that fully fund these services result in no net tax levy impact for these services. The new capital budget framework makes the budget easier to understand The new capital budget framework includes a number of improvements to the 2021 capital budget and 10-year plan. These changes focus on the capital planning and reserve management elements for achieving financial sustainability. The changes include: • The introduction of capital budget authority to manage current and future contractual commitments • Bringing together both the active and new capital projects into one capital plan • A focus on the plan’s first five years in effectively managing the funding and staffing resources available to deliver capital projects • Timing the funding of capital expenditures in the budget to when they are planned to occur to improve reserve and cash management • The creation of capital programs to manage repair & replacement capital projects more effectively More information on the changes to the capital framework can be found in Tab 4—Capital Budget. Capital Planning Reserve ManagementDebt Management Key Elements for Financial Sustainability Executive Summary 2021 to 2022 Budget Page 1-7 Reserves show a much healthier forecast in this 10-year capital plan The changes to the capital framework and the approach to manage the capital plan, has resulted in the Town’s reserves being in a much healthier position in this budget compared to the 10-year capital plan from last year. The graph below shows that the overall reserve balances for the tax funded reserves are positive in each year whereas last year they were negative for a number of years in the middle of the 10-year plan. More work to come to improve future budgets The significant improvements to this budget and the previous one will provide the basis for more strategic improvements to future budgets including the development of a new fiscal strategy and improvements for measuring performance. New fiscal strategy for managing the capital budget and reserves The Town is working on reviewing existing financial policies and bringing forward recommendations for a comprehensive fiscal strategy. This strategy will address: • Reducing the Town’s operating budget reliance on investment income earned by reserves and reinvesting the monies back into the reserves that earned them • Developing the reserve requirements for the Town’s asset management plans for up to the next 100 years depending upon asset class based upon current service-levels • Determine the amounts required to be contributed to tax and rate funded reserves over the long-term to avoid any “fiscal shocks” to the tax payer • Set the policy on when debt should be considered and used for capital projects • Recommendation on joining the ONE JIB and moving forward as a prudent investor. More information on reserve management can be found in Tab 5—Reserves. Tax funded repair and replacement reserve balances have improved ($20M) ($15M) ($10M) ($5M) - $5M $10M $15M $20M $25M $30M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2021 Budget 2020 Budget Page 1-8 2021 to 2022 Budget Executive Summary Key performance indicators need to be developed The Town is moving forward with the development of and reporting on meaningful key performance indicators which will allow for the more effective measurement of the Town’s objectives to be set out as part of our Integrated Business Planning Process. This work was originally planned to come forward to Council in 2020 but was delayed as the Town needed to adapt to the impacts of the COVID-19 pandemic. The plan will include the modernization of our business planning and linking it with our budget and, ultimately, developing indicators that demonstrate a real return on investment for our residents. This budget does include infographics which highlight some key metrics but in some instances they have changed from last year as the information reported needed to be adapted to reflect the changes in some services resulting from the impact of COVID-19. AS APPROVED ON DECEMBER 15, 2020 Page 3-2 2021 to 2022 Budget Operating Budget The budget tax increase is 1.96% in 2021 and 2.90% in 2022 The 2021 to 2022 budget represents the second year of a three-year multi-year budget for the Town of Aurora. The budget includes $102.1 million in 2021 and $107.1 million in 2022 in gross spending to support both tax funded and user rate (water, wastewater and stormwater) funded operations. The budget results in tax increases of 1.96% in 2021 and 2.90% in 2022. This annual increase meets the direction set by Council to not exceed 3.0% per year and includes a reduction to the original planned 1% for the Town’s fiscal strategies for 2021 only to provide tax relief to property owners during the COVID-19 pandemic. The budgeted tax increase for 2021 is 1.4% less than the 3.4% increase approved for 2021 as part of the 2020 to 2022 Budget and still includes the additional 0.5% in 2021 that is required to fund the tax levy’s share of the repayment costs for the debt to be issued for the library square capital investment. The approved 2020 to 2022 Budget formed the basis for this budget The 2021 to 2022 Budget represents the second year of the Town’s three year multi-year budget. The multi-year budget approved last year was used as the basis for budget development. This budget highlights the changes to the approved budget which is referred to as the approved outlook in this budget. On June 2nd, 2020 a public session was held to receive input from residents and community groups on the development of the budget. In addition to this, public engagement was also sought through a social media campaign. The budget also undergoes multiple reviews with the Executive Leadership Team at the Town. At the September 17th Finance Advisory Committee meeting, the Mayor and members of the committee asked staff to try to bring the planned tax levy of 3.4% for 2021 below 3%. The budget tabled with Council for their review on October 27th, 2020 met that direction and also shared on the Town’s website. Over the month that followed, Budget Committee reviewed this multi-year budget resulting in a reduction of the originally tabled tax increase of 2.9% in 2021 down to 1.96%. The 2021 to 2022 budget was approved at Council on December 15th, 2020. Makeup of the proposed tax levy compared to the previously approved budget 1.0%1.0%1.0%0.46%1.0%1.0% 0.5%0.5%0.5% 0.50% 0.5%0.5%0.5% 0.50% 1.4%1.4%0.9% 0.50%1.9%1.9% 3.4%3.4% 2.9% 1.96% 2.9%2.9% 0.0% 1.0% 2.0% 3.0% 4.0% 2020 Approved 2021 Outlook 2021 Tabled 2021 Approved 2022 Outlook 2022 Approved Town Operations Library Square Operations Library Square Financing Fiscal Strategy Operating Budget 2021 to 2022 Budget Page 3-3 Benefits of multi-year budgeting Multi-year budgets are more strategic and provide the following benefits to the Town: • Better coordination of budgeting and strategic priorities • Greater certainty for departments in managing expenditures and service levels • Improved fiscal discipline of the organization • Streamlined budget reviews that focus on key changes in assumptions and the reasons driving such changes • Allowing staff to develop budgets with fixed targets in place, allowing early response to circumstances and budget constraints of such targets • Reduced uncertainty about future year tax levies. The Town’s approved multi-year budget process is aligned with the term of Council. Under this process, Council’s approval is sought only for the first year’s operating budget and it is provided with a forecast for the remaining three years. In the second year of its term, Council is presented with a three-year operating budget for its consideration and approval. In the last two years of the Council term, the presented budget focuses on the changes to the approved budget from the previous year. Council then has the option to re-affirm the previously approved budget or approve changes to the budget. This meets the requirement in the Municipal Act for Council to approve or re-affirm the budget on an annual basis. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 Departmental: Expenditures 94,118.9 98,107.4 79,879.6 85,432.9 86,219.5 90,827.2 Non-Tax Revenues (64,283.2)(65,876.7)(45,528.4)(50,951.8)(49,971.0)(52,202.7) Net Departmental 29,835.7 32,230.8 34,351.1 34,481.1 36,248.5 38,624.5 Central York Fire Services 10,496.4 11,188.1 11,755.3 11,755.3 11,961.6 12,257.5 Library 3,843.1 3,843.1 3,868.1 3,868.1 3,896.1 3,934.1 Total Proposed Budget 44,175.2 47,262.0 49,974.5 50,104.5 52,106.2 54,816.1 Assessment Growth 1,000.8 1,165.1 Proposed Tax Increase 1,000.9 1,544.8 *Net forecast as of August 31, 2020 Approved Budget$000's Net Actual Results Page 3-4 2021 to 2022 Budget Operating Budget Managing changes to the multi-year operating budget The 2021 to 2022 Budget includes changes that were not foreseen when the 2020 to 2022 Budget was approved. The departmental plans that follow discuss the changes specific to their operations in more detail. The following highlights the larger and corporate-wide changes in the budget. COVID-19 has a significant impact continuing into 2021 The COVID-19 pandemic is expected to have an impact on Town operations into 2021. This budget estimates the impact at $783,300. These pressures, which mostly result from lost revenues, are discussed in more detail in the departmental plans. These pressures are fully offset by one-time savings in 2021 from the delay of the Human Resource Information System project rollout and the use of Safe Restart Funding received from the provincial and federal governments. A refinement of compensation adjustments and benefits The budget includes savings of $350,400 in 2021 and $167,500 in 2022 compared to the previously approved budget. These savings come from the fully costed rollout of the new compensation model, savings in benefits and an update to corporate salary gapping assumptions which was further refined through the Budget Committee review process. Fire Services delaying the phase-in of staffing until the next fire master plan The budget includes savings of $238,500 in 2021 and $356,100 in 2022 compared to the previously approved budget. The largest driver of these savings is the deferral of phasing in the operating costs relating to a new fire hall until the after the next fire master plan is complete. Fiscal strategy reduced in 2021 to provide tax relief due to the pandemic The fiscal strategy contributions in the budget normally include the reduction of the reliance on supplementary taxes and contribution to tax funded capital reserves which total the equivalent of a one percent increase to the tax levy. Due to the COVID-19 pandemic, Council approved a one- time reduction to this strategy to provide relief to property owners resulting in a reduced tax increase of 0.46% for 2021. Reduction to the multi-year budget contingency During the Budget Committee review a reduction was made to the multi-year budget contingency to decrease it by $100,000 in 2021 and a further $36,900 in 2022. The contingency is available to manage risks in future budget years. This amount was reduced because the Town has a healthy tax stabilization reserve balance and is able to leverage the Safe Restart Funding in 2021. Savings in water and wastewater wholesale costs from York Region The user rate budget includes significant savings related to the waiver of the nine percent increase to the cost the Town pays York Region for water and wastewater services in 2020. This budget has assumed an increase of 2.9% in these costs from York Region for 2021 and 2022. On December 10th York Regional Council agreed to forgo this increase for 2021. These savings will be passed along to rate payers through a reduction to the rates included in the upcoming 2021 water, wastewater and stormwater bylaw to be brought before Council in the spring of 2021. Operating Budget 2021 to 2022 Budget Page 3-5 The assessment growth revenue is less than forecasted in the previous budget The 2020 to 2022 Budget included an increase in assessment growth revenue equivalent to 2.4% in 2021 and 2.2% of the tax levy in 2022. Assessment growth revenue represents the increase to the tax base as new properties come on to the tax roll in the previous year. This means the additional assessment growth in 2020 provides a larger base to pay for the additional cost of growth. FTE $000's FTE $000's 248 53,070 253 55,831 Non-COVID related changes: -(350.4)-(167.5) -(70.0)-(70.0) -18.4 -(73.2) -14.4 -65.6 -(22.0)-(22.7) -61.7 -61.7 -(12.0)-(42.0) -17.6 -17.6 -(7.6)-(16.4) -(238.5)-(356.1) -(100.0)-(136.9) (2)-(2)- -(75.0)-(75.0) -(200.0)-(200.0) (2)(963.3)(2)(1,014.9) -70.7 -- -90.0 -- -165.0 -- -132.5 -- -12.5 -- -54.0 -- -253.6 -- -5.0 -- -783.3 -- -(668.3)-- -(115.0)-- -(783.3)-- (2)(963.3)(2)(1,014.9) 246 52,106.2 251 54,816.1 2022 Compensation adjustments including benefits savings IT licensing and other service fees 2020 Approved Outlook 2021 COVID-19 related pressures: Reduced development planning revenues Community programs reduced revenues and contract savings Fitness programs reduced revenues Aquatics programs reduced revenues and part-time salaries Youth programs reduced revenues, contracts and part-time salaries Seniors programs reduced revenues, contracts and part-time salaries Facility rentals including ice rental Marriage fees Approved Budget Reduction to multi-year budget contingency Reduction for Building Services vacancies no longer required Reduction to fiscal strategy - deferral of reducing reliance on supplementary taxes Reduction to fiscal strategy - reduction of cash-to-capital contributions Net change: One-time savings and funding for COVID-19 impact: Contribution from tax stabilization reserve / Smart Restart Funding Deferral of subscription fees for HRIS project delay Other adjustments Central York Fire Services - Aurora shared service with Newmarket Operational Services contract adjustments: streetlights, crossing guards and waste collection Parks building repair and maintenance, less fleet savings Roads revenues adjustment Assessment software offset by reduced tax assessment losses, consulting and delayed reassessment by MPAC Insurance premiums and bank charges Remove the increase to penalties on taxes revenue Budget changes to outlook—tax funded operations Page 3-6 2021 to 2022 Budget Operating Budget Salaries & Benefits $34.3M 30% Program Costs $19.6M 22% Purchased water & wastewater York Region wholesale cost $18.1M 18% Contributions to Reserves $14.2M 14% Central York Fire Services $12.0M 12% Library $3.9M 4% Tax Levy, Supplementary Taxes & Payments in Lieu $53.1M 52% User Rates Water, wastewater & stormwater $28.4M 28% User Fees $10.5M 10% Reserves, Grants, Interest & Tax Penalties $10.2M 10% The 2021 balanced budget, what we spend and how we pay for it This budget includes an adjustment to assessment growth for 2021 at 2.0% which is 0.4% less than what was included in the approved multi-year budget. The table that follows does not show this as a specific change to the budget. Rather, these lost tax revenues increase the amount of other savings needed to avoid a tax increase which is why the savings of $963,300 reflects a 1.8% savings but only 1.4% reduction to the tax levy increase. The budget has not made a change to the assessment growth for 2022 as it is difficult to predict at this time. Should the assessment growth revenue increase be different to the 2.2% planned for 2022, an adjustment to the budget would be needed as part of the 2022 budget re-affirmation process. Aurora’s budget is balanced in both years Municipalities are required to approve a balanced budget. Since the budget is developed on a modified-accrual basis, the Town must balance all planned expenditures and reserve contributions with a funding source. For the water, wastewater and stormwater budget the costs Operating Budget 2021 to 2022 Budget Page 3-7 are funded through the changes to the rates charged for these services. For the tax levy funded budget, the amount not funded by grants, revenues, reserve draws or user fees must be funded through the property tax. The image on the opposite page shows how the total budget, including tax levy and rate funded operations, is funded for 2021. The largest cost for the Town is salaries and benefits at $34.3 million or 30% and the largest sources of funding is tax levy and supplementary taxes along with user rates for water, wastewater and stormwater services. Non-tax revenues Non-tax revenues include user rates (water, wastewater, storm), user fees (ie. recreational program cost recovery), grants, use of the Town’s reserves and investment income. These sources of revenue reduce the reliance on the Town’s tax levy and support the delivery of key town services. User fees will continue to be impacted by COVID-19 in 2021 The Town of Aurora collects user fee revenues for a wide range of services including community programs, review of applications and plans, marriage licences and permits. These user fees are updated on an annual basis for inflation and then reviewed periodically to ensure they continue to recover the costs of the services without putting additional pressure on the tax levy. COVID-19 had a significant impact on the user fees collected by the Town in 2020. The Town experienced significant declines in fees collected for many community programs and recreation permits. This trend is expected to continue into 2021 which is why the budget includes a temporary decline in these fees. The Town receives grants for specific programs and to support the capital plan In 2021 the Town is expecting to receive $3.1 million in grants. While some of these grants support specific programs the Town provides, such as seniors centre without walls, others such as the federal gas tax are contributed to reserves to pay for capital projects. 2019 $%$%$% User Rates 23,878.0 28,798.5 4,920.5 20.6%28,353.4 (445.1)(1.5%)29,761.1 1,407.7 5.0% User Fees 12,451.8 11,607.9 (843.9)(6.8%)10,543.3 (1,064.5)(9.2%)12,108.8 1,565.4 14.8% Grants 4,993.7 3,352.5 (1,641.2)(32.9%)3,192.1 (160.4)(4.8%)3,192.1 -- Reserves 3,383.0 1,956.1 (1,426.8)(42.2%)2,914.1 958.0 49.0%1,987.7 (926.4)(31.8%) Investment Income 1,600.1 1,600.1 (0.0)(0.0%)1,600.1 --1,600.1 -- Penalties on Taxes 1,444.1 1,395.3 (48.9)(3.4%)1,395.3 0.0 0.0%1,395.3 -- Development Charges 1,361.6 1,363.3 1.7 0.1%1,072.1 (291.2)(21.4%)1,300.0 227.9 21.3% Total 49,112.4 50,073.7 961.3 2.0%49,070.4 (1,003.2)(2.0%)51,345.0 2,274.6 4.6% ($000s) 2020 Budget Change Change Change 2021 Budget 2022 Budget Actual Budget Budget Budget Non-tax revenue trends Page 3-8 2021 to 2022 Budget Operating Budget Reserves will help manage the temporary loss of user fees In 2020 the provincial and federal government granted the Town $1,298,500 from the Safe Restart Fund. The province has recently announced that the Town will receive a further $549,000 from this fund in support of its COVID-19 operating pressures in 2021. The Town plans to contribute any funds that are not required in 2020 to the tax stabilization reserve to be used in the management of COVID-19 impacts budgeted in 2021. This results in a temporary increase in the funding from reserves in 2021 as shown in the table on the previous page. Investment income and penalties on taxes reduce the reliance on tax levy The Town invests its cash portfolio to earn investment income. While much of the investment income will go back directly to reserves, $1.6 million per year is included as revenue in the budget to support operations. The Town will be re-evaluating this practice as part of the fiscal policy work which will come forward to Council in 2021. Penalties on taxes are collected on past due tax accounts. This budget assumes a return to the normal practice for collection penalties on past due accounts but has removed the increase in revenue included in the outlook. This budget has not been adjusted to reflect the potential impacts of Council’s decision to extend the Town’s application based tax relief program into 2021 as it is difficult to estimate the demand for this program over the course of the year. Development charges pay for growth-related debt Development charges are used in the operating budget to pay for the principal and interest costs on growth capital projects. The change to the budget in 2022 reflects the repayment of new debt arising from the capital plan. User rates for water, wastewater and stormwater fully fund these services Water, wastewater and stormwater operations are fully funded from user fees. The two factors in determining these fees are the costs to deliver the service and the volume to be billed. Water and wastewater metered rates are lower than planned in the previous budget In 2020 the metered rates charged for water and wastewater were reduced from the rates approved in the budget. This reduction passed along the savings from when York Region Council decided to forgo their nine percent increase to the Town’s cost to purchase water and wastewater services in 2020. On December 10th, York Region confirmed that they will forgo any increase to the rates they plan to charge for 2021. This budget assumes that the increase would have been be in line with their original planned rate increase of 2.9% for 2021 and 2022. These savings will be passed along to rate payers through the final water and wastewater metered rates that are included in the 2021 bylaw which will be brought forward in the spring of 2021. The 2021 and 2022 metered rates included in the upcoming bylaw will consequently be less than what was included in the 2020 to 2022 Budget and what is also presented in this budget. Operating Budget 2021 to 2022 Budget Page 3-9 Stormwater rates have been recalculated to reflect the correct number of billings In 2020 it was discovered that the calculation of the stormwater rates assumed a higher number of billings than were actually being billed. This budget phases in an adjustment to these rates to reflect the correct number of billings over 2021 and 2022. This results in an increase of $1.17 per month, or $3.51 per quarterly bill for a residential customer in 2021. The average residential water bill is expected to be lower than in the 2020 to 2022 Budget The average quarterly residential water bill assumes the use of 54 cubic meters of water during the three month period. The rates for water and wastewater are charged per cubic meter and then the stormwater charge is a monthly fee. So each residential bill will include three months. Despite the increase to the stormwater rates in 2021 and 2022, the average quarterly residential water bill is expected to be $14.31 less in 2021 and $13.95 in 2022 than what was included in the 2020 to 2022 Budget. Once the additional savings from York Region forgoing an increase in 2021 is passed along the average bill will be reduced further. Approved water, wastewater and stormwater rates* 2020 Current Outlook Approved Change Outlook Approved Change Water and Wastwater ($/m3): Water Rate 2.18$ 2.45$ 2.34$ (4.5%)2.48$ 2.34$ (5.6%) Wastewater Rate 2.77$ 3.11$ 2.89$ (7.1%)3.15$ 2.90$ (7.9%) Combined Rate 4.95$ 5.56$ 5.23$ (5.9%)5.63$ 5.24$ (6.9%) Stormwater Rate ($/month): Residential 7.09$ 8.01$ 9.18$ 14.6%9.32$ 11.69$ 25.4% Non-Residential 90.07$ 101.73$ 116.64$ 14.7%118.31$ 148.51$ 25.5% 2021 2022 * These rates will be reduced in 2021 to pass along the savings from York Region forgoing the increase on the metered rates they charge to the Town for water and wastewater. Average residential water bill compare to the previous budget* 2020 Revised Outlook Approved Change Outlook Approved Change Water 54m3 $117.72 $132.30 $126.36 ($5.94)$133.92 $126.36 ($7.56) Wastewater 54m3 $149.58 $167.94 $156.06 ($11.88)$170.10 $156.60 ($13.50) Stormwater 3 months $21.27 $24.03 $27.54 $3.51 $27.96 $35.07 $7.11 Average Quarterly Bill $288.57 $324.27 $309.96 ($14.31)$331.98 $318.03 ($13.95) Average Annual Bill $1,154.28 $1,297.08 $1,239.84 ($57.24)$1,327.92 $1,272.12 ($55.80) 20222021 * The average bill will be lower as the rates will be reduced in 2021 to pass along the savings from York Region forgoing the increase on the metered rates they charge to the Town. Page 3-10 2021 to 2022 Budget Operating Budget People deliver services the Town relies on This budget includes the new staff positions approved as part of the 2020 to 2022 Budget and a reduction for two Building Services vacancies which are no longer required. In 2021 budget includes seven new positions plus one conversion and five new positions in 2022. These positions are needed to deliver the initiatives included in the budget and to manage growth. Business cases are included in each department’s business plan for all new 2021 and 2022 staffing requests. New permanent full-time staff positions Gross Net Gross Net $000 $000 $000 $000 Opening Full Time Equivalent (FTE)240.0 246.0 Community Services: Facility Booking Administrator 1.0 68.2 68.2 Sport & Community Development Specialist*1.0 100.9 - Corporate Services: IT Strategic Plan Positions 1.0 111.8 111.8 1.0 111.8 111.8 Customer Service Representative (Uplift to F/T)1.0 55.7 55.7 Human Resources Consultant 1.0 108.8 108.8 Legal Assistant 1.0 74.3 74.3 Legal Articling Student 1.0 90.0 90.0 Finance: Financial Systems & Policy Advisor 1.0 111.1 - Procurement Analyst 1.0 90.9 90.9 Operational Services: Flex Service Person 1.0 81.3 81.3 Parks Operator 1.0 83.0 83.0 Planning & Development Services: Reduction to Building Services vacancies (2.0)-- Administrative Assistant - Engineering Division 1.0 75.0 75.0 Full-Time Equivalent (FTE)246.0 712.1 500.1 251.0 450.7 450.7 2020 Budget Outlook 248.0 712.1 500.1 253.0 450.7 450.7 Change to Outlook (2.0)- - (2.0)- - * Indicates conversion from temporary to permanent 2021 2022 FTEFTE Operating Budget 2021 to 2022 Budget Page 3-11 Departmental business plans provide more information on the operating budget The departments deliver a wide variety of services for the Town. The departmental business plans that follow provide more information on their proposed operating budgets for 2021 and 2022. The tables that follow show an overview of the total operating budget proposed for each department. Net budget by department compared to the approved multi-year budget 2019 Total Change Total Change Total Change Total Council 1.0 -1.0 -1.0 -1.0 Office of the CAO 7.0 -7.0 -7.0 -7.0 Corporate Services 47.0 5.0 52.0 4.0 56.0 2.0 58.0 Finance 19.0 1.0 20.0 1.0 21.0 1.0 22.0 Planning & Development Services 46.0 -46.0 (2.0)44.0 1.0 45.0 Operational Services 52.0 2.0 54.0 1.0 55.0 1.0 56.0 Community Services 59.0 1.0 60.0 2.0 62.0 -62.0 Departmental Total FTEs 231.0 9.0 240.0 6.0 246.0 5.0 251.0 * Excludes 7 elected officials FTEs 2020 20222021 Permanent full-time staff Outlook Budget $%Outlook Budget $% 587.6 587.6 --597.2 597.2 -- 1,402.8 1,402.8 --1,427.8 1,427.8 -- 10,208.3 10,914.2 706.0 6.9%10,535.0 10,533.4 (1.6)(0.0%) 9,577.0 9,408.0 (169.0)(1.8%)9,957.6 9,890.4 (67.2)(0.7%) 2,160.3 2,216.8 56.5 2.6%2,334.7 2,390.6 55.9 2.4% Roads, Parks & Waste Mgmt 11,033.3 11,044.2 10.8 0.1%11,556.8 11,526.5 (30.3)(0.3%) Water, Wastewater & Stormwater -------- 786.8 850.5 63.7 8.1%854.7 847.7 (7.0)(0.8%) 1,217.3 (175.6)(1,392.9)(114.4%)2,019.4 1,410.8 (608.6)(30.1%) 36,973.3 36,248.5 (724.8)(2.0%)39,283.3 38,624.5 (658.8)(1.7%) 12,200.1 11,961.6 (238.5)(2.0%)12,613.6 12,257.5 (356.1)(2.8%) 3,896.1 3,896.1 --3,934.1 3,934.1 -- 53,069.5 52,106.2 (963.3)(1.8%)55,831.0 54,816.1 (1,014.9)(1.8%) $1,204.7 1,000.8 (203.9)(16.9%)1,178.6 1,165.1 (13.5)(0.0%) %2.4%2.00%(0.4%)2.2%2.24%0.0% $1,760.3 1,000.9 (759.4)(43.1%)1,582.9 1,544.8 (38.1)(2.4%) %3.4%1.96%(1.4%)2.9%2.90%(0.0%) Community Services $000's 2021 Net Change 2022 Net Change Council Office of the CAO Library Total Budget Tax Increase Assessment Growth Corporate Services Finance Total Departmental Budget Central York Fire Services Operational Services: Planning & Development Services Corporate Revenues & Expenditures Page 3-12 2021 to 2022 Budget Operating Budget 2021 to 2022 operating budget by department 2018 2019 Gross Net Net Fcst $% 607.3 554.7 576.9 576.9 548.1 28.8 5.0% 1,166.0 1,313.0 1,374.1 1,373.8 1,262.5 111.3 8.1% 7,901.0 9,072.6 15,345.5 9,592.3 9,752.8 (160.5)(1.7%) 7,111.0 7,780.7 9,692.8 8,726.9 8,688.4 38.5 0.4% 2,119.9 1,712.1 2,491.5 2,061.5 2,115.1 (53.6)(2.6%) Roads, Parks & Waste Management 10,009.7 10,553.4 11,625.5 10,479.8 10,267.8 212.0 2.0% Water, Wastewater & Stormwater --29,294.6 ---- (161.8)595.5 5,776.0 781.5 510.2 271.3 34.7% Corporate Revenues & Expenditures 1,082.7 648.8 9,255.9 888.4 1,206.2 (317.9)(35.8%) Departmental Total 29,835.7 32,230.8 85,432.9 34,481.1 34,351.1 129.9 0.4% 10,496.4 11,188.1 11,755.3 11,755.3 11,755.3 -0.0% 3,843.1 3,843.1 4,012.9 3,868.1 3,868.1 -0.0% 44,175.2 47,262.0 101,201.2 50,104.5 49,974.5 241.7 0.5% *2020 Budget restated for benefits allocation and organizational changes, net forecast as of August 31, 2020 Gross Net $%Gross Net $% 587.6 587.6 10.7 1.9%597.2 597.2 9.7 1.6% 1,403.1 1,402.8 29.0 2.1%1,428.1 1,427.8 25.0 1.8% 15,561.2 10,914.2 1,321.9 13.8%16,261.9 10,533.4 (380.8)(3.5%) 10,388.6 9,408.0 681.1 7.8%10,897.6 9,890.4 482.4 5.1% 2,772.7 2,216.8 155.3 7.5%3,009.6 2,390.6 173.8 7.8% Roads, Parks & Waste Mgmt 12,192.8 11,044.2 564.4 5.4%12,676.7 11,526.5 482.3 4.4% Water, Wastewater & Storm 28,719.5 ---30,147.2 --- Planning & Development Serv.6,041.9 850.5 69.0 8.8%6,361.9 847.7 (2.7)(0.3%) Corporate Revenues & Exp.8,552.1 (175.6)(1,064.0)(119.8%)9,447.1 1,410.8 1,586.4 (903.4%) 86,219.5 36,248.5 1,767.4 5.1%90,827.2 38,624.5 2,376.0 6.6% 11,961.6 11,961.6 206.3 1.8%12,257.5 12,257.5 295.9 2.5% 3,950.5 3,896.1 28.0 0.7%3,988.5 3,934.1 38.0 1.0% 102,131.6 52,106.2 2,001.7 4.0%107,073.2 54,816.1 2,709.9 5.2% Assessment Growth 1,000.8 2.00%1,165.1 2.24% Tax Increase 1,000.9 1.96%1,544.8 2.90% 2020 Approved Budget 105,427.9 53,069.5 2,965.0 3.4%109,180.8 55,831.0 2,761.5 2.9% Change to Outlook (3,296.3)(963.3)(1.4%)(2,107.6)(1,014.9)(0.0%) $000's Net Actual Results 2020*Net Fcst Variance 2021 Approved Net Change$000's 2022 Approved Net Change Total Central York Fire Services Library Council Office of the CAO Community Services Planning & Development Services Corporate Services Finance Operational Services: Council Office of the CAO Corporate Services Finance Community Services Total Departmental Budget Central York Fire Services Library Total Budget Operational Services: AS APPROVED ON DECEMBER 15, 2020 Page 4-2 2021 to 2022 Budget Capital Budget 2021 CAPITAL BUDGET AND 10-YEAR PLAN The capital plan invests in new facilities, parks and trails while also managing the repair and replacement needs of existing assets. These actions provide for a growing community and ensure that the assets residents use on a daily basis are maintained to an appropriate standard. The capital budget includes capital spending of $80.3 million in 2021, capital budget authority of $185.3 million and a 10-year plan of $293.5 million. The 10-year capital plan continues to focus its investments in asset management with repair and replacement projects representing 46.8% of the capital plan, growth and new 51.7% which includes the construction of Library Square and studies and other at 1.5%. The capital budget and 10-year plan looks very different this year The capital budget includes significant improvements to the format and content of the plan. These changes are intended to provide a clearer picture of the capital plan as a whole, the timing of the capital investments, clarity on multi-year budget commitments and flexibility to manage repair and replacement projects effectively. These changes represent the first steps in developing fiscal policies to manage assets and capital investments in the long term. The changes in this budget focus on capital planning and reserve management which are two of the key elements for achieving financial sustainability. 10-year capital plan 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 1.2M 0.3M 0.6M 0.4M 0.1M 1.4M 0.3M 0.2M 0.0M - Growth & New 55.5M 25.9M 12.5M 17.5M 22.4M 9.3M 3.2M 0.7M 2.1M 2.7M Repair & Replacement 23.6M 12.0M 9.3M 11.5M 8.5M 20.9M 9.5M 14.5M 16.0M 11.3M Total 80.3M 38.2M 22.3M 29.4M 31.0M 31.6M 13.0M 15.4M 18.2M 14.0M $80.3M $38.2M $22.3M $29.4M $31.0M $31.6M $13.0M $15.4M $18.2M $14.0M - 20.0M 40.0M 60.0M 80.0M 100.0M CapitalPlanning Reserve Management Debt Management Key Elements for Financial Sustainability Capital Budget 2021 to 2022 Budget Page 4-3 The capital budget now shows a complete picture of Aurora’s capital plan Historically the capital budget has included only the budget requests for new capital projects. This year the capital budget includes: • New capital projects which have traditionally been included in the capital plan. • Active capital projects showing the budget approved to date and any changes requested for the project budget whether it be an increase or decrease to the project cost, or the addition of future years’ capital work. • Conditionally approved capital projects are reinserted into the plan and brought forward for reconsideration. These projects are clearly indicated in the project listings that can be found in Tabs 17, 18 and 19. • Capital projects to be closed are also included as a separate section (Tab 20) within this budget. These projects represent the capital projects ready to be closed and no longer need to be included in the capital plan. These four categories reflect all types of capital projects the Town manages. This year’s budget now provides a complete list of all capital projects including a detailed capital sheet for all capital projects which are seeking an increase to the previously approved budget or a new budget request. The format of these sheets has also been improved. The new format is less restrictive and enables more information to be included in the capital sheet. The budget includes $84.4 million of previously approved active projects The 10-year capital plan of $293.5 million includes $84.4 million or 29% of active capital projects that were approved prior to this budget. The 2020 10-year capital plan included $198.2 million in capital projects. Over the nine common years of the plan, 2021 to 2029, the 2021 capital plan includes $105.9 million more in capital projects. The addition of the active capital projects to the capital plan is the main reason for this increase. Proposed 10-year plan compared to last years plan 24.6 61.2 17.4 16.3 19.4 19.3 10.6 12.5 8.9 8.0 80.3 38.2 22.3 29.4 31.0 31.6 13.0 15.4 18.2 14.0 - $20M $40M $60M $80M $100M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2020 Capital Budget 2021 Capital Budget Page 4-4 2021 to 2022 Budget Capital Budget The 10-year plan now reflects the timing of planned capital investments The 10-year capital plan now better reflects the timing of the planned spending on capital projects. By planning the cash flow in the 10-year capital plan, the Town is able to better manage its cash, timing of investments and reserve needs on an annual basis. The previous practice of approving the full project as a lump sum made estimating future reserve needs and cash available very difficult. This limited the Town’s ability to determine the appropriate length of time available for long-term investments. The budget shows the planned spending in 2021 In 2021 the Town of Aurora plans to spend $80.3 million on capital projects which represents the single largest year of capital investment in the 10-year plan. The main reason for this significant investment is the planned spending on active capital projects which were added to the plan in 2021. In the first year of the plan, previously approved projects account for 84% of the planned capital spending. This includes $30 million for Library Square, $9.9 million for fire hall 4-5 and $3.7 million for the baseball diamonds on the Hallmark lands. These projects all represent previously approved projects that would not have been included in the budget in the past, as past budgets have only included previously approved project incremental and new capital project funding requests. Managing available funding and resources was key in developing the capital plan The development of the 10-year capital plan focused on ensuring that the first five years of the plan are affordable which was dependent on Council’s approval of the 2021 and 2022 contributions to reserves in the operating budget. Ensuring that the capital plan is affordable was not the only consideration. The plan also considers the staffing resources required to complete the projects. There were two approaches taken to ensure that the plan is achievable and affordable. The first, used for repair & replacement capital projects, involved prioritizing projects based upon forecasted reserve funding availability and the asset management plan, whereas the second, used for growth & new and studies & other capital projects, was a more involved process. Projects in the growth & new and studies & other share the same reserves for their tax levy funding. The corporate management team whose members come from across the organization came together to evaluate these projects and prioritize their timing while staying within the projected available funding and staffing resources for each year. This process worked well in balancing the competing funding needs for these projects. In future budgets more work is needed to ensure the full 10 years of the plan is affordable. This will guided by a new fiscal strategy and policy which will be brought forward to Council in 2021. 2021 planned capital cash flow mix New Capital $10.6M 13%Previously Approved Capital $69.7M 87% Capital Budget 2021 to 2022 Budget Page 4-5 Capital budget authority manages approval for multi-year budget commitments Capital budget authority is a new concept in this budget which represents the required capital budget commitment for a project. This multi-year commitment can include multiple budget years as it relates to contractual commitments required to complete a project which could take two or more years. These contracts could include consulting services, the lead time for the purchase of vehicles or the construction of the project. Sometimes these contractual commitments may need to be made in the year before the spending occurs due to the longer lead time required to procure a good or service. Capital budget authority is made up of four components: + Life to date actuals spent on a project to the end of the last fiscal year + The current year’s expenditure forecast + The cash flow planned in the first budget year + The cash flow, as required, for future budget years where contractual commitments are planned. This means the 2021 capital budget authority includes actuals to December 31, 2019, plus the 2020 forecast, plus 2021 capital cash flow and capital from 2022 and beyond only as required. This budget includes a total of $185.3 million in capital budget authority which is made up of $161.2 million in previously approved capital projects and $24.1 million in new budget requests. To establish the capital budget authority for previously approved projects, this budget assumes the approved budgets for active capital projects (approved through a previous budget or by an in- year report) becomes that project’s capital budget authority. However projects that were conditionally approved are treated as new budget requests. Projects are grouped into three groups based on their budget request Capital projects are grouped together on separate lists based on their budget request. The first is previously approved capital projects where there was no proposed change to the budget or there was a proposed decrease. The second is previously approved or new capital projects which had a proposed budget authority increase request. These first two groups are designed to help the Proposed Capital Budget Authority Repair & Replacement 59,814.8 70,681.8 10,867.0 22,347.8 20,521.5 23,600.6 4,211.9 Growth & New 98,020.6 110,787.5 12,766.9 15,654.8 15,836.4 55,533.7 23,762.7 Studies & Other 3,336.4 3,781.4 445.0 1,054.3 1,282.7 1,194.4 250.1 Proposed Budget 161,171.8 185,250.7 24,078.9 39,056.8 37,640.6 80,328.6 28,224.6 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change 2022+Actuals to Dec/19 2020 Forecast 2021 Page 4-6 2021 to 2022 Budget Capital Budget Budget Committee in it’s review of the capital budget. A version of each of these is included in Tab 17—Repair & Replacement Capital, Tab 18—Growth & New Capital and Tab 19—Studies & Other Capital. These tabs also include a detailed capital project page for each project seeking an increase or new capital budget authority and the 10-year capital plan listing of projects and planned spending in each year. The third group is the closed capital project list. This list can be found in Tab 20—Closed Capital Projects. Capital programs will provide flexibility in managing repair and replacement projects Capital programs group projects of a like funding source together. The capital program budget is the total of the budget approved for all projects within the program. The program then provides the flexibility to manage the variances to budget between projects. So if one project costs less than budgeted, these funds can be used to cover the costs of projects that cost more within the same program while not exceeding the total budget approval for the program. Using capital programs will enable staff to more effectively manage variances of capital projects and reduces the delays needed to seek additional budget when tenders come in higher than expected. In turn this should result in staff being able to improve the delivery of capital projects resulting in projects taking less time to complete. Capital programs will be managed under a clear set of rules The use of the capital programs must follow the following rules: • The savings applied to other projects should represent a true savings and not a deferral that will need to be re-budgeted in future years • The project scope must remain the same as originally approved by Council • The projects must have the same funding source • The capital budget authority for the program cannot be exceeded • The planned capital spending (cash flow) for the budget year cannot be exceeded. Capital programs include four groups of repair & replacement projects Capital programs include facilities, fleet, roads and storm sewer repair and replacement projects. Each of these groups of projects have their own dedicated repair and replacement reserve and are guided by the asset management plan. This makes repair & replacement projects a good choice for the flexibility that program groups provides. Growth & new and studies & other were not recommended for capital programs. These projects represent new investments for the Town and any significant increase should come before Council for consideration prior to moving forward. These projects would still have some flexibility under the delegation of authority bylaw which provides the Treasurer the ability to move up to 10% of a similarly funded project budget from one project to another. Capital Budget 2021 to 2022 Budget Page 4-7 The capital budget included multiple types of approvals Council approved the capital plan in five different ways. These approvals include: 1. Approval of each new capital project and their requested capital budget authority 2. Approval of changes to previously approved capital budget authority by project 3. Approval of the total planned 2021 spending subject to adjustments related to the variances carried forward from the 2020 forecast (both over and under spending) 4. Approval of the capital program groups subject to the rules outlined for their use 5. Approval of debt authority for specific projects which is discussed further in Tab 5—Reserves. Capital spending planned for 2021 may be adjusted for 2020 forecast variances The capital spending planned for 2021 assumes the forecast for 2020 is 100% accurate. It is likely that projects will have a variance to this forecast, as the forecast is just an estimate. This variance will be used to adjust the planned spending in 2021. Should the project spend less than forecasted then these funds are available in 2021 for that specific project. However, should the project spending be higher than the forecast, the 2021 available budget will be reduced by that amount. This will help manage the timing differences between the forecast year and the first budget year. The capital budget includes three projects with conditional approval Conditionally approved capital projects require a report back to Council prior to moving forward. In the 2021 budget there are three projects that received conditional approval: • 14047—Computer & Related Infrastructure Renewal • 43055—Advanced Metering Infrastructure • 72201—Work Station Refresh Carpet and Paint The report back to Council will provide the additional information requested so Council can consider these projects further before proceeding. These projects are included in the total approved budget and in the reserve requirements analysis. Proposed capital budget authority for capital programs Repair & Replacement Capital Programs Facilities 4,020.3 4,562.1 541.8 652.2 2,000.0 1,595.9 313.9 Fleet 1,518.7 2,006.5 487.8 -67.8 1,674.8 263.9 Roads 30,362.3 32,132.3 1,770.0 9,486.7 14,275.3 8,370.2 - Storm Sewer 4,553.6 6,263.6 1,710.0 469.6 864.0 4,850.0 80.0 Proposed 40,454.8 44,964.4 4,509.6 10,608.6 17,207.1 16,491.0 657.8 * Includes all active project budgets, adjustments to project budgets and new budget commitments 2022+($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021 Page 4-8 2021 to 2022 Budget Capital Budget In-year capital requests must be managed carefully going forward In-year budget requests for new capital projects or capital budget authority increases must be managed carefully going forward. The in-year requests will need to consider the following questions: • Is there available budget within similarly funded projects that can be moved to cover the budget increase? • Does the forecasted total spending stay within the total budgeted? • What is the impact on the future capital projects in the 10-year plan? • What is the impact on the reserves? It is highly recommended that any new capital requests be deferred to the next budget process or have the budget from a similarly funded capital project reallocated to it. Ideally all future capital investments should be included in the 10-year plan as soon as they are known. Departmental plans now includes a capital overview As part of bringing both the operating and capital budgets together, each departmental business plan includes a capital overview. This overview includes a table on capital budget authority, a bar graph showing the 10-year plan, information on capital programs (if applicable) and it highlights major capital projects and initiatives. Three departments account for 84% of the capital budget authority Community Services, Operational Services and Planning & Development Services represent 83% of the capital budget authority in this budget. The mix of project types also vary across these three largest budgets. Community Services has the largest amount of growth & new capital budget authority as it includes $51.9 million for Library Square. Planning & Development Services total capital budget authority includes 73% for repair and replacement projects. While the Operational Services capital budget is more balanced between growth and new at 57% of their budget and repair and replacement at 42%. More information on the capital budget priorities and initiatives can be found in the departmental business plans. Capital budget authority by department Community Services $68.2M 37% Operational Services $35.2M 19% Planning & Development Services $52.8M 29% Central York Fire Services $14.2M 8% Finance $8.3M 4% Corporate Services $6.3M 3% Office of the CAO $0.3M 0.2% Capital Budget 2021 to 2022 Budget Page 4-9 Capital budget authority and 2021 budget by department Office of the CAO Repair & Replacement 85.0 85.0 -26.3 58.7 -- Studies & Other 155.0 255.0 100.0 61.9 10.0 156.6 26.6 240.0 340.0 100.0 88.2 68.7 156.6 26.6 Community Services Repair & Replacement 4,333.9 4,895.7 561.8 875.6 2,090.2 1,615.9 313.9 Growth & New 54,706.5 62,951.5 8,245.0 2,467.0 7,112.3 31,084.5 22,287.7 Studies & Other 285.0 375.0 90.0 -235.0 140.0 - 59,325.4 68,222.2 8,896.8 3,342.6 9,437.5 32,840.4 22,601.6 Corporate Services Repair & Replacement 3,235.0 4,150.9 915.9 1,865.8 1,143.9 744.8 396.5 Growth & New 1,390.9 1,565.9 175.0 673.2 361.7 531.0 - Studies & Other 535.0 555.0 20.0 101.1 194.9 253.0 6.0 5,160.9 6,271.7 1,110.8 2,640.0 1,700.5 1,528.8 402.5 Finance Repair & Replacement 4,295.8 8,087.3 3,791.5 2,180.7 537.5 2,361.5 3,007.6 Studies & Other 100.0 185.0 85.0 --185.0 - 4,395.8 8,272.3 3,876.5 2,180.7 537.5 2,546.5 3,007.6 Operational Services Repair & Replacement 12,756.5 14,874.3 2,117.8 7,443.0 1,359.3 5,658.1 413.9 Growth & New 16,702.2 20,072.2 3,370.0 5,159.8 3,440.2 10,047.2 1,425.0 Studies & Other 212.4 212.4 -96.7 115.7 -- 29,671.1 35,158.9 5,487.8 12,699.6 4,915.2 15,705.3 1,838.9 Planning & Development Services Repair & Replacement 35,108.6 38,588.6 3,480.0 9,956.4 15,332.0 13,220.2 80.0 Growth & New 11,029.1 11,979.1 950.0 6,978.2 1,564.8 3,386.2 50.0 Studies & Other 2,049.0 2,199.0 150.0 794.6 727.1 459.8 217.5 48,186.7 52,766.7 4,580.0 17,729.2 17,623.9 17,066.2 347.5 Departmental Total 146,979.9 171,031.9 24,052.0 38,680.2 34,283.3 69,843.8 28,224.6 Central York Fire Services Growth & New 14,191.9 14,218.8 26.9 376.6 3,357.3 10,484.9 - 14,191.9 14,218.8 26.9 376.6 3,357.3 10,484.9 - Approved Budget 161,171.8 185,250.7 24,078.9 39,056.8 37,640.6 80,328.6 28,224.6 * Includes all active project budgets, adjustments to project budgets and new budget commitments 2020 Forecast 2021 2022+($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 Page 4-10 2021 to 2022 Budget Capital Budget AS APPROVED ON DECEMBER 15, 2020 Page 5-2 2021 to 2022 Budget Reserves RESERVES ARE A KEY ELEMENT TO FINANCIAL SUSTAINABILTY Reserves are an important part to long-term financial sustainability. Reserves are used by the Town to fund capital projects and manage fiscal shocks to the operating budget. Reserves are funded through a number of sources including: • Planned operating budget contributions to reserves funded through the tax levy or user rates • Grants received from the provincial or federal governments • Development Charges collected for growth in the Town • Operating budget surpluses which are allocated based on the Council approved surplus management strategy. The three key elements to achieving long-term financial sustainability include capital planning, reserve management and debt management. Capital planning was discussed in the previous section of this budget, this section focuses on reserve management and debt management. Reserves protect the budget from fiscal shocks to the tax levy In the operating budget, reserves are used to manage fiscal shocks to the budget which could result in large swings to the tax levy. This is done by smoothing the contributions to capital reserves and through the tax rate stabilization reserve. In 2021 the tax rate stabilization reserve includes the portion of the Safe Restart Fund grant not used in 2020. These funds are being drawn from the reserve to manage the tax levy impact of lost revenues and higher costs related to COVID-19. This means the 2021 budget will not include an increase, or fiscal shock, to the tax levy to manage the impact of the pandemic. Significant improvement to capital reserve management in this budget The changes to the capital budget framework also improves the Town’s ability to manage the reserves used for the capital budget. The timing of the budget spending to when the actual work is expected to occur, or money to be spent, has had a significant impact on the reserve balances. In the past, projects were pre-funded and the reserve balances were essentially distributed across all the approved capital projects. Now in this budget, the reserves show the timing of when the funds are required to pay for approved capital work. This will enable the Town to better manage its portfolio of investments as the forecasted timing of the planned spending has been significantly improved. Availability of reserve funds informed the capital plan development This budget focused on improving the reserve management in the first five years. This included a clean up and closure of completed capital projects and planning the timing of the capital spending. In the 2020 capital budget, the presentation to Council showed that the repair and replacement capital reserves forecasted a negative balance in most years of the 10-year plan. The new capital framework and the reserve management improvements in this budget show a much better forecast for repair and replacement capital reserves as shown in the graph that follows. Reserves 2021 to 2022 Budget Page 5-3 The Town funds some capital reserves through the tax levy and user rates The Town funds capital reserves from the tax levy and the user rate. Most tax levy contributions go to support repair and replacement projects. The balance supports contributions to the growth & new and studies & other reserves. The growth & new reserve is used to pay for the non- Development Charge funded portion of growth projects whereas the studies & other reserve supports strategic studies for both future capital and operating budget initiatives. In this budget the growth & new reserve is forecasted to have a negative balance starting in 2024. The future contributions to this reserve and the management of large projects will need to be addressed as part of the fiscal strategy and policy planned for 2021. Repair and replacement reserve forecast has improved significantly ($20M) ($15M) ($10M) ($5M) - $5M $10M $15M $20M $25M $30M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2021 Budget 2020 Budget Town funded forecasted reserve balances based on the 10-year plan - $20M $40M $60M $80M $100M $120M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Reserve Total Rate Reserves Tax Levy Reserves Hydro Reserve Development Charge Reserve Page 5-4 2021 to 2022 Budget Reserves The user rate reserve balance is growing and will support future asset management requirements as long the budgeted contributions to capital reserves are approved. Currently most of the Town’s water and wastewater assets are relatively young as many have a life-span of up to 80 years. In 20 to 30 years the asset repair and replacement needs are expected to grow significantly. Forecasted capital reserve balances ($M)2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Tax Levy Funded Repair & Replacement Roads 10.8 10.4 10.4 12.0 10.9 11.6 12.0 12.7 13.4 14.0 14.7 Facilities 6.4 4.6 4.2 4.0 4.2 4.9 2.1 3.2 4.3 5.6 7.5 Information Technology 1.1 0.5 (0.3)(0.4)(0.2)0.0 0.2 0.4 0.7 1.0 1.3 Fleet 3.0 1.7 1.7 1.3 1.6 1.6 (1.6)(2.2)(2.0)(2.3)(3.3) Parks & Recreation 3.2 1.2 0.7 0.9 1.1 1.2 (1.5)(1.3)(1.1)(0.5)0.2 Council Discretionary ----------- 24.5 18.4 16.7 17.9 17.7 19.2 11.2 12.9 15.2 17.8 20.3 Growth & New 1.1 0.3 0.0 0.5 (1.5)(3.1)(5.8)(5.7)(4.4)(2.8)(1.1) Studies & Other 1.3 0.8 0.8 0.8 1.0 1.2 0.3 0.4 0.7 1.1 1.6 27.0 19.4 17.5 19.2 17.1 17.4 5.8 7.6 11.5 16.0 20.9 Rate Funded Water 11.0 10.0 10.5 11.6 12.2 13.4 14.5 15.9 17.0 18.5 20.1 Wastewater 3.6 4.1 5.5 6.5 7.7 8.9 9.9 11.1 12.4 13.6 14.9 Stormwater 9.4 3.8 3.9 4.0 4.3 6.1 5.8 7.8 5.2 1.3 2.6 24.0 17.9 19.9 22.1 24.2 28.4 30.3 34.9 34.6 33.4 37.7 Development Charges Fire Services (2.7)(3.0)(2.8)(3.5)(5.1)(5.5)(5.4)(5.3)(5.1)(5.8)(5.7) Roads & Related 11.9 9.5 9.7 10.8 10.7 4.0 5.0 5.6 6.6 7.7 8.7 Outdoor Recreation (8.5)(11.9)(12.4)(12.0)(11.2)(11.8)(12.8)(12.4)(12.3)(11.9)(13.7) Indoor Recreation 13.0 13.5 14.5 16.2 16.1 15.1 14.4 13.7 13.0 12.3 11.5 Library Services 3.2 3.2 2.5 2.2 2.0 1.6 1.2 0.8 0.8 0.9 1.0 Water Supply & Distribution 0.8 0.9 1.0 1.1 1.3 1.2 1.3 0.1 0.2 0.3 0.3 Sewer 0.4 0.6 0.8 0.9 1.2 1.4 1.5 1.7 1.9 2.1 2.3 General Government*0.0 (0.0)0.1 0.2 0.5 0.7 0.9 1.1 1.2 1.4 1.6 Municipal Parking Spots*0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 18.6 13.0 13.8 16.5 15.9 7.1 6.6 5.6 6.7 7.3 6.5 Hydro Reserve Hydro Reserve 32.4 22.6 9.6 9.6 9.6 9.6 9.6 9.6 9.6 9.6 9.6 Total 102.0 73.0 60.9 67.5 66.8 62.5 52.3 57.7 62.4 66.4 74.7 * To be converted to a Community Benefit Charge or reclassified within Development Charges Reserves 2021 to 2022 Budget Page 5-5 Development charges pay for growth Development Charges are collected on residential and non-residential developments in the Town of Aurora. These funds are used to pay for the growth-related cost of capital projects. The calculation of the development charge considers a number of factors including any growth projects that have been identified in the development charge study, the Town’s historical service levels for each category and any benefit to existing residents; these costs are then distributed over the projected growth for the DC Study period. Provincial legislation is changing Development Charges The provincial government has made a number of recent changes to Development Charges including the freezing of rates, the timing of when payments will be made, the removal of the 10 percent discount to all “soft” services (such as library services and indoor and outdoor recreation) and removing the General Government and Municipal Parking growth categories. However, the province introduced the Community Benefit Charge which is an alternative growth cost recovery tool that can be applied to eligible types of development. This new charge is to be used for the recovery of growth related costs such as cash in lieu Parkland, density bonousing, as well as any other growth costs not eligible for recovery through a development charge. In 2021 the Town will engage a consultant to update the Development Charge Study and bylaw for these changes and to evaluate the financial feasibility of adopting a Community Benefit Charge. Debt financing may be needed to manage Development Charge reserves One of the challenges with Development Charges is the timing difference of when the growth actually happens to when the capital project needs to be built. This means the Town will need to choose whether to build the project when it can be fully funded from reserves or issue debt to manage this timing difference. This is mostly a challenge for the larger growth projects that require a significant amount of funding from the Development Charge reserve. The Town currently has development charge funded debt issued for the following two capital projects: • Stronach Aurora Recreation Complex: 20-year debenture which will be paid off in 2025 • Joint Operations Centre: 10-year debenture which will be paid off in 2028 The Town also presently holds a 10-year debenture for the LED Streetlight Conversion project which is funded through tax levy energy savings which will be paid off in 2026 and plans to issue development charge and tax levy funded debt for the Library Square project which is expected to be paid off by approximately 2042. While debt financing is the tool that is used to manage this timing difference, it does not come without some risk. Development Charges are based on a number of factors including an assumption for future growth and the timing of when that growth may happen. Should the growth be delayed, it may take longer to pay off the debt or other growth projects may have to wait longer until they can be built. If debt is issued and the planned growth does not come, then the Town may need to find alternative funding sources to pay for these lost development charge revenues and/or right-size the capital plan. Page 5-6 2021 to 2022 Budget Reserves The budget proposes Development Charge funded debt for three projects This budget proposes issuing debt that will be repaid through future Development Charge revenues for the following projects: • Hallmark Ball Diamonds in 2021 ($3.4 million) • Gymnasium at the Stronach Aurora Recreation Complex in 2022 ($8.2 million) • The New Recreation Centre construction in 2022 ($33.8 million) Debt is recommended for the Hallmark Ball Diamonds as the Development Charge reserve balance for outdoor recreation is presently in a negative position. Also the current Development Charge Study includes part of the cost of a baseball diamond in this study time frame, the rest is considered a post period benefit. This means future development, beyond 2024, will benefit and pay for this project in their fees. The construction of the gymnasium at the Stronach Aurora Recreation Complex and the new recreation facility will be a significant investment for the Town and benefit future residents by providing new facility space. Due to the size of these investments, the budget proposes that it be debt financed when the construction is expected to begin in 2022. The proposed debt funding of these projects has a significant impact on the Development Charge reserve over the next 10 years. The graph below shows the consolidated reserve balance including the debt funding of these three projects as the solid line. The impact of not debt funding these projects, or the dotted line, is not affordable for the Town as it will drive the overall balance of the Development Charge reserves into a significant negative balance. That is why it is important to know and understand when these significant investments will happen over the capital planning horizon to ensure the reserves can be managed to handle the projects and that they get included in the Development Charge Study. Development Charge reserve forecast 9.9 12.6 5.6 4.7 9.0 14.2 5.8 6.3 4.3 4.6 6.1 4.0 5.4 6.4 7.4 8.4 5.4 5.3 5.3 5.3 5.3 5.3 ($35M) ($25M) ($15M) ($5M) $5M $15M $25M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Reserve Draws Reserve Contributions Reserve Balance (with debentures)Reserve Balance (no debentures) Reserves 2021 to 2022 Budget Page 5-7 More work is needed to better manage the Development Charges Development Charges have a significant impact on the Town’s ability build the infrastructure needed to manage growth and maintain its current service levels. There are a few actions that need to be taken to better manage Development Charges over the next year: • A Development Charge study and bylaw amendment to reflect the recent legislative changes including the removal of the 10% discount on all soft services • A financial feasibility study on the new Community Benefits Charge • A new Development Charge revenue model which compares current conditions to the growth recommended in the Development Charge Study • Further management of growth capital to ensure the reserve balance stays positive, including a focus on whether a proposed project is maintaining or enhancing an existing level of service The Town is working on further developing the fiscal strategy The Town’s current fiscal strategy focuses on reducing operating budget reliance on unsustainable development revenues such as supplementary taxes and contributing to tax funded reserves through an annual increase to the tax levy of up to one percent per year. This current strategy has set a strong foundation for the development of a more comprehensive fiscal strategy. The three key elements to long-term financial sustainability include capital planning, reserve management and debt management. This budget has made significant improvements in capital planning which has also benefited the Town’s reserves. The new fiscal strategy will provide recommendations for balancing all three of these elements while also considering the impact on intergenerational equity which balances the impact between today’s tax payer and future generations. This is done by taking a long-term view into the asset management requirements for the Town. Some of the areas this fiscal strategy will address include: • Ensuring capital plans are complete and continue use the new format included in this budget • Taking a long-term, up to 100 years, approach to asset management reserve funding which considers longer life underground assets that may last up to 80 years • Set a policy on when debt could be considered and used for capital projects • Determine the amounts required to be contributed to tax and rate funded stabilization reserves to avoid any “fiscal shocks” to the tax and rate payer • Reducing the Town’s operating budget reliance on investment income earned by reserves and reinvesting the monies back into the reserves that earned them • Joining the ONE Joint Investment Board and moving forward as a prudent investor. It is expected that implementing the fiscal strategy will take time. This strategy will include policies that will be developed and implemented immediately whereas some other items may take more time to develop or phase in. Page 5-8 2021 to 2022 Budget Reserves AS APPROVED ON DECEMBER 15, 2020 Page 6-2 2021 to 2022 Budget Council COUNCIL Overview The Town of Aurora’s Council includes the Mayor and six Councillors. Together they are elected to serve the residents and businesses of the Town in a responsive and effective manner through leadership and legislative action, and setting policy direction for the present and the future of the Town. The Mayor also represents the Town by sitting as a member of Council for The Regional Municipality of York. Advisory committees Members of Council also participate in the Town’s advisory committees including: Accessibility Advisory Committee is committed to facilitate and improve accessibility on behalf of all challenged persons in Aurora by promoting public awareness and sensitivity; encouraging co -operation among all services and interest groups, public and private to ensure a better community for all persons . Community Advisory Committee advises and assists staff on matters relating to the environment, parks, trails, recreation, active transportation, and other matters of interest to the community. Community Recognition Review Advisory Committee was formed to support Town staff in various aspects of the annual Community Recognition Awards event and report to Council on any outcomes and/or changes as required. Finance Advisory Committee assists Council and the Corporation in fulfilling its fiscal responsibilities by reviewing and recommending on the long-range corporate financial planning process, capital planning initiatives, and fiscal policy matters. Heritage Advisory Committee advises and assists Council on all matters relating to the conservation of buildings of historic or architectural value and on all matters relating to the designation and preservation of heritage conservation districts in accordance with the Ontario Heritage Act. Council 2021 to 2022 Budget Page 6-3 2021 to 2022 operating budget Overview The operating budget for Council is approved to increase by $10,700 in 2021 and $9,700 in 2022. The increases to this budget relate to salary and benefits cost increases in each year. Changes to the multi-year budget There were no changes to the multi-year budget increase for Council in 2021 and 2022 as shown in the table on the following page. Council operating budget by program Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 607.3 589.8 548.0 576.9 587.6 597.2 -(35.0)0.1 --- 607.3 554.7 548.1 576.9 587.6 597.2 % Tax Funded 100%94%100%100%100%100% $(52.6)(6.6)28.8 10.7 9.7 %(8.7%)(1.2%)5.3%1.9%1.6% Approved Outlook $587.6 597.2 Change to Approved $-- *Net forecast as of August 31, 2020 $000's Net Actual Results Approved Budget Expenditures Non-Tax Revenues Net Tax Levy Net Budget Change Budget ($000's) Council Administration 564.9 575.6 585.2 Education Grants 12.0 12.0 12.0 Approved Budget 576.9 587.6 597.2 Budget Change 10.7 9.7 2020 Approved Multi-Year Budget 587.6 597.2 Change to Multi-Year Budget -- Permanent Full-Time Staffing (FTE): Opening Staffing (excludes 7 elected Council)1.0 1.0 1.0 New - - - Conversion - - - Approved Staffing 1.0 1.0 1.0 2020 Approved Multi-Year Budget 1.0 1.0 1.0 Change to Multi-Year Budget --- 2020 2021 2022 Page 6-4 2021 to 2022 Budget Council Council budget changes FTE $000's FTE $000's Final 2020 Budget 1 576.9 2020 Post-approval adjustment - 1.2 Starting Budget 1 578.1 1 587.6 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 8.9 - 9.1 Other miscellaneous base changes - 0.5 - 0.6 - 9.5 - 9.7 2020 Budget Approved Change - 9.5 - 9.7 Changes to Multi-Year Budget: - -- - Revised Budget Change - 9.5 - 9.7 Approved Net Budget 1 587.6 1 597.2 2020 Approved Budget 1 587.6 1 597.2 2021 2022 AS APPROVED ON DECEMBER 15, 2020 Page 7-2 2021 to 2022 Budget Office of the CAO OFFICE OF THE CAO Overview The Office of the CAO is dedicated to providing leadership that supports the policies and programs of Council and drives the organization forward. With values rooted in fiscal responsibility, sound management principles and community engagement, our focus continues to be on ensuring the Town has efficient and effective systems in place to support the responsible growth of Aurora. The Office of the CAO includes Corporate Communications which is headed by a manager reporting to the CAO. Office of the CAO operating budget by division Budget ($000's) CAO Administration 564.7 574.6 583.3 Corporate Communications 809.1 828.2 844.6 Approved Budget 1,373.8 1,402.8 1,427.8 Budget Change 29.0 25.0 2020 Approved Multi-Year Budget 1,402.8 1,427.8 Change to Multi-Year Budget -- Permanent Full-Time Staffing (FTE): Opening Staffing 7.0 7.0 7.0 New - - - Conversion - - - Approved Staffing 7.0 7.0 7.0 2020 Approved Multi-Year Budget 7.0 7.0 7.0 Change to Multi-Year Budget --- 202220202021 Office of the CAO 2021 to 2022 Budget Page 7-3 2020 Accomplishments In 2020, the Office of the CAO accomplishments include: • During the COVID19 pandemic, the CAO’s Office led the development, implementation, and continuous improvement of processes and systems to ensure that the Town was able to continue to offer services to the community. This involved significant innovation, rigour, and business acumen to support staff groups working to maintain services. The CAO’s Office also led communications outreach with Mayor and Council to keep information relevant and up-to-date and to enable them to make data-driven decisions during unprecedented times. • The CAO’s Office supported the Library Square project group to bring the project to a successful presentation to Council in August 2020. • The Town of Aurora launched Engage Aurora, the Town of Aurora's community engagement platform in May 2020. There was a need for a better engagement platform to help residents shape our community, programs and services. Corporate Communications enlisted the help of Bang The Table and the use of their community engagement platform to help connect with Aurorans and our stakeholders. The Engage Aurora site is user friendly, interactive and engaging. Registering to use the system is simple, and all personal information is protected. • During this pandemic, Corporate Communications has been responsive to all the individual needs of the various departments. The team quickly became an integral part of the emergency operations centre and the pandemic working group. We were able to create and disseminate integral messaging to the community regarding key pandemic information. We created a condense, concise, streamlined COVID-19 update page including closures, support, operating hours, program information, key contacts and more. • The Town of Aurora launched a new interactive website in January 2020. The new website provides a clean, updated and concise look with organized sections that makes information easy to find. The new site features an updated search function, news and notices section, accessibility features, popular pages section, scrolling banners and more. The new Aurora website also won the Platinum Award within the Hermes Creative Awards in 2020. This international competition honors excellence in creative print and web design, marketing and communications projects from all over the world, and are administered and judged by the Association of Marketing and Communications Professionals (AMCP). Page 7-4 2021 to 2022 Budget Office of the CAO 2021 to 2022 operating budget Overview The operating budget for Office of the CAO is approved to increase by $29,000 in 2021 and $25,000 in 2022. Most of the increase in each year is related to salaries and benefit increases for existing staff. Changes to the multi-year budget The budget for the Office of the CAO does not include any changes to the multi-year budget. Continuing the key priorities of the multi-year budget The 2021 to 2022 operating budget for the Office of the CAO continues to include initiatives that will support the growing community. Community engagement With an increasingly diverse and growing community, the Town of Aurora is committed to ensuring that all citizens are able to fully participate in their government. With ongoing plain language training and the introduction of additional community engagement opportunities – both online and in person – we continue to reach out to individuals that are new to our community to raise awareness of the activities, events, programs and initiatives that are available to them. Our budget supports our ongoing commitment of going into the community to engage with our residents. Website and online services The budget for the office of the CAO will support the modernization of service delivery to our community. In particular, Corporate Communications intends to continue its focus on the Town website and online services by expanding the kinds and types of services available online. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 1,166.5 1,313.1 1,262.8 1,374.1 1,403.1 1,428.1 (0.5)(0.1)(0.3)(0.3)(0.3)(0.3) 1,166.0 1,313.0 1,262.5 1,373.8 1,402.8 1,427.8 % Tax Funded 100%100%100%100%100%100% $147.0 (50.5)111.3 29.0 25.0 %12.6%(3.8%)8.8%2.1%1.8% Approved Outlook $1,402.8 1,427.8 Change to Approved $-- *Net forecast as of August 31, 2020 Net Tax Levy Net Budget Change Expenditures Non-Tax Revenues $000's Net Actual Results Approved Budget Office of the CAO 2021 to 2022 Budget Page 7-5 Town Services Review The CAO’s Office, with support from Corporate Services, will be responsible for leading a service level review in accordance with Council’s desire to better understand the services the Town provides and the costs associated with those services. If approved as part of the 2021 Capital Budget, it is expected that this work will be completed by an experienced, independent service provider, usually one of the major accounting firms. An internal staff working group will be created to oversee the process. Council can expect regular updates on the progress of the review, starting in January. Employee Engagement Survey Action Plans The CAO’s Office will lead the work to engage staff and develop action plans to respond to feedback received to the 2020 Employee Engagement Survey. The objective of this work will be to learn from the successes we find through the survey and, as well, to identify areas where we have an opportunity for growth as an organization. This work will contribute to the efforts to achieving the Gold level Excellence Canada designation. Large Project Support The CAO’s Office will provide leadership to large projects across the organization, including establishing systems to respond – internally and externally – to the ongoing pandemic, ensuring the successful continuance of the critical Library Square project, the sourcing of a new Finance/ HR system, and more. Office of the CAO budget changes FTE $000's FTE $000's Final 2020 Budget 7 1,373.8 2020 Post-approval adjustment - 4.7 Starting Budget 7 1,378.5 7 1,402.8 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 23.2 - 23.8 Communications online and social media subscriptions - 0.6 - 0.6 Events and promotions offset for subscriptions plus inflation - 0.6 - 0.6 - 24.4 - 25.0 2020 Budget Approved Change - 24.4 - 25.0 Changes to Multi-Year Budget: - -- - Revised Budget Change - 24.4 - 25.0 Approved Net Budget 7 1,402.8 7 1,427.8 2020 Approved Budget 7 1,402.8 7 1,427.8 2021 2022 Page 7-6 2021 to 2022 Budget Office of the CAO 2021 capital budget Overview The Office of the CAO plans to spend $156,600 in 2021 on capital projects and $340,000 in Capital Budget Authority. This includes $85,000 for repair and replacement projects and $255,000 studies and other. The 10-year capital plan The Office of the CAO’s 10-year capital plan includes $338,400 in capital projects which are all part of the Studies & Other category. Key capital initiatives in 2021 The capital plan for the Office of the CAO includes studies which support the CAO in leading the organization. The 2021 budget includes a municipal service level review requested by Council in 2020. 2021 capital budget authority Repair & Replacement 85.0 85.0 -26.3 58.7 -- Growth & New ------- Studies & Other 155.0 255.0 100.0 61.9 10.0 156.6 26.6 Approved Budget 240.0 340.0 100.0 88.2 68.7 156.6 26.6 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021 2022+ Office of the CAO 2021 to 2022 Budget Page 7-7 Office of the CAO initiatives Customer • Continue to incorporate diverse ways of engaging and communicating with residents • Build on the new Town of Aurora website to increase the accessibility of data and information to build trust and confidence with the community Modernization • Accelerate the rollout of key technological systems that will support enhanced employee collaboration and performance People • Continue to invest in the Corporate Management Team’s growth and development to enhance business acumen, strategic planning and foresight, to support data-driven decision-making and recommendations to Council • Lead action plans in response to the 2020 Employee Engagement Survey to address issues, recognize successes, and enhance organizational culture and performance 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 156.6 26.6 ---155.3 ---- Growth & New ---------- Repair & Replacement ---------- Total 156.6 26.6 ---155.3 ---- - 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 180.0($000s) Page 7-8 2021 to 2022 Budget Office of the CAO AS APPROVED ON DECEMBER 15, 2020 Page 8-2 2021 to 2022 Budget Community Services COMMUNITY SERVICES Overview The Community Services department is dedicated to ensuring our community has access to high- quality facilities and programs through the promotion of a healthy, active lifestyle for all Aurora residents. Facilities, recreation, sports, fitness, cultural and social programs are all managed with the aim of encouraging the greatest possible public participation. We are responsible for providing activities for current residents while planning for growth and development of new facilities. Community Services organization The department has four divisions which are headed by a manager who report to the Director. These divisions are: Recreation Services provides a strong role in recreation and sports while offering a wide-range of exciting activities, events and programs for residents of all ages and abilities. Cultural Services through the Museum & Archives documents, preserves, and shares Aurora’s history through a variety of activities, programs and exhibitions. The Town also facilitates cultural development through the support of community cultural initiatives and the latest advancement of the Cultural Precinct through the Library Square project. Business Support Services provides business services related to the use of town facilities including facility rentals, advertising and sponsorship, customer service, program registration, financial services and contract administration. Facilities Management is responsible for the day to day operations, maintenance and repair of current facilities through asset management and capital forecasting. Community Services operating budget by division Budget ($000's) Director's Office 326.5 342.4 350.9 Recreation Services 2,078.8 2,597.2 2,162.7 Museum and Archives 945.1 977.0 1,022.2 Business Support Services (534.5)(172.3)(390.9) Facilities Management 6,776.5 7,170.0 7,388.6 Approved Budget 9,592.3 10,914.2 10,533.4 Budget Change 1,321.9 (380.8) 2020 Approved Multi-Year Budget 10,208.3 10,535.0 Change to Multi-Year Budget 706.0 (1.6) Permanent Full-Time Staffing (FTE): Opening Staffing 59.0 60.0 62.0 New 1.0 1.0 - Conversion - 1.0 - Approved Staffing 60.0 62.0 62.0 2020 Approved Multi-Year Budget 60.0 62.0 62.0 Change to Multi-Year Budget --- 202220202021 Community Services 2021 to 2022 Budget Page 8-3 2020 Accomplishments In 2020, the Community Services accomplishments include: • Aurora was named Municipality of the Year by Festivals and Events Ontario in the 50,000- 150,000 population category • Significant progress was made on the implementation of the Sport Plan including work on gender equity, engaging newcomers, promotion of Sport and Governance • A significant response to COVID-19 with respect to community programming was well received and included accomplishments such as being the first pool in York Region to reopen and offer safe aquatic programs, a fitness equipment loan program, the Seniors Centre without Walls program, Camp in a Bag, Play in the Park, a robust virtual program activity section on the website (Rec at Home), an engaging Youth Instagram account and many others. • The Aquatic Feasibility report is complete and will guide the future of aquatic facilities in Aurora • The community services pricing policy and ability to pay program review is wrapping up and will guide the growth of community services for the next 7-10 years by ensuring a responsible, fair and sustainable approach to pricing services and programs along with ensuring all residents have access to recreation and cost is not a barrier. • Special Events were re-imagined as a response to COVID-19 and continued to provide an engaging experience for Aurora residents and beyond. Events were broadcast virtually and metrics show a high level of viewership. Once it was safe to do so, Aurora was one the first municipalities in York Region to offer safe, in person events such as drive-in movies and Concerts in the Park. • Significant progress was made on the Library Square project, including completion of the design phase, construction tender award to Chandos Construction, Council endorsement of the preferred governance model and recruitment of a Marketing Creative Specialist to advance communication needs for the project. • Museum moved out of 22 Church Street over the course of the year. This monumental task consisted of 30,000+ artifacts that were barcoded and carefully packed into 1158 boxes and stored offsite during four separate moves. • Canada’s Birthday Town was celebrated in a new documentary film and online exhibition created by Museum staff. • Staff collaborated with Cultural Partners for the first time to create and promote a variety of in-person and online experiences for Culture Days including the popular Culture in a Box. Page 8-4 2021 to 2022 Budget Community Services 2021 to 2022 operating budget Overview The operating budget for Community Services is approved to increase by 1.3 million in 2021 and then decrease by $380,800 in 2022. The driver of the increase in 2021, followed by the decrease in 2022, relate to reduced program revenues planned for the impact of COVID-19. Other items include the $240,000 final phase-in of the net operating cost for Library Square and the addition of one staff member in 2021. The rest of the year-over-year increases are to maintain the existing services and are for salaries, benefits and inflation. Changes to the multi-year budget The Community Services budget is expected to continue to be impacted by COVID-19 in 2021. Both rental and program registration revenue projections were lowered for the first and second quarter of 2021. The third and fourth quarters are projected to return to normal revenue levels with the assumption that a vaccination for COVID-19 will begin to be administered part way through 2021. The lost revenues are offset by the Safe Restart funding, received by the Town in 2020, included in the Corporate Revenues & Expenditures budget in Tab 13. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 13,338.9 14,194.0 12,307.8 15,345.5 15,561.2 16,261.9 (5,437.9)(5,121.3)(2,555.0)(5,753.2)(4,646.9)(5,728.4) 7,901.0 9,072.6 9,752.8 9,592.3 10,914.2 10,533.4 % Tax Funded 59%64%79%63%70%65% $1,171.6 680.2 (160.5)1,321.9 (380.8) %14.8%7.5%(1.6%)13.8%(3.5%) Approved Outlook $10,208.3 10,535.0 Change to Approved $706.0 (1.6) *Net forecast as of August 31, 2020 Approved Budget Expenditures Non-Tax Revenues Net Tax Levy Net Budget Change $000's Net Actual Results Community Services 2021 to 2022 Budget Page 8-5 Community Services budget changes FTE $000's FTE $000's Final 2020 Budget 60 9,592.3 2020 Post-approval adjustment - 35.9 Starting Budget 60 9,628.3 62 10,914.2 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 218.1 - 102.6 Utilities and Heating Fuel - 73.0 75.2 Operating Materials - All - (1.3)- 15.9 Other Contracts - (40.5)- 65.8 Equipment Service Contracts - All - 1.0 - 1.0 Repair & Maintenance - All - 5.2 - 4.7 Revenue - All - (38.1)- (57.8) Leases Revenue - (67.2)- 103.9 Contributions to/from Reserves - 94.0 - 7.0 Other operating changes - 14.2 - 8.5 - 258.4 - 326.8 Maintaining Service Levels for Growth Facility Booking Administrator 1 68.2 - - Sport & Community Development Specialist conversion from contract to full-time position 1 100.9 - - Existing Contract funding - (100.9)- - Deck Supervisor P/T - 13.4 - - 2 81.6 - - Capital Investment Driven Operating Library Square Operating Increase - 240.0 - - - 240.0 - - 2020 Budget Approved Change 2 580.0 - 326.8 Changes to Multi-Year Budget: - Community programs reduced revenues and contract savings - 90.0 - (90.0) - Fitness programs reduced revenues - 165.0 - (165.0) - Aquatics programsreduced revenues and part-time salaries - 132.5 - (132.5) - Youth programs reduced revenues, contracts and part-time salaries - 12.5 - (12.5) - Seniors programs reduced revenues, contracts and part-time salaries - 54.0 - (54.0) - Facility rentals including ice rental - 253.6 - (253.6) Other minor adjustments - (1.6)- (0.0) - 706.0 - (707.6) Revised Budget Change 2 1,286.0 - (380.8) Approved Net Budget 62 10,914.2 62 10,533.4 2020 Approved Budget 62 10,208.3 62 10,535.0 2021 2022 COVID-19 net impacts: Page 8-6 2021 to 2022 Budget Community Services Continuing the key priorities of the multi-year budget Community Services plans to continue the initiatives included in the 2020 to 2022 Budget. Some of these key initiatives include: Library Square Project continues to be a priority for the Town The Library Square Project is the largest capital infrastructure project the Town has ever embarked on and will serve as a catalyst for downtown revitalization. The full scope of the project includes: • A 32,000 square foot addition to the Church Street School that features performance space, visual arts studios, museum storage, multi-purpose dance studio, program rooms, café and catering kitchen. • A vibrant open air square featuring amphitheatre, water feature, skating loop and seating areas. • An enclosed pedestrian link between the new facility and existing public library, with accessible connection to Yonge Street and downtown. • New library programming space and rooftop reading garden. Construction is slated to begin in the fall of 2020 with a completion date of 2022. The addition of a community space like Library Square will contribute to local economic activity and the growth of Aurora’s creative sector. Community Services needs to keep pace with growth Although COVID-19 will impact plans for 2021, Community Services continues to experience growth pressures affecting both operating and capital budgets. We will continue to work with private contractors, part-time staff, volunteers and community partners delivering exceptional programming. In order to prepare for the impact of growth pressures, we will be focused on the results obtained from an Outdoor Sports Field Study, Aquatics Feasibility Study and a User Fee Review which will help guide the future decisions for new recreation facilities. Community Services 2021 to 2022 Budget Page 8-7 2021 capital budget Overview Community Services plans to spend $32.8 million in 2021 on capital projects and $68.2 million in Capital Budget Authority. This includes $4.9 million for repair and replacement projects, $63.0 million for growth and new projects and $0.4 million studies and other. Capital programs The 2021 capital budget includes capital program approval for facilities repair and replacement capital projects. This will provide the Town the flexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2021 capital cash flow. Additional details on how capital programs will be managed can be found in Tab 4 - Capital Budget and the detailed list of projects in the program are included in Tab 18 - Repair & Replacement Capital. The 10-year capital plan The 10-year capital plan includes $104.8 million in capital projects. The 10-year plan will invest $12.9 million in Repair & Replacement capital which supports good asset management. This represents 12.4% of the 10-year plan. The first two years of the plan includes the planned spending for Library Square. 2021 capital budget authority Repair & Replacement 4,333.9 4,895.7 561.8 875.6 2,090.2 1,615.9 313.9 Growth & New 54,706.5 62,951.5 8,245.0 2,467.0 7,112.3 31,084.5 22,287.7 Studies & Other 285.0 375.0 90.0 -235.0 140.0 - Approved Budget 59,325.4 68,222.2 8,896.8 3,342.6 9,437.5 32,840.4 22,601.6 Capital Program Facilities R&R 4,020.3 4,562.1 541.8 652.2 2,000.0 1,595.9 313.9 Conditionally Approved Project - Requires a report back to Council before proceeding 72201 - Work Station Refresh Carpet Paint * Includes all active project budgets, adjustments to project budgets and new budget commitments Budget Change Actuals to Dec/19 2020 Forecast 2021 2022+($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Page 8-8 2021 to 2022 Budget Community Services Key capital initiatives in 2021 The capital plan for Community Services supports a combination of refurbishing existing assets while developing new assets to meet the growing community. The 2021 budget includes the following key projects to support these initiatives: Maintaining existing assets Community Services maintains the facilities for the Town of Aurora. These facilities include recreation centres, Town Hall and the Joint Operation Centre. In 2021 the maintenance on Town facilities includes: • Window replacement and sealant repairs on various facilities • Upgrade existing security systems • Concrete repair at facility entrances and walkways • Pylon signs replaced or added at various facilities • Building Condition Assessment and Energy Audits Developing new assets Community Services develops new assets that support recreation and culture for the Town. The 2021 budget includes starting the construction of the Library Square and consideration of the recommendations from the Aquatics, Outdoor Field and Gymnasium studies to determine next steps for future asset development. 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 140.0 ----100.0 -105.0 -- Growth & New 31,084.5 22,372.7 10,050.0 10,074.0 10,100.0 7,650.0 50.0 50.0 50.0 - Repair & Replacement 1,615.9 1,595.7 1,434.1 1,286.8 749.5 4,367.9 600.0 600.0 600.0 100.0 Total 32,840.4 23,968.4 11,484.1 11,360.8 10,849.5 12,117.9 650.0 755.0 650.0 100.0 - 5,000.0 10,000.0 15,000.0 20,000.0 25,000.0 30,000.0 35,000.0($000s) Community Services 2021 to 2022 Budget Page 8-9 Page 8-10 2021 to 2022 Budget Community Services Community Services initiatives Community: • Commencement of Library Square construction • Ongoing implementation of the Hybrid Governance Model for Library Square • Continued development of new multi-year plan for Museum • Update to the Cultural Master Plan and development of a Public Art Master Plan. • Advance recommendations from the Sport Plan • Consider results of the Outdoor Sports Field, Aquatics Feasibility and Gymnasium studies in order to guide the decisions for new recreation facilities • Development of resources and programming for persons with a disability to increase participation in recreation and sport • Continue to respond to the ongoing effects of COVID-19 by continuing programs such as Seniors Centre Without Walls and other modified programming, including community events. • Continue to build innovative partnerships in all areas of programming in order to diversify and ensure we reach the broadest segment of the Community as possible. Customer • Implement signature pads for registrations and contactless pay (debit/credit tap payment) opportunities at the recreation facilities • Implement a payment card system to replace drop-in program tickets • Complete the User Fee Review and Ability to Pay program • Continue to implement initiatives from the Parks and Recreation Master Plan • Transition from the Red Cross Learn to Swim program to Lifesaving Society’s Swim for Life program. Community Services 2021 to 2022 Budget Page 8-11 Community Services initiatives continued Modernization • Facility Condition Assessments will be completed to update the facility lifecycle information • Implement initiatives identified in the Energy Conservation and Demand Management Plan • Library Square project is designed to a high standard for environmental and sustainable features • Continue to develop program partnership opportunities with Niagara College • Review computerized Maintenance Management system • Continue to explore and develop opportunities for the community to access Aurora’s heritage through online initiatives People • Implement the recommendations from the Corporate Security Audit in support of safe workplaces and public facilities • Continue to encourage inter-departmental collaboration opportunities • Through the results of a space accommodation plan, continue with the Town Hall refresh project Page 8-12 2021 to 2022 Budget Community Services 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 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 registrati on, 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 20 part-time staff, but no dedicated administrative support. Administrative support functions are currently shared by all staff, with many functions currently co mpleted 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 ou r ability to deliver quality service in a timely manner. The three existing Facility Bookings Administrators currently manage a high volume of transactions that has almost doubled in the past few years, leaving little or no time available for other administrative func tions related to the role, including research tasks required to support various projects such as field development and other facility development initiatives. Recent examples include the Sports Field Development Strategy, Aquatics Feasibility Study, etc.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 202 1. 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, limiting the ability of this position to provide other needed support for the division and department . 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 F inancial 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. Community Services 2021 to 2022 Budget Page 8-13 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 and again in 2019, 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. Page 8-14 2021 to 2022 Budget Community Services 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 has been $103,400 annually. 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 on a regular basis. Staff will also be requesting the position become permanent during 2021 budget deliberations. 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 some of the deliverables of the sport plan to be addressed by June 2021, but many will still require work and most 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. Community Services 2021 to 2022 Budget Page 8-15 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 Page 8-16 2021 to 2022 Budget Community Services AS APPROVED ON DECEMBER 15, 2020 Page 9-2 2021 to 2022 Budget Corporate Services CORPORATE SERVICES Overview Corporate Services provides effective and efficient administrative support and customer service to the Corporation, Council, Committees and the Community. This department is also responsible for special projects and strategic initiatives that drive organizational excellence and innovation in support of being a progressive community with small town charm. Corporate Services organization The department has six divisions each under the leadership of a functional Manager who report to the Director and one division reporting directly to the Director. These divisions are: Legal Services provides a full range of legal services to the Corporation, Council and the Executive Leadership Team such as legal advice, interpretations and opinions, Legal Services is also responsible for reviewing agreements and by-laws, handling litigation and insurance claims and risk management matters. Legislative Services provides key administrative support services to Council and its Committees, many of which duties are statutory in nature as prescribed by the Municipal Act and other legislation. Legislative Services is also responsible for municipal elections, corporate records management and Freedom of Information requests under the Municipal Freedom of Information and Protection of Privacy Act. Human Resources provides services and support to the Corporation in respect of human capital investment. Services include Human Resources policy, compensation and benefits, talent management and recruitment, training and development, occupational health and safety, workplace wellness and employee and labour relations. Information Technology provides technology services and support to the business units, project services for all technology initiatives and IT infrastructure management. The IT division leads the Town’s effective and innovative use of technology to become a progressive municipality that delivers exceptional and modern digital services. Bylaw Services promotes healthy, safe and harmonious communities through education, investigation and resolution of bylaw related matters. Bylaw is directly responsible for property standards, clean yards, parking control and noise complaints, pool enclosure inspections and issuing business licences and temporary sign permits. Bylaw Services provides enforcement support to other divisions as requested such as tree removal, fouling of roads and other matters. Bylaw is leading a pilot shared services program providing Animal Services to three communities being Aurora, Newmarket and Georgina. Corporate Services 2021 to 2022 Budget Page 9-3 Access Aurora is the Towns Corporate customer care centre based on a “We Can Help” model. It serves the community through various channels such as phone calls, walk-ins, e-mails and at pop-up events throughout the year. Responsibilities include responding to general enquiries, customer complaint tracking, cashiering, marriage licenses and civil ceremonies, lottery licenses, road closure permits and corporate mail distribution. Corporate Initiatives has oversight of strategic initiatives and special projects that impact the organization as a whole. Areas of focus include Emergency Management, Excellence Canada initiatives, Accessibility, Diversity and Inclusion and the Project Management Office. These responsibilities fall directly under the Office of the Director. Corporate Services operating budget by division Budget ($000's) Legal Services 1,568.2 1,741.0 1,921.5 Legislative Services 741.7 790.5 814.8 Elections 92.5 92.5 110.0 Human Resources 961.1 1,093.6 1,115.7 Information Technology 3,109.8 3,301.4 3,461.0 Bylaw Services 635.7 664.9 697.8 Animal Services 265.6 271.3 277.4 Access Aurora 883.9 968.3 992.5 Corporate Initiatives 468.3 484.6 499.7 Approved Budget 8,726.9 9,408.0 9,890.4 Budget Change 681.1 482.4 2020 Approved Multi-Year Budget 9,577.0 9,957.6 Change to Multi-Year Budget (169.0)(67.2) Permanent Full-Time Staffing (FTE): Opening Staffing 47.0 52.0 56.0 New 2.0 4.0 2.0 Conversion 3.0 - - Approved Staffing 52.0 56.0 58.0 2020 Approved Multi-Year Budget 52.0 56.0 58.0 Change to Multi-Year Budget --- 20212020 2022 Page 9-4 2021 to 2022 Budget Corporate Services 2020 Accomplishments In 2020, Corporate Services accomplishments include: • Electoral System Review completed • Implementation of new meeting management software, e-scribe • Successful Implementation of the Corporate Technology Strategic Plan with many identified projects in the plan launched or active. Some projects were advanced due to COVID-19 • Development of Human Resources policies including all COVID-19 policies • Human Resources Information System (HRIS) scheduled to go live January 2021 • Employee Engagement Survey conducted • Commencement of a Diversity and Inclusion strategy • Development of an Information and Communication strategy to ensure compliance with AODA standards effective January 2021 • Monitoring, interpreting, advising and educating the Corporation and Community on Orders issued under the Emergency Management and Civil Protection Act • Continuation of Bylaw modernization ensuring we are progressive and meeting community needs • Development of a Corporate Integrated Business Plan in collaboration with the Corporate Management Team • Continued planning and project initiation in pursuit Excellence Canada Gold certification. Projects include an HR Plan, Change Management process, Innovation Platform, Customer Experience Plan and many more. • Customer Relations Management (CRM) optimization complete with automated escalation of neglected cases • Implementation of Project Management software creating a single repository of project scheduling and documentation for project tracking and reporting. Corporate Services 2021 to 2022 Budget Page 9-5 2021 to 2022 operating budget Overview The operating budget for Corporate Services is approved to increase by $681,100 in 2021 and $482,400 in 2022. These increases are mainly due to staffing requests related to modernization and growth. The Corporate Technology Strategic Plan has identified a significant gap in technology business solutions and identifies the need for additional resources over the next two years to deliver on major projects planned in the near future such as the financial system, Maximo optimization, process digitization and automation. Other staffing requests support growth both internally and externally in Human Resources, Legal Services, Bylaw Services and Access Aurora. Changes to the multi-year budget The approved budget for Corporate Services has decreased by $169,000 in 2021 and $67,200 2022. The main driver for the decrease in 2021 is due to a COVID-19 related delay of the implementation of the Human Resources Information System (HRIS) and savings in 2022 from the further refinement of the HRIS licensing fees requirement. These savings are helping to offset some of the revenue losses in other departments. There were also some other minor changes as shown in the table on the following page. Continuing the key priorities of the multi-year budget The 2021 to 2022 operating budget for Corporate Services focuses on modernization to meet internal and external needs and customer expectations, talent management to ensure the Corporation is able to attract and retain a skilled, high performing and diverse workforce, and the development of a risk management program to build corporate awareness, reduce liability and minimize risk. All initiatives are presented with the objective of ensuring the Town is equipped to deliver exceptional services that make people proud to call Aurora home. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 7,684.2 8,733.3 9,505.7 9,692.8 10,388.6 10,897.6 (573.3)(952.6)(817.3)(965.9)(980.7)(1,007.2) 7,111.0 7,780.7 8,688.4 8,726.9 9,408.0 9,890.4 % Tax Funded 93%89%91%90%91%91% $669.7 907.7 38.5 681.1 482.4 %9.4%11.7%0.4%7.8%5.1% Approved Outlook $9,577.0 9,957.6 Change to Approved $(169.0)(67.2) *Net forecast as of August 31, 2020 $000's Net Actual Results Approved Budget Net Budget Change Expenditures Non-Tax Revenues Net Tax Levy Page 9-6 2021 to 2022 Budget Corporate Services Corporate Services budget changes FTE $000's FTE $000's Final 2020 Budget 52 8,726.9 2020 Post-approval adjustment - 40.3 Starting Budget 52 8,767.2 56 9,408.0 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 200.0 - 85.5 Net Revenue Changes - (19.8)- (18.5) Insurance Fees - 60.8 - 66.8 Contracts (including software annual maintenance)- 41.1 - 2.9 Courses & Seminars (including Corporate Courses)- 0.6 - 1.1 Consulting - 20.0 - (10.0) Other operating changes - (48.4)- 51.0 - 254.3 - 178.8 Capital Operating Costs HRIS Maintenance & Support - 175.0 - - - 175.0 - - Maintaining Service Levels for Growth IT Positions (2) - Strategic Plan Implementation 1 111.8 1 111.8 HR Consultant 1 108.8 - - Legal Assistant 1 74.2 - - Uplift P/T Customer Service Representative to F/T 1 55.7 - - Legal Articling Student - -1 90.0 4 350.5 2 201.8 Enhancements and Transformation IT Enhancements - IT Strat Plan - 30.0 - - - 30.0 - - 2020 Budget Approved Changes 4 809.8 2 380.6 Changes to Multi-Year Budget: Insurance adjustor cost increase - 10.0 - - Bylaw vehicle supplies - 1.9 - (1.1) COVID-19 - Reduced marriage fees - 5.0 - (5.0) Other adjustments - (0.9)- (7.0) Deferral of subscription fees for HRIS project delay - (115.0)- 115.0 IT licensing fees adjusted for final HRIS agreement - (60.0)- Adjustment to telephone service agreement - (10.0)- - - (169.0)- 101.9 Revised Budget Change 4 640.8 2 482.5 Approved Net Budget 56 9,408.0 58 9,890.5 2020 Approved Budget 56 9,577.0 58 9,957.6 2021 2022 Corporate Services 2021 to 2022 Budget Page 9-7 Modernizing the Corporation will meet internal and external needs and customer expectations To be an efficient Municipality it is critical to have effective, integrated technology underpinning and powering the organization. Customer and staff expectations are influenced by their experience with technology. In order to provide high quality customer service, operational efficiency and maximum productivity technology must be leveraged to modernize business solutions, create efficiencies through digitalization, improve service delivery and create optimization through the collection and analysis of data. Implementation of the Technology Strategic plan is critical for modernization of all services. Talent management ensures that the Corporation is able to attract and retain a skilled, high performing and diverse workforce Human capital is one of the Corporation’s largest assets. A positive employee experience directly impacts and results in a positive customer experience, improved productivity and continuous improvement and organizational excellence. There are a number of initiatives that support an engaged workforce including conducting an employee engagement survey followed by action planning that will involve staff at all levels, development of a training and development program, and further enhancement of the Town’s Health, Safety and Wellness Program. The Excellence Canada journey for Gold will require a robust talent management strategy as the people driver is focused on the employee experience. A Corporate Risk Management Program will build corporate awareness and a resilient organization A Corporate Risk Management program is necessary to reduce liability and minimize risk. Building corporate awareness and consistency is key for success as everyone in the organization is a risk manager. Other initiatives that mitigate corporate risk include the creation and maturity of the Project Management Office, Occupational Health and Safety, and cybersecurity. Page 9-8 2021 to 2022 Budget Corporate Services 2021 capital budget Overview The Corporate Services department plans to spend $1.5 million in 2021 on capital projects and $6.3 million in Capital Budget Authority. This includes $4.2 million for repair and replacement projects, $1.6 million for growth and new projects and $0.6 million studies and other. The 10-year capital plan The 10-year capital plan includes $6.3 million in capital projects. The 10-year plan will invest $3.0 million in Repair & Replacement capital which supports good asset management. This represents 48% of the 10-year plan. Key capital initiatives in 2021 The capital plan for Corporate Services supports modernization and the customer experience. The 2021 budget includes the following key projects all to support these initiatives: Continued implementation of the Corporate IT Strategic Plan Projects identified for 2021 are focused on ensuring our technology infrastructure meets our current IT needs as some of the infrastructure is outdated and end of life. Other IT projects identified will provide the Town with tools necessary to be an effective and efficient municipality powered by technology as well as providing data that will drive business intelligence. Digitization is essential to ensure we are delivering exceptional services to our residents. Diversity and Inclusion Strategy Corporate Services plans to retain a consultant to assist with the development of a Diversity and Inclusion strategy with the objective to foster a greater sense of belonging within our workplace and our community. 2021 capital budget authority Repair & Replacement 3,235.0 4,150.9 915.9 1,865.8 1,143.9 744.8 396.5 Growth & New 1,390.9 1,565.9 175.0 673.2 361.7 531.0 - Studies & Other 535.0 555.0 20.0 101.1 194.9 253.0 6.0 Approved Budget 5,160.9 6,271.7 1,110.8 2,640.0 1,700.5 1,528.8 402.5 Conditionally Approved Project - Requires a report back to Council before proceeding 14047 - Computer & Related Infrastructure Renewal * Includes all active project budgets, adjustments to project budgets and new budget commitments 2022+($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021 Corporate Services 2021 to 2022 Budget Page 9-9 A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 10-year capital plan 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 253.0 113.0 153.0 150.0 100.0 245.7 58.3 -44.0 - Growth & New 531.0 325.0 215.0 600.6 250.0 100.0 60.0 60.0 -- Repair & Replacement 744.8 385.5 246.0 208.0 222.0 224.0 260.2 233.5 240.0 250.0 Total 1,528.8 823.5 614.0 958.6 572.0 569.7 378.5 293.5 284.0 250.0 - 200.0 400.0 600.0 800.0 1,000.0 1,200.0 1,400.0 1,600.0 1,800.0($000s) Page 9-10 2021 to 2022 Budget Corporate Services Corporate Services initiatives Customer • Customer Experience Plan implementation • Electoral System Review • Development of Corporate wide Risk Management Program Modernization • Implementation of the Technology Strategic Plan • Review and update of Bylaws including Licensing, Noise, Property Standards, and Clean Communities • Development of a Corporate Innovation platform People • Implementation of Human Resources Information System (HRIS) • Employee Engagement Survey and Action Plan • Development of a Human Resources Plan • Creation of a standard Change Management approach for project management • Development of a Diversity and Inclusion Strategy • Continue planning for the Excellence Canada Go for Gold certification with a goal of submitting in December of 2022 Corporate Services 2021 to 2022 Budget Page 9-11 Page 9-12 2021 to 2022 Budget Corporate Services 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 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. Recommendation Approve the positions as outlined in the IT Strategic Plan Report by Perry Group Consultants. Rationale/Benefits Corporate Services 2021 to 2022 Budget Page 9-13 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 Page 9-14 2021 to 2022 Budget Corporate Services 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 - Gross Expenditures ($000s): Impact of Not Proceeding Non-Tax Revenues ($000s): *Includes training, memberships, computer, space accommodation & other equipment 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. 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). 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 Alignment with Council Priorities Incremental Operating Budget Impact 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 Access Aurora - Customer Service CSR Uplift P/time to F/time Corporate Services Corporate Services 2021 to 2022 Budget Page 9-15 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 includesdata up to September 30th, 2019 68%Over all service Level 68%Over all service Level *2019 includesdata 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 cannot reach the caller waiting in the call centre queue in an efficient time. Byour 3rd quarter over 3500 callers had abandoned their calls due to waiting for a CSR to answer in less than 90 seconds Page 9-16 2021 to 2022 Budget Corporate Services 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. Corporate Services 2021 to 2022 Budget Page 9-17 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 2 4 6 8 10 0 2 4 6 8 10 Aurora…Aurora…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 Page 9-18 2021 to 2022 Budget Corporate Services 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. Corporate Services 2021 to 2022 Budget Page 9-19 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 Page 9-20 2021 to 2022 Budget Corporate Services 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). Corporate Services 2021 to 2022 Budget Page 9-21 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 Page 9-22 2021 to 2022 Budget Corporate Services AS APPROVED ON DECEMBER 15, 2020 Page 10-2 2021 to 2022 Budget Finance FINANCE Overview The Finance department develops financial policy and manages the tax payers’ purse for the Town of Aurora. The department works with both internal and external clients to support the Town in its financial goals. Internally, Finance provides strategic financial advice to help the Town achieve its goals in the short and the long-term. Finance also has a governance role to ensure regulatory requirements are met under the Municipal Act, Public Sector Accounting Board standards and the Procurement Bylaw. Finance organization The department has three main divisions, each headed by a manager which report to the Director/ Treasurer. These divisions are: Financial Management leads the strategic long-term planning, multi-year operating and capital budget and in-year forecast reporting for the Town. They perform analysis and recommendations in support of the Town’s fiscal policy. The team also manage the Town’s cash flow and investments to align with the Town’s reserve and investment strategies. Other responsibilities include grant management and playing a key supporting role of the Town’s capital asset management. Financial Reporting and Revenues is responsible for financial accounting and external reporting, expenditure management, protecting the Town's assets through development of financial policies, procedures and controls, and billing and collecting of Town's revenue sources (water, taxes, development charges etc.) Procurement Services manages the process for effective procurement of goods and services, promotes the principle of fair and open competition in the acquisition process, and adherence to Procurement By-law and Trade Treaties The table on the following page shows the breakdown of the budget for each Finance department division. Finance 2021 to 2022 Budget Page 10-3 2020 Accomplishments Finance is focused on modernizing processes and meeting the requirements of changing legislation. In 2020, the department’s accomplishments include: • Library Square procurement contractor prequalification and tender award • Led the development of the requirements for the Town’s financial systems replacement • Developed the Town’s first multi-year budget reaffirmation process • Modernized the Town’s capital planning framework • Supported the initiatives related to the impact of COVID-19 including additional financial reporting and the tax penalty relief program • Implemented the option for residents to opt into receiving their water bills via email • Completed the financial audit virtually • Ensured the Town’s continued legislation compliance with recent Bills 108/138/197 through the development of a new development charge policy for the Town. Finance operating budget by division Budget ($000's) Treasurer's Office 325.5 382.4 399.0 Financial Management 645.0 658.3 671.7 Financial Reporting and Revenues 573.3 639.1 680.3 Procurement Services 517.8 536.9 639.6 Approved Budget 2,061.5 2,216.8 2,390.6 Budget Change 155.3 173.8 2020 Approved Multi-Year Budget 2,160.3 2,334.7 Change to Multi-Year Budget 56.5 55.9 Permanent Full-Time Staffing (FTE): Opening Staffing 19.0 20.0 21.0 New 1.0 1.0 1.0 Conversion - - - Approved Staffing 20.0 21.0 22.0 2020 Approved Multi-Year Budget 20.0 21.0 22.0 Change to Multi-Year Budget --- 202220202021 Page 10-4 2021 to 2022 Budget Finance 2021 to 2022 operating budget Overview The operating budget for Finance is approved to increase by $155,300 in 2021 and $173,800 in 2022. Most of the increase in each year is to support growth and modernization within the department through the increase of one additional staff member in each year. The rest of the year -over-year increases are to maintain the existing services and are for salaries, benefits and inflation. Changes to the multi-year budget Changes to the multi-year budget include moving the audit budget from the Corporate Revenues & Expenditures budget to the Finance Department. This revised budget also includes an increase for license fees for tax assessment software which should help offset the impact of future tax losses from assessment appeals. These costs are offset through savings in consulting and a reduction to the in-year tax adjustments within the Corporate Revenues & Expenditures budget. The Finance budget also includes an increase for bank charges in 2021 and then some minor savings in 2022. Continuing the key priorities of the multi-year budget Finance plans to continue its planned initiatives that will modernize the finance function and help procurement keep up with the pace of growth. Procurement needs to keep pace with growth In Procurement the number of bids (requests for tender and proposal), the complexity of the bids and outside influences including trade treaties drive the workload. As the Town continues to grow, the complexity of the work in procurement is also increasing. The Procurement team is seeking to add a Procurement Analyst to the team in 2022. This role will help the team perform analysis on the current procurements, predict and plan for future procurement needs and help the team ensure that they are effectively procuring the goods and services to support the Town of Aurora. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 2,374.8 2,170.0 2,413.3 2,491.5 2,772.7 3,009.6 (254.9)(457.9)(298.2)(430.0)(555.9)(619.0) 2,119.9 1,712.1 2,115.1 2,061.5 2,216.8 2,390.6 % Tax Funded 89%79%88%83%80%79% $(407.8)403.0 (53.6)155.3 173.8 %(19.2%)23.5%(2.5%)7.5%7.8% Approved Outlook $2,160.3 2,334.7 Change to Approved $56.5 55.9 *Net forecast as of August 31, 2020 Net Tax Levy $000's Net Actual Results Approved Budget Expenditures Non-Tax Revenues Net Budget Change Finance 2021 to 2022 Budget Page 10-5 Finance budget changes FTE $000's FTE $000's Final 2020 Budget 20 2,061.5 2020 Post-approval adjustment - 12.1 Starting Budget 20 2,073.7 21 2,216.8 Budget Changes per 2020 Budget: Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 72.2 - 67.6 Revenue adjustments including lower tax & water certificate revenues - 13.1 - 13.0 Other operating changes - 1.3 - 3.0 - 86.6 - 83.6 Maintaining Service Levels for Growth Respond to growth in procurement needs and perform more analytics for an effective procurement process - Procurement Analyst -1 90.9 - -1 90.9 Enhancements and Transformation Leverage technology to streamline processes and enable more advanced financial analysis and reporting - Financial System & Policy Advisor 1 111.1 - - 2 year capital recovery - Financial System & Policy Advisor - (111.1)- - 1 -- - 2020 Budget Approved Change 1 86.6 1 174.5 Changes to Multi-Year Budget: Restatement of audit fees from Corporate Revenues & Expenditures - 40.9 - - Assessment analysis software offset by reduction to tax assessment losses and consulting - 8.0 - - Bank Charges - 7.6 - - Other minor adjustments - -- (0.7) - 56.5 - (0.7) Revised Budget Change 1 143.1 1 173.8 Approved Net Budget 21 2,216.8 22 2,390.6 2020 Approved Budget 21 2,160.3 22 2,334.7 2021 2022 Page 10-6 2021 to 2022 Budget Finance Modernizing finance will benefit the Town in the long term The Finance department budget will modernize the finance function at the Town. The department plans to begin doing more advanced longer-term analysis and implement the systems to enable the department to spend less time on routine tasks and more time on analysis. To do this, Finance obtained Council approval in 2020 for a Senior Financial Management Advisor and have included a Financial Reporting Advisor in the 2021 budget. Finance will also be continuing to modernize the financial systems of the Town. In 2019, the department began the process of assessing its current needs and what the Town will need in the future. This work continued into 2020. In 2021 Finance is planning to begin work on replacing the financial systems to enable staff to have better access to information by initiating the procurement process. A Financial Reporting Advisor will be key to effectively implementing and maintaining the new financial system. They will have the skills to manage the data in the systems to enable better and more effective reporting and assist with automation of many tasks. 2021 capital budget overview The Finance department plans to spend $2.5 million in 2021 on capital projects and $8.3 million in Capital Budget Authority. This includes $8.1 for repair and replacement projects and $185,000 for studies and other. The project for the advanced metering infrastructure remained conditionally approved as part of the budget process. A report back to Council is required before proceeding. The 10-year capital plan Finance’s 10-year capital plan includes $7.2 million in capital projects. The 10-year plan will invest $6.7 in Repair & Replacement capital which supports good asset management. This represents 94% of the 10-year plan. The plan continues to support the water meter replacement program and the five-year cycle of development charge studies. 2021 capital budget authority Repair & Replacement 4,295.8 8,087.3 3,791.5 2,180.7 537.5 2,361.5 3,007.6 Growth & New ------- Studies & Other 100.0 185.0 85.0 --185.0 - Approved Budget 4,395.8 8,272.3 3,876.5 2,180.7 537.5 2,546.5 3,007.6 Conditionally Approved Project - Requires a report back to Council before proceeding 43055 - Advanced Metering Infrastructure * Includes all active project budgets, adjustments to project budgets and new budget commitments Capital Budget Authority Cash Flow Actuals to Dec/19 2020 Forecast 2021 2022+Budget Change Capital Budget Authority* ($000s) 2021 BudgetPreviously Approved Budget Finance 2021 to 2022 Budget Page 10-7 Key capital initiatives in 2021 Finance’s capital plan supports financial systems, water meters and billing infrastructure and procurement modernization. It also includes funding in support of ensuring the Town’s continued compliance with the municipal asset management regulation. The 2021 budget includes the following key projects to support these initiatives: Financial system replacement In 2020 the Finance department worked with a consultant to help develop the requirements for a new financial system. In 2021, the department plans to move forward with the procurement of a new system and its implementation. This project is expected to continue through 2023. Water meter replacement and advanced metering infrastructure These projects support the replacement of water meters for both commercial and residential customers. The new meters are more accurate and precise in measuring water consumption. The advanced metering infrastructure will automate the collection of water meter reads enabling the Town to provide better customer service and address metering issues proactively. Procurement modernization This project supports the modernization of the procurement bylaw, process and templates. It will help the Town’s in the review of it’s processes and recommend changes to the bylaw to ensure the Town can procure goods and services in a fair, competitive and effective manner. A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 10-year capital plan 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 185.0 ----141.9 -100.0 -- Growth & New ---------- Repair & Replacement 2,361.5 1,840.1 665.0 502.5 455.9 233.0 238.1 243.3 200.0 - Total 2,546.5 1,840.1 665.0 502.5 455.9 374.9 238.1 343.3 200.0 - - 500.0 1,000.0 1,500.0 2,000.0 2,500.0 3,000.0($000s) Page 10-8 2021 to 2022 Budget Finance Finance initiatives Customer • Implement automated water metering technology to provide real time access to water usage to recognize water usage issues sooner and provide better customer service Modernization • Implement integrated financial systems which will automate the processes within Finance and create capacity within the department to do improved analysis and create better reporting tools • Continue to review and adapt the procurement process and bylaw to adapt to changing legislation and provide a fair and competitive process for procuring goods and services • Develop enhanced fiscal strategy policies for the Town to use in the development of budgets and management of funds People • Develop a financial management policy and training program to ensure non-financial staff have the tools and the know-how to manage their budgets and financial transactions Other—Legislated • Update the Development Charge bylaw in response to recent legislation changes and report on the feasibility of the Town proceeding with a new Community Benefit Charge versus its continuation with more traditional growth cost recovery tools. Second generation asset management plan The next phase of Ontario Regulation 588/17 Asset Management Planning for Municipal Infrastructure must be in place by July 1, 2021. This phase requires the linear asset (roads & related, and all underground infrastructure) categories include desired levels of service, current service level performance, asset replacement costs, average age and condition, as well as the maintenance plan to maintain the desired levels of service. To fund this project, with Council’s approval the Town will seek a grant through the Federation of Canadian Municipalities (FCM). Finance 2021 to 2022 Budget Page 10-9 Page 10-10 2021 to 2022 Budget Finance 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. Finance 2021 to 2022 Budget Page 10-11 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. These expertise will provide much 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 Page 10-12 2021 to 2022 Budget Finance 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 and efficient ways for the 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 and one (1) General Office Clerk (Contract). 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. Both Procurement Services and our Clients, would benefit from the addition of this analyst position as analytics will assist with increasing efficiencies of the Procurement Process. Finance 2021 to 2022 Budget Page 10-13 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 226 for 2019 and 179 for 2020 (to 09/15/20). This represents a monthly average of 12.5 in 2017 increasing to 18.8 in 2020 and this trend is expected to continue in 2021 to 2022. Request For Proposals (RFP) are much more complex and require additional time to complete. The number of RFPs is growing and expected to continue to increase. In the RFP process, Procurement Services works 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 40 3338 30 28 11 33 31 52 49 17 11 20 18 10 31 47 48 33 33 39 20 0 10 20 30 40 50 60 2017 2018 2019 2020 (to 09/15/20) Axis Title RFP RFQ RFT Co-op SS/Sole Ext Page 10-14 2021 to 2022 Budget Finance AS APPROVED ON DECEMBER 15, 2020 Page 11-2 2021 to 2022 Budget Operational Services OPERATIONAL SERVICES Overview Operational Services is responsible for ensuring our community has access to high-quality natural and urban environments, design, construction and maintenance of parks, clean, safe and modern roads, sewers, waste collection and safe water delivery. Operational Services supports internal clients by providing fleet management services and equipment procurement and maintenance. The department is also responsible for some major facility construction. Operational Services organization Our goal is to provide excellent customer service and the continuous uninterrupted delivery of safe roads, drinking water and sewer infrastructure indefinitely. The department delivers services and provides support to clients through five organizational divisions: Roads is responsible for the maintenance and repair of all roads related infrastructure including winter snow removal and salting operations in accordance with our Municipal Standards and the Provincial Minimum Maintenance Standards. Roads also performs the ongoing inspection and repair of all hard surface infrastructure that falls outside of the Town’s 10-Year Capital infrastructure repair and replacement forecast. The division manages and administers multiple operational contracts associated with winter road and sidewalk maintenance, curb and sidewalk repair and replacement, asphalt crack sealing, storm water catch basin/manhole cleaning and rehabilitation. Solid Waste and Recycling is responsible for coordinating the ongoing collection of household solid waste, recycling (blue bins), organics (green bins), yard waste and large household appliances (white goods). Coordinating solid waste and recycling involves monitoring the day-to- day collections routes, managing contractor performance, detailed analysis of material weigh bills and reconciliation of invoices for the Town of Aurora portion of the N6 waste and recycling collection costs. The division also provides a high-level of customer service in dealing with the many enquiries, complaints and issues raised by residents. Parks is responsible for delivery of ongoing operational maintenance of Town parkland including playgrounds, trails, sport facilities, turf maintenance, garbage collection, horticultural and arboricultural operations. The division does this while providing quality recreation amenities for residents. The team also manages capital delivery of projects and assets while working to provide responsible environmental stewardship and sustainability of green spaces. Fleet ensures equipment/vehicles are serviced, in good operating condition and available for frontline staff to deliver municipal service within Parks, Roads, Water/Wastewater, Facilities and Bylaw Divisions of the corporation. This includes administration, capital and operational planning, preventive maintenance and control of materials/fuel/equipment. Operational Services 2021 to 2022 Budget Page 11-3 Operational Services operating budget by division Water, Wastewater and Stormwater is responsible for providing high-quality and safe drinking water which complies with all applicable legislation and the Town’s own stringent Drinking Water Quality policies which are subject to internal and external annual audits. The division performs all aspects of wastewater and storm sewer inspections and repairs and is also responsible for the inspection, maintenance and repair of the Town’s inventory of Storm Water Management Facilities. Some of the activities performed by this division include continual water quality testing for free chlorine residuals, flushing of water mains to maintain water quality, water service connection and main repairs and water main valve exercising (opening and closing the valve). Tax-Funded Budget ($000's) Operational Services Administration 299.8 390.4 397.9 Fleet & Equipment 837.2 872.4 894.1 Snow Management 1,662.5 1,685.8 1,728.9 Road Network Operations 2,652.1 2,739.7 2,780.2 Parks & Open Spaces 2,654.8 2,787.7 2,997.6 Waste Management 2,373.3 2,568.3 2,727.7 Approved Budget - Tax Levy 10,479.8 11,044.2 11,526.5 Budget Change 564.4 482.3 2020 Approved Multi-Year Budget 11,033.3 11,556.8 Change to Multi-Year Budget 10.8 (30.3) User Rate-Funded Budget ($000's) Water 11,552.1 11,526.7 11,754.9 Wastewater 14,741.6 14,307.5 14,595.8 Stormwater 2,511.7 2,519.2 3,410.3 Approved Budget - Rate Revenue 28,805.4 28,353.4 29,761.1 Budget Change (452.0)1,407.7 2020 Approved Multi-Year Budget 30,474.6 31,504.4 Change to Multi-Year Budget (2,121.2)(1,743.3) Permanent Full-Time Staffing (FTE): Opening Staffing 52.0 54.0 55.0 New 1.0 1.0 1.0 Conversion 1.0 - - Approved Staffing 54.0 55.0 56.0 2020 Approved Multi-Year Budget 54.0 55.0 56.0 Change to Multi-Year Budget --- 2020 2021 2022 Page 11-4 2021 to 2022 Budget Operational Services 2021 to 2022 operating budget Overview The operating budget for Operational Services is approved to increase by $564,400 in 2021 and $482,300 in 2022. Most of the increases are inflationary in nature to maintain the status quo. These increases include salaries and benefits for existing staff and contract increases for waste management and parks. To continue to provide excellent service, Operational Services plans to add a flex serviceperson in 2021 and a parks operator in 2022. The Operational Services budget also includes water, wastewater and stormwater. The budget for these services is fully offset by user rates and has no net tax levy impact. 2020 Accomplishments In 2020, the Operational Services accomplishments include: • Wildlife Park-Phase 1 construction started on the establishment of the trail system through the Wildlife Park during the spring and summer • Staff completed a recycling audit of Blue Box Contamination within the community and will be preparing an information presentation to Council on our findings • Fire Station 4-5 construction started on May 20, 2020 with an anticipated completion date of January 2022 • Staff were redeployed and reassigned to address priority maintenance issues such as grass cutting, horticulture, park closures and subsequent openings related to COVID-19 • Lake Simcoe Region Conservation Authority (LSRCA) partnership for storm water management Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 36,526.0 38,495.2 39,725.6 40,920.1 40,912.2 42,823.8 (26,516.3)(27,941.8)(29,457.8)(30,440.3)(29,868.1)(31,297.4) 10,009.7 10,553.4 10,267.8 10,479.8 11,044.2 11,526.5 % Tax Funded 27%27%26%26%27%27% $543.7 (285.6)212.0 564.4 482.3 %5.4%(2.7%)2.1%5.4%4.4% Approved Outlook $11,033.3 11,556.8 Change to Approved $10.8 (30.3) *Net forecast as of August 31, 2020 Net Budget Change Expenditures Non-Tax Revenues Net Tax Levy Approved Budget$000's Net Actual Results Operational Services 2021 to 2022 Budget Page 11-5 Operational Services budget changes—tax funded budget FTE $000's FTE $000's Final 2020 Budget 54 10,479.8 2020 Post-approval adjustment - 25.4 Starting Budget 54 10,505.2 55 11,044.2 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 112.7 - 115.3 Recycling Contract Increase - 82.9 - 89.0 Fleet Repairs and Supplies - 10.0 - 10.0 Fuel Increase - (5.0)- 5.0 Operating Materials Increase - 21.0 - 11.3 Winter Maintenance Contract Increase - -- 22.4 Garbage Contract Changes - 101.2 - 130.1 Streetlight Contract Reduction - 1.6 - 1.6 Parks Revenues - Landscape Fee Revenues and Site Plan Applications - 23.7 - - Other Revenues - (1.6)- (1.6) Utilities - 20.0 - 20.0 Other operating changes - 18.1 - (0.5) - 384.6 - 402.7 Maintaining Service Levels for Growth Recycling Contract 37.8 37.8 Parks Students 24.4 - - Flex Service Person - Full-Time 1 81.3 - - Parks Operator - Full-Time - 1 83.0 1 143.5 1 120.8 2020 Budget Approved Changes 1 528.1 1 523.5 Changes to Multi-Year Budget: Contract increases streetlights - 28.4 - 8.4 Contract increases crossing guards - 20.0 - - Parks building repairs and maintenance - 18.0 - 59.0 Waste collection recycling contracts - (30.0)- (100.0) Roads revenues - (22.0)- (0.8) Other savings-fleet - (3.6)- (7.8) - 10.8 - (41.2) Revised Budget Change 1 538.9 1 482.3 Approved Net Budget 55 11,044.2 56 11,526.5 2020 Approved Budget 55 11,033.3 56 11,556.8 2021 2022 Page 11-6 2021 to 2022 Budget Operational Services Changes to the multi-year budget tax funded budget The budget increases by $10,800 in 2021 and decreases by $30,300 on the tax levy compared to the budget approved for these years in the previous 2020 to 2022 Budget. These changes include additional costs for the repairs and maintenance of parks buildings which are mostly offset in 2021 and fully offset in 2022 by adjustments to waste collection contracts. Water, wastewater and stormwater is fully funded by user rates The costs for water, wastewater and stormwater do not impact the Town’s tax levy. They are recovered from metered rates for water and wastewater and a monthly charge for stormwater which are discussed further in Tab 3—Operating Budget. Changes to the multi-year user rate funded budget The budget decreases by $2.1 million in 2021 and $1.7 million in 2022 compared to the budget approved last year for water, wastewater and stormwater as shown on the table below and on the following page. There are three factors that are driving this change to the rate budget. The most significant being the cost of water and wastewater from York Region. Since 2016 the Region has increased their wholesale rates by nine percent per year to contribute to future asset management needs. In Operational Services budget changes—rate funded budget $000s 2021 2022 Starting Budget - Rate Revenue 28,805.4 28,353.4 Salary & Wages including COLA, step increases and other approved staffing actions 31.9 33.4 Wholesale Water and Treatment - York Region 730.3 753.8 Revenue for Ownership Change Fees (20.0)(20.0) Adjustment to cost reallocations/overhead 65.5 47.2 Reduction in resale water meters and revenue 150.0 - Contributions to Reserve 450.0 (50.0) Inflationary pressures on maintenance contracts 252.8 257.4 Other miscellanous base pressures 8.8 8.1 -- 2020 Budget Approved Changes 1,669.2 1,029.9 Changes to Multi-Year Budget: Reduction to wholesale cost for water and wastewater from York Region in 2020 (1,631.4)(61.9) Adjustment to correct billing volume for storm water rates (439.8)439.8 Reduction of maintenace contracts (50.0)- (2,121.2)377.9 Revised Budget Change (452.0)1,407.7 Proposed Net Budget 28,353.4 29,761.1 2020 Approved Budget 30,474.6 31,504.4 Operational Services 2021 to 2022 Budget Page 11-7 Water, wastewater and stormwater 2021 to 2022 budget Budget Forecast*Change Outlook Budget Change Outlook Budget Change Water 7,569.5 7,567.0 (2.5)7,913.5 7,388.6 (524.9)8,156.7 7,575.7 (581.0) Aurora Costs: Operations & Maint.923.0 901.8 (21.2)927.2 877.2 (50.0)962.6 912.6 (50.0) Billing & Admin 1,382.4 1,166.9 (215.5)1,417.9 1,417.9 -1,417.9 1,417.9 - Corporate Overhead 749.1 749.1 (0.0)784.9 784.9 -810.6 810.6 - Reserve Contribution 1,700.0 1,525.9 (174.1)1,700.0 1,700.0 -1,700.0 1,700.0 - Revenues & Recoveries (771.9)(366.4)405.5 (641.9)(641.9)-(661.9)(661.9)- 11,552.1 11,544.3 (7.8)12,101.6 11,526.7 (574.9)12,386.0 11,754.9 (631.0) Wastewater 11,459.3 10,934.9 (524.4)11,845.6 10,739.1 (1,106.5)12,356.2 11,243.9 (1,112.3) Aurora Costs: Operations & Maint.1,225.7 815.0 (410.7)1,233.9 1,233.9 -1,247.3 1,247.3 - Billing & Admin 261.4 261.4 -261.4 261.4 -261.4 261.4 - Corporate Overhead 585.2 585.2 0.0 613.1 613.1 -633.2 633.2 - Reserve Contribution 1,300.0 1,633.5 333.5 1,550.0 1,550.0 -1,300.0 1,300.0 - Revenues & Recoveries (90.0)(92.9)(2.9)(90.0)(90.0)-(90.0)(90.0)- 14,741.6 14,137.1 (604.5)15,414.0 14,307.5 (1,106.5)15,708.1 14,595.8 (1,112.3) Stormwater -------- Aurora Costs: Operations & Maint.770.8 728.9 (42.0)1,016.4 1,016.4 -1,266.5 1,266.5 - Billing & Admin 105.4 105.4 -105.4 105.4 -105.4 105.4 - Corporate Overhead 36.4 36.4 (0.0)38.2 38.2 -39.5 39.5 - Reserve Contribution 1,600.0 1,185.8 (414.2)1,800.0 1,360.2 (439.8)2,000.0 2,000.0 - Revenues & Recoveries (1.0)-1.0 (1.0)(1.0)-(1.0)(1.0)- 2,511.7 2,056.5 (455.2)2,959.0 2,519.2 (439.8)3,410.3 3,410.3 - Total Rate Budget 19,028.8 18,501.9 (527.0)19,759.1 18,127.7 (1,631.4)20,512.9 18,819.6 (1,693.3) Aurora Costs: Operations & Maint.2,919.5 2,445.7 (473.9)3,177.5 3,127.5 (50.0)3,476.3 3,426.3 (50.0) Billing & Admin 1,749.2 1,533.7 (215.5)1,784.7 1,784.7 -1,784.7 1,784.7 - Corporate Overhead 1,370.7 1,370.7 (0.0)1,436.2 1,436.2 -1,483.3 1,483.3 - Reserve Contribution 4,600.0 4,345.2 (254.8)5,050.0 4,610.2 (439.8)5,000.0 5,000.0 - Revenues & Recoveries (862.9)(459.3)403.6 (732.9)(732.9)-(752.9)(752.9)- 28,805.4 27,737.9 (1,067.5)30,474.6 28,353.4 (2,121.2)31,504.4 29,761.1 (1,743.3) 1,669.2 (452.0)(2,121.2)1,029.8 1,407.7 377.9 * Forecast as of August 31, 2020 Budget Change Wholesale Cost Approved Rate Budget Wholesale Cost Stormwater Revenue York Region: York Region: 202220202021 Wholesale Cost York Region: York Region: Wastewater Revenue $000's Wholesale Cost Water Revenue Page 11-8 2021 to 2022 Budget Operational Services 2020, due to the financial impact on residents as a result of COVID-19, York Region cancelled their planned nine percent increase. This budget assumes that the future years increase for the wholesale cost of water and wastewater will be 2.9 percent as originally planned by York Region in their 2015 rate study. York Region is expected to bring forward their proposed rates to their Council in the fall of 2020. Should York Region charge an increase less than the 2.9% assumed in this budget, then the Town may update its rates charged for water and wastewater when the bylaw is brought forward for water, wastewater and stormwater rates in early 2021. The budget also includes a reduction to the contribution to reserves for stormwater. This is due to a correction for the calculation of the rates in the 2020 to 2022 Budget. This is discussed further in Tab 3—Operating Budget. The third change to the outlook includes a reduction of $50,000 for contract costs in the water budget. Continuing the key priorities of the multi-year budget The 2021 to 2022 operating budget for Operational Services continues to include initiatives that will maintain infrastructure and manage future budget pressures. Maintaining roads infrastructure Roads Operations is focused on completing the State of the Infrastructure Report and Rehabilitation Strategy. Findings to date indicate that there is a significant backlog of degraded infrastructure, primarily curbs, sidewalks, storm water catch basins and retaining walls throughout the municipality. These issues must be addressed in an effort to extend the useful life of this infrastructure, adhere to Provincial Minimum Maintenance Standards and manage risk. Implement recommendations from the Fleet Management Review Study The Fleet Management Review Study was completed in fall of 2019. It included recommendations to manage the Town’s fleet. These recommendations, along with the hiring of a new Fleet Supervisor last fall, enables the division to address financial and administrative measures, allow for increased efficiency and productivity while providing key fleet user groups the equipment and resources needed. Implementation of the recently revised backflow prevention program The recently revised program will involve over 600 commercial and industrial establishments and other users whose premises or business uses have been deemed potentially high risk to the municipal water supply. Backflow prevention ensures that water on private property does not get returned to the public water system. This program focuses on maintaing water quality. Investigating water loss In 2018, the percentage of water loss within our system was 11.1%. York Region has indicated that this is within municipal standards and represents a well managed system. Water loss can be Operational Services 2021 to 2022 Budget Page 11-9 attributed to a number of factors such as hydrant flushing, fire suppression leaks, water main breaks, faulty meter readings, construction activity and theft. Staff have implemented an audit process for water consumption as a result of ongoing maintenance and fire suppression as well as a meter replacement for residential risks. Staff are also considering additional programs such as flow monitoring and commercial meter replacement to further address the water loss issue. Current Stormwater Management Facility inventory needs to be properly maintained Some of our current inventory of Storm Water Management facilities have seen minimal maintenance for many years such that staff have identified a common theme where many of the 64 facilities require moderate and in some cases major maintenance in order to achieve the maximum performance and effectiveness to treat stormwater run off. Roads Operations staff have been developing a strategy in partnership with Lake Simcoe and Region Conservation Authority to implement a multi-year Stormwater Management Facility Maintenance Management Plan. The plan involves a full review of all facilities, prioritizing works and conducting annual maintenance projects all aimed at improving functionality and water quality entering the Holland river watershed. Continue CCTV inspection of all sanitary and storm sewer infrastructure The Water/Wastewater division has implemented a ten-year cyclical CCTV infrastructure inspection program of all sanitary and storm sewer infrastructure where 1/10 of the infrastructure is camera inspected each year for defects and any irregularities that may lead to major failures as well as system leaks. This recorded data and field reports are scrutinized by staff in both Operational Services and Planning and Development Services to identify localized minor problems and larger future capital works needs where major rehabilitation may be necessary. The program also supports York Region’s Infiltration and Inflow (I&I) reduction program. Innovative and cost-effective solutions to disposing of catch basin cleaning effluent Roads Operations continues to maintain our inventory of storm water catch basins by completing a maintenance cycle once every four years. This involves a process of vacuuming the sumps of each basin whereby both liquids and solids are removed from the basin. The liquid generated must be decanted from the vacuum truck in accordance with York Region’s Sewer bylaw and the Ministry of the Environment regulations .Then the liquid must be transported to a licenced and certified disposal site effectively tripling the cost of storm water catch basin cleaning. Staff are currently conducting test trials of equipment to clarify catch basin water. The equipment is designed to treat and clarify dirty water so that it can be safely returned to either the wastewater or stormwater systems making disposal of the liquid much cheaper. Staff will be working with York Region and the province on approvals to decant clarified storm water into the sanitary and or storm water system. Page 11-10 2021 to 2022 Budget Operational Services 2021 capital budget Overview The Operational Services department plans to spend $15.7 million in 2021 on capital projects and includes $35.2 million in Capital Budget Authority. This includes $20.1 million for growth and new projects, $14.9 million for repair and replacement projects and $0.2 million for studies and other projects. Capital programs The 2021 capital budget includes capital program approval for fleet repair and replacement capital projects. This will provide the Town the flexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2021 capital cash flow. Additional details on how capital programs will be managed can be found in Tab 4 - Capital Budget and the list of projects in the program are included in Tab 18 - Repair & Replacement Capital. The 10-year capital plan The 10-year capital plan includes $48.3 million in capital projects. The 10-year plan will invest $23.1 million in Repair & Replacement capital which supports good asset management. This represents 48% of the 10-year plan. Key capital initiatives in 2021 The capital plan for Operational Services supports the ongoing repairs to roadway infrastructure, engineered walkways, park development and fleet and trails. The 2021 budget includes the following key projects: 2021 capital budget authority Repair & Replacement 12,756.5 14,874.3 2,117.8 7,443.0 1,359.3 5,658.1 413.9 Growth & New 16,702.2 20,072.2 3,370.0 5,159.8 3,440.2 10,047.2 1,425.0 Studies & Other 212.4 212.4 -96.7 115.7 -- Approved Budget 29,671.1 35,158.9 5,487.8 12,699.6 4,915.2 15,705.3 1,838.9 Capital Program Fleet R&R 1,518.7 2,006.5 487.8 -67.8 1,674.8 263.9 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021 2022+ Operational Services 2021 to 2022 Budget Page 11-11 Wildlife Park-Phase 2 Continued implementation of the Wildlife Park Master Plan. The final phase of construction will occur in 2021 including the wetland component, additional trails/boardwalk and interpretive signage. Emerald Ash Borer Implementation of year nine of the Emerald Ash Borer Management Plan, involving the continued treatment of approximately 2,200 ash trees on municipal streets and in parks. This project mitigates the risk associated with trees in decline and includes replanting to ensure our canopy cover remains intact. Fleet Continued reinvestment in fleet through ongoing management of capital replacement of aged assets ensuring established service levels are met and acquisition of new assets to meet growth needs/ increased service levels. Trails development Trail construction to provide off-road connectivity, as per the master plan, supporting recreation activities and the health/wellness of residents. New trails being constructed include Degraaff Cresent, Mattamy Phase 4/5 and Joseph Hartman. Stormwater management pond inspections & maintenance Operational Services has initiated a multi-year stormwater management pond inspection and maintenance project. This is a partnership project with Lake Simcoe Regional Conservation 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other --15.0 200.0 -166.2 ---- Growth & New 10,047.2 2,795.0 800.9 2,979.9 3,219.6 1,589.7 96.0 577.5 96.0 2,669.7 Repair & Replacement 5,658.1 1,758.9 1,458.9 789.7 1,149.0 7,004.6 1,559.5 976.1 974.7 1,745.7 Total 15,705.3 4,553.9 2,274.8 3,969.6 4,368.6 8,760.5 1,655.5 1,553.6 1,070.7 4,415.4 - 2,000.0 4,000.0 6,000.0 8,000.0 10,000.0 12,000.0 14,000.0 16,000.0 18,000.0($000s) Page 11-12 2021 to 2022 Budget Operational Services Authority (LSRCA), where the conservation authority will conduct an in depth inspection and evaluation of all 64 storm water management facilities within the Town. In 2020 the work included the evaluation of the highest priority stormwater management facilities. Work scheduled for 2021 will include implementing high priority maintenance and mitigation actions being recommended by LSRCA and the resumption of stormwater management facility inspections delayed as a result of Covid 19. Protective barriers on Yonge Street and Kennedy Street This project includes a major restoration of the protective barriers on the east and west side of Yonge Street north of Orchard Heights Boulevard at the stream crossing and on the north side of Kennedy Street West of George Street at the creek crossing. Delays in soil investigations and from COVID-19 have made this work a high priority due to their failed condition and potential safety risk. The final design and tendering was completed in 2020; the site work will be done during the spring through summer of 2021. Engineered walkway repair and restoration This project is the continuation of the multi-year engineered walkway restoration and repair project as presented in the 2020 Capital budget. The work started in 2020 with the removal and replacement of the engineered walkway leading from Old Yonge Street to Yonge Street. This walkway was identified in the Walkway Condition report as the highest priority due to its very advanced deterioration. This project will resume for 2021 and beyond resulting in the reduction of the very long standing backlog of failed engineered walkways being restored and made safe for public passage. Fire station 4-5 The construction of fire hall 4-5 which started on May 20, 2020 is anticipated to be complete by January 2022. The rough grading and service connections are completed and the foundation work is in progress. Operational Services 2021 to 2022 Budget Page 11-13 Operational Services initiatives Community: • Ongoing trail development (Kwik Kopy, Mattamy, Degraff) • Continuation of Emerald Ash Borer (EAB) injection program • Hallmark lands development – construction of two ball diamonds • Fire Station 4-5 • Phase 2 development of Wildlife Park Customer • Creation and implementation of Encroachment Bylaw • Implementation of improved Waste Initiatives • Implementation of Backflow Prevention Program (BFPP) Modernization • CCTV infrastructure Inspection Program • Explore a Green Fleet strategy for future consideration and implementation • Implement Storm Water Management Facility inspection and maintenance protocol • Complete testing and potential implementation of storm water catch basin decanting clarifier system • Inventory of street lights Page 11-14 2021 to 2022 Budget Operational Services 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 - 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 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 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 Operational Services 2021 to 2022 Budget Page 11-15 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 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. 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) Page 11-16 2021 to 2022 Budget Operational Services 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 Operational Services 2021 to 2022 Budget Page 11-17 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 Page 11-18 2021 to 2022 Budget Operational Services AS APPROVED ON DECEMBER 15, 2020 Page 12-2 2021 to 2022 Budget Planning & Development Services PLANNING & DEVELOPMENT SERVICES Overview Planning and Development Services manages the growth and physical form of the Town of Aurora through land use and infrastructure planning in addition to administering the Ontario Building Code. Planning & Development Services provides professional planning advice to Council, Town departments, the public and Council endorsed committees on a variety of planning, engineering and policy matters including Planning Act Applications. In addition, public input is actively solicited on land use related to development applications and policy reviews. Heritage Planning oversees the Town’s heritage portfolio proactively identifying and conserving significant heritage resources. Planning and Development Services provides its activities and support to internal and external clients through four divisions: Development Planning, Policy Planning & Economic Development, Engineering and Capital Delivery and Building. Planning & Development Services organization Planning & Development Services is comprised of four multi-disciplinary divisions each headed by a manager who reports directly to the Director, Planning & Development Services. These divisions are: Development Planning is responsible for processing development applications in accordance with the goals and objectives of the Town’s Official Plan, particularly: re-zoning, official plan amendments, subdivisions, site plans and committee of adjustment applications in accordance with the requirements of the Planning Act and provincial policy. Heritage planning oversees the Town’s heritage portfolio playing an active role in the identification and conservation of significant heritage resources. Policy Planning & Economic Development is responsible for updating the Town’s Official Plan and secondary plans to ensure conformity with provincial plans and the Region of York Official Plan. Other responsibilities include long range planning, growth management, policy reviews and special studies. The division is also responsible for implementing the economic development strategic plan, reviewing appraisals and acquiring and disposing of real property interests. Engineering & Capital Delivery is responsible for the delivery of capital projects, engineering design standards, review tendering, construction, contract administration/inspection and asset management of the Town’s infrastructure (roads, bridges, sidewalks and streetlights). Other responsibilities include traffic and transportation management, energy and climate change planning. Building is responsible for the administration of the Ontario Building Code including Aurora’s comprehensive zoning by-law. The division issues building permits and provides inspections for all new or renovated buildings within the Town of Aurora to ensure buildings are constructed to meet the health and safety provisions of the Ontario Building Code, the Building Code Act and other applicable law and standards. Planning & Development Services 2021 to 2022 Budget Page 12-3 2020 Accomplishments In 2020, Planning & Development Services accomplishments include: • Established a building permit process to receive applications during the closing of Town Hall due to COVID-19 • Developed a procedure for virtual/remote inspections during COVID-19 • Completed the construction of the Kitimat Crescent sidewalk • Established virtual Committee of Adjustment meetings in partnership with the Clerk’s office • Implemented a process for accepting new planning applications and re-submissions in both digital and hard copy • Economic Development restarted the Business Visitation Program to meet with local businesses in support of their recovery including the administration of the patio extension program Budget ($000's) Development Planning (442.2)(429.4)(580.5) Policy Planning & Economic Development 729.7 761.1 798.8 Engineering & Capital Delivery 493.9 518.8 629.4 Building 614.2 617.2 473.7 Contribution to/from Building Reserve (614.2)(617.2)(473.7) Proposed Budget 781.5 850.5 847.7 Budget Change 69.0 (2.7) 2020 Approved Multi-Year Budget 786.8 854.7 Change to Multi-Year Budget 63.7 (7.0) Permanent Full-Time Staffing (FTE): Opening Staffing 46.0 46.0 46.0 New --1.0 Conversion --- Reduction - Building Services -(2.0)- Proposed Staffing 46.0 44.0 47.0 2020 Approved Multi-Year Budget 46.0 46.0 47.0 Change to Multi-Year Budget -(2.0)- 2020 2021 2022 Planning & Development Services budget by division Page 12-4 2021 to 2022 Budget Planning & Development Services 2021 to 2022 operating budget Overview The operating budget for Planning & Development Services is approved to increase by $69,000 in 2021 and decrease by $2,700 in 2022. The challenges faced by Planning & Development Services is that while revenues are declining the workload will continue to be demanding. This is because infill proposals are more complex and require additional staff time given the changing requirements of provincial policy and plans. Salaries, benefits and inflation are the primary reasons for annual increases to the operating budget, these are offset by revenues collected for planning and development reviews. An Administrative Assistant is requested for 2022 to provide support to the Engineering and Capital Delivery Division. This position will take on the administrative work currently being performed by professional and technical staff related to the delivery of the 10-year capital plan, inspections for new development, asset management, traffic, energy and climate change planning. Changes to the multi-year budget The impact of COVID-19 is driving the increase to this budget in 2021. COVID-19 is expected to continue to have an impact of $70,700 on development planning revenues which is expected to rebound in 2022. These costs are offset by the Safe Restart funding received by the Town in 2020 and shown in the Corporate Revenues & Expenditures budget in Tab 13. Continuing the key priorities of the multi-year budget The 2021 to 2022 operating budget will continue to include initiatives that will serve to modernize the processing of development applications and reflect an updated fee structure for the Town. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 6,003.8 5,111.9 5,172.1 5,776.0 6,041.9 6,361.9 (6,165.7)(4,516.4)(4,661.9)(4,994.6)(5,191.4)(5,514.2) (161.8)595.5 510.2 781.5 850.5 847.7 % Tax Funded (3%)12%10%14%14%13% $757.3 (85.3)271.3 69.0 (2.7) %(467.9%)(14.3%)53.2%8.8%(0.3%) Approved Outlook $786.8 854.7 Change to Approved $63.7 (7.0) *Net forecast as of August 31, 2020 $000's Net Budget Change Non-Tax Revenues Net Tax Levy Net Actual Results Approved Budget Expenditures Planning & Development Services 2021 to 2022 Budget Page 12-5 Planning applications and building permits Continue to process planning applications, building permits and undertake building inspections to ensure the health and safety and well being of the public in a timely and efficient manner that respects the legislative requirements and timelines of the Planning Act and the Ontario Building Code. Capital asset management Continue to deliver the Town’s 10-year capital program in accordance with the Town’s asset management plan and the Council approved capital budget to ensure that desired asset service levels are maintained, creating safe and sustainable municipal infrastructure. Planning & Development Services budget changes FTE $000's FTE $000's Final 2020 Budget 46 781.5 2020 Post-approval adjustment - 6.5 Starting Budget 46 788.0 44 850.5 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 113.2 - 115.6 Contracts - 0.8 - 0.8 Consulting - 0.1 - 0.1 Development application revenues - (78.4)- (47.9) Engineering fee revenues - (17.3)- (51.0) Other revenues - (20.2)- (30.3) Other operating changes - 0.6 - 5.7 - (1.2)- (7.0) Maintaining Service Levels for Growth Administrative Assistant - Engineering Department - -1 75.0 - -1 75.0 2020 Budget Approved Change - (1.2)1 68.0 Changes to Multi-Year Budget: COVID-19 Reduced development planning revenues - 70.7 - (70.7) Adjustment to printing, office supplies and other items - (7.0)- - Reduction for Building Services vacancies no longer required (2)-- - (2)63.7 - (70.7) Revised Budget Change (2)62.5 1 (2.7) Approved Net Budget 44 850.5 45 847.8 2020 Approved Budget 46 786.8 47 854.7 2021 2022 Page 12-6 2021 to 2022 Budget Planning & Development Services 2021 capital budget Overview The Planning & Development Services department proposes to spend $17.1 million in 2021 on capital projects and also proposes $53.8 million in Capital Budget Authority. This includes $38.6 million for repair and replacement projects, $12.0 million for growth and new projects and $2.2 million studies and other. The map on the opposite page shows the locations of the projects for which Capital Budget Authority is requested. Capital programs The 2021 capital budget proposes to include capital program approval for roads and storm sewer repair and replacement capital projects. This will provide the Town the flexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2021 capital cash flow. Additional details on how capital programs will be managed can be found in Tab 4 - Capital Budget and the list of projects in the program are included in Tab 18 - Repair & Replacement Capital. 2021 capital budget authority Repair & Replacement 35,108.6 38,588.6 3,480.0 9,956.4 15,332.0 13,220.2 80.0 Growth & New 11,029.1 11,979.1 950.0 6,978.2 1,564.8 3,386.2 50.0 Studies & Other 2,049.0 2,199.0 150.0 794.6 727.1 459.8 217.5 Approved Budget 48,186.7 52,766.7 4,580.0 17,729.2 17,623.9 17,066.2 347.5 Capital Programs Roads R&R 30,362.3 32,132.3 1,770.0 9,486.7 14,275.3 8,370.2 - Storm Sewer R&R 4,553.6 6,263.6 1,710.0 469.6 864.0 4,850.0 80.0 * Includes all active project budgets, adjustments to project budgets and new budget commitments 2021 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021 2022+($000s) Previously Approved Budget Planning & Development Services 2021 to 2022 Budget Page 12-7 Projects with 2021 Capital Budget Authority 31178—Road Reconstruction—Poplar Crescent 31199—Road Resurfacing—Gurnett St, Kennedy St E and Victoria St 31243—Long Term Remediation for Pavement Heave Over Vandorf Culvert West of Bayview Ave 34006—Pave Snow Storage Facility—Willson Lambert Park 34527—Yonge/Welling Intersection Improvements 42066—Damaged Storm Pipe off Henderson Dr 42080—Jones Court Stream Rehabilitation Note: Project 34562—Active Transportation Master Plan and 42075—Performance Monitoring of LID Controls are not on the map. Page 12-8 2021 to 2022 Budget Planning & Development Services The 10-year capital plan The 10-year capital plan includes $110.8 million in capital projects. The 10-year plan will invest $91.4 million in Repair & Replacement capital which supports good asset management. This represents 83% of the 10-year plan. Key capital initiatives in 2021 The capital plan for the Planning & Development Services focus on the asset management of the Town’s infrastructure including roads, water, sewer and stormwater assets. The 2021 budget includes the following key projects to support these initiatives: 10-year road reconstruction and rehabilitation program The 10-year road reconstruction and rehabilitation program is based on a comprehensive asset management plane that ensures the Town’s desired road and related asset levels of services are maintained. This program includes reconstruction or rehabilitation projects in each year of the plan. Including the following projects in 2021: • The construction of wildlife passage on Henderson Drive • The reconstruction of Poplar Crescent • The design for the resurfacing of Gurnett Street, Kennedy Street and Victoria Street 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other 459.8 142.5 400.0 --550.0 225.0 --- Growth & New 3,386.2 384.6 523.0 2,000.0 8,236.0 -3,041.9 --- Repair & Replacement 13,220.2 6,455.9 5,491.3 8,723.3 5,938.8 9,116.6 6,833.5 12,414.5 13,985.1 9,252.7 Total 17,066.2 6,983.0 6,414.3 10,723.3 14,174.8 9,666.6 10,100.4 12,414.5 13,985.1 9,252.7 - 2,000.0 4,000.0 6,000.0 8,000.0 10,000.0 12,000.0 14,000.0 16,000.0 18,000.0($000s) Planning & Development Services 2021 to 2022 Budget Page 12-9 Creek rehabilitation and flood control program Planning & Development Services also manage the capital projects that support creek management and flood control in the Town. These projects are informed by the Stream Management Master Plan and Flood Relief Study. This master plan identifies the areas of concern and a range of opportunities to address them directly through boarder watershed management strategies. In 2021 the budget includes the design for the Jones Court Stream Rehabilitation project. Planning & Development Services initiatives Community: • Continue to implement the Economic Development Strategic Plan • Advance the 5 year review of the Town’s Official Plan including the planning study and the public engagement strategy • Finalize the Community Energy Plan including public and stakeholder consultation • Undertake a comprehensive review of the Town’s Municipal Heritage Registry and identify those properties worthy of designation under the Ontario Heritage Act Modernization • Undertake a review of the Town’s development approvals process including pre- consultations, subdivision agreements and site plan control to respond to the complexity of infill proposals and the Provincial Growth Plan requirements for intensification. • Finalize and implement the fee review of planning applications in order to maximize cost recovery with stakeholder interests, affordability and competitiveness • Leveraging technology to move towards accepting online submissions of applications and payment of building fees People • Initiate a succession planning strategy and training for Building Division staff and continue to recruit and retain top calibre talent that is needed in key business areas of the department Page 12-10 2021 to 2022 Budget Planning & Development Services 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 infrastructure 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 assessment. 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. Planning & Development Services 2021 to 2022 Budget Page 12-11 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) Page 12-12 2021 to 2022 Budget Planning & Development Services AS APPROVED ON DECEMBER 15, 2020 Page 13-2 2021 to 2022 Budget Corporate Revenues & Expenditures CORPORATE REVENUES AND EXPENDITURES Overview The Corporate Revenues & Expenses budget includes items which cannot be easily associated with specific departments or are corporate-wide in nature. The major items that have been included under this category are discussed in greater detail. 2021 to 2022 operating budget Corporate Revenues and Expenditures net operating budget proposes a decrease of $1.1 million in 2021 and a net increase of $1.6 million in 2022. The key driver of the 2021 net decrease is the one-time use of the Safe Restart Funding being drawn from the tax rate stabilization reserve. Changes to the multi-year budget The approved budget is $1.4 million less in 2021 than the previously approved multi-year budget and $608,600 less in 2022. The largest driver for this change is the draw of the Safe Restart Funding from the tax stabilization reserve of $668,300 in 2021. The provincial and federal government provided the Safe Restart Funding to municipalities in 2020 to help them with the re- opening of services. The Town’s share of this funding to date is $1,298,500. The province has recently announced that the Town will receive a further $549,000 from this fund in support of its COVID-19 operating pressures in 2021. The funds not needed in 2020 will be contributed to the tax stabilization reserve and will be used to manage COVID-19 pressures in 2021. At this time no further draw from this reserve is planned for 2022. The budget also includes a $200,000 reduction to the cash-to-capital reserve contributions and savings in the salary and benefits adjustment of $350,400 in 2021 and $167,500 in 2022. These changes relate to the rollout of the new compensation model, benefits savings and an adjustment to the corporate-wide gapping assumptions. Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 9,969.9 11,226.4 9,199.0 9,255.9 8,552.1 9,447.1 (8,887.2)(10,577.6)(7,992.7)(8,367.6)(8,727.7)(8,036.3) 1,082.7 648.8 1,206.2 888.4 (175.6)1,410.8 % Tax Funded 11%6%13%10%(2%)15% $(433.8)557.4 (317.9)(1,064.0)1,586.4 %(40.1%)85.9%(26.4%)(119.8%)(903.4%) Approved Outlook $1,217.3 2,019.4 Change to Approved $(1,392.9)(608.6) *Net forecast as of August 31, 2020 Expenditures $000's Net Actual Results Approved Budget Non-Tax Revenues Net Tax Levy Net Budget Change Corporate Revenues & Expenditures 2021 to 2022 Budget Page 13-3 Other changes to this budget include a reduction to the multi-year contingency by $100,000 in 2021, a $75,000 increase in net supplementary tax revenue reliance, a reduction of $20,000 in 2021 and $50,000 in 2022 for in-year tax adjustments relating to the deferral of the 2020 assessment by MPAC, a $61,700 reduction to remove the increase to penalties on taxes and the moving the audit budget to Finance. Corporate Revenues and Expenditure budget elements The Town’s corporate revenues and expenditure accounts have been grouped into the following budget elements: • Supplementary and Other Tax Items • Grants • Contributions to/from Reserves • Financial Items • Contingencies and Other Each of these budget elements will now be expanded upon below. Supplementary and Other Tax Items This element includes all of the Town’s tax related accounts with the exception of the Town’s main overall tax levy each fiscal year. These accounts include penalties on late or unpaid tax installments, supplementary tax revenues, tax payments in lieu of taxes, the Business Improvement Area (BIA) special tax levy and in-year tax adjustments. Penalties on Taxes are the Town’s charges of penalties and interest on late or unpaid tax installments. In the 2020 Budget these revenues were budgeted to increase by $495,000 over 2019 and then grow by a further $61,700 in 2021. This increase for 2021 has been removed in this budget, however this budget assumes that in 2021 the normal policy of charging penalties for late payments on taxes is followed. Any further relief or changing to the timing of tax payments in 2021 may impact this estimate. This budget has not been adjusted to reflect the potential impacts of Council’s decision to extend the Town’s application based tax relief program into 2021 as it is difficult to estimate the demand for this program over the course of the coming year. Supplementary Tax revenues are property taxes for new properties and construction which become fully assessed during the year. This may include some taxes related to prior years as supplementary taxation is retroactive to the date of occupancy. One of the Town’s fiscal strategies is to reduce its reliance on supplementary taxes which was paused in 2021 due to the COVID-19 pandemic. In 2022 the strategy resumes with a decrease of $50,000. Payments in Lieu of Taxes is assessment based revenue from federal and provincial owned properties. The federal and provincial governments are not technically subject to formal property taxes; however they must remit an equal amount as though they were fully taxable. These amounts paid are referred to as Payments in Lieu of Taxes or ‘PILs’. This amount is expected to increase by the same rate as the tax increase for the next three years. Page 13-4 2021 to 2022 Budget Corporate Revenues & Expenditures Corporate Revenues and Expenditures budget elements Gross Net Gross Net $% Supplementary and Other Tax Items: Penalties on Taxes -(1,457.0)-(1,395.3)61.7 (4.2%) Supplementary Taxes 400.0 (200.0)325.0 (275.0)(75.0)37.5% Payments in Lieu of Tax -(355.0)-(355.0)-- Business Improvement Area Levy -(42.0)-(42.0)-- In-Year Tax Adjustments 300.0 300.0 280.0 280.0 (20.0)(6.7%) 700.0 (1,754.0)605.0 (1,787.3)(33.3)1.9% Grants: Federal Gas Tax 1,694.6 -1,694.6 --- Ontario Community Infrastructure Funding 1,101.1 -1,101.1 --- Modernization Grant ------ 2,795.7 -2,795.7 --- Contributions to/from Reserve: Cash-to-Capital 6,160.8 6,160.8 5,960.8 5,960.8 (200.0)(3.2%) Tax Stabilization -(208.9)-(877.2)(668.3)319.8% Environmental Initiatives Reserve 20.0 20.0 20.0 20.0 -- Economic Initiatives Reserve 1.0 1.0 1.0 1.0 -- Retiree Benefits ---- WSIB 105.0 -105.0 --- 6,286.8 5,972.9 6,086.8 5,104.6 (868.3)(14.5%) Financial Items: Investment Income -(1,600.0)-(1,600.0)-- Debt Payments (DC Funded)956.5 -956.5 --- Internal Debt ------ Audit Fees 40.9 40.9 --(40.9)(100.0%) Leases -(1.0)-(1.0)-- 997.4 (1,560.1)956.5 (1,601.0)(40.9)2.6% Contingencies and Other: Council Contingency 10.0 10.0 10.0 10.0 -- Multi-Year Budget Contingency 100.0 100.0 --(100.0)(100.0%) Salary & Benefits Adjustments 118.5 118.5 (231.9)(231.9)(350.4)(295.7%) Cost Recovery from Water & Bldg (2,180.0)(2,180.0)(2,180.0)(2,180.0)-- Library Square Tax Funded Debt 510.0 510.0 510.0 510.0 -- (1,441.5)(1,441.5)(1,891.9)(1,891.9)(450.4)31.2% Total 9,338.4 1,217.3 8,552.1 (175.6)(1,392.9)(114.4%) 2021 Proposed$000's 2021 Outlook Net Change Corporate Revenues & Expenditures 2021 to 2022 Budget Page 13-5 Corporate Revenues and Expenditures budget elements continued Gross Net Gross Net $% Supplementary and Other Tax Items: Penalties on Taxes -(1,457.0)-(1,395.3)61.7 (4.2%) Supplementary Taxes 400.0 (150.0)325.0 (225.0)(75.0)50.0% Payments in Lieu of Tax -(362.1)-(362.1)-- Business Improvement Area Levy -(42.8)-(42.8)-- In-Year Tax Adjustments 350.0 350.0 300.0 300.0 (50.0)(14.3%) 750.0 (1,661.9)625.0 (1,725.2)(63.3)3.8% Grants: Federal Gas Tax 1,694.6 -1,694.6 --- Ontario Community Infrastructure Funding 1,101.1 -1,101.1 --- Modernization Grant ------ 2,795.7 -2,795.7 --- Contributions to/from Reserve: Cash-to-Capital 6,700.6 6,700.6 6,500.6 6,500.6 (200.0)(3.0%) Tax Stabilization ------ Environmental Initiatives Reserve 20.0 20.0 20.0 20.0 -- Economic Initiatives Reserve 1.0 1.0 1.0 1.0 -- Retiree Benefits ---- WSIB 105.0 -105.0 --- 6,826.6 6,721.6 6,626.6 6,521.6 (200.0)(3.0%) Financial Items: Investment Income -(1,600.0)-(1,600.0)-- Debt Payments (DC Funded)956.5 -1,184.4 --- Internal Debt ------ Audit Fees 40.9 40.9 --(40.9)(100.0%) Leases -(1.0)-(1.0)-- 997.4 (1,560.1)1,184.4 (1,601.0)(40.9)2.6% Contingencies and Other: Council Contingency 10.0 10.0 10.0 10.0 -- Multi-Year Budget Contingency 156.0 156.0 19.1 19.1 (136.9)(87.8%) Salary & Benefits Adjustments 116.0 116.0 (51.5)(51.5)(167.5)(144.4%) Cost Recovery from Water & Bldg (2,272.2)(2,272.2)(2,272.2)(2,272.2)-- Library Square Tax Funded Debt 510.0 510.0 510.0 510.0 -- (1,480.2)(1,480.2)(1,784.6)(1,784.6)(304.4)20.6% Total 9,889.5 2,019.4 9,447.1 1,410.8 (608.6)(30.1%) 2022 Proposed Net Change$000's 2022 Outlook Page 13-6 2021 to 2022 Budget Corporate Revenues & Expenditures Business Improvement Area (BIA) Board for the Town of Aurora was approved by Council in 2019. This board was to be funded through a special area levy of all commercial property owners and business tenants within the Aurora BIA boundary. The BIA Board must submit a business plan along with its budget to Council for its review and approval as part of its budget. Then Council approves a bylaw authorizing the special area tax levy. These collected revenues are then paid to the BIA board. The budget included for 2021 and 2022 are placeholders until they are confirmed and approved by the BIA board and brought forward to Council for its consideration. In-year tax adjustments arise from notices and decisions relating to assessments and reassessments of properties within the Town’s borders. Most of these decisions have a small impact on the amount of tax charged to a property and some may have a very large impact. The 2021 planned expense of $280,000, includes only the Town’s share of such tax adjustments, all of which are approved by the Municipal Property Assessment Corporation (MPAC), as part of the Ontario Assessment Review Board appeal process. Grants This budget element captures all known grant funding that the Town expects to receive from federal, provincial and other sources. These revenues are most commonly offset by an equivalent contribution to reserve or operating budget expenditure. The two most common grants are the Federal Gas Tax and Ontario Community Infrastructure Funding. Federal Gas Tax is a program that was initiated in 2006. The Town expects gas tax funding to remain the same as 2020 in all budget years. When these funds are received they are contributed to the Federal Gas Tax Reserve which is used in the capital budget to pay for infrastructure repair and replacement projects. Ontario Community Infrastructure Funding is a provincial grant program which was introduced in 2014 in recognition of the province’s infrastructure funding gap. This program’s total available funding is made available to municipalities in two components. The first is an allocation based upon a formula based on a municipality’s population, its total assessment base and average household income among others. These funds are contributed to reserves and are used for repair and replacement capital project funding. The second component is allocated based upon a project specific application for which the Town has never been successful in receiving funds. This budget only includes the revenue for the first component. Contributions to/from Reserves The corporate accounts include many of the Town’s budgeted contributions to and from reserves. The major contributions to/from reserves captured under this element include the Town’s cash-to- capital, tax rate stabilization, as well as the Town’s annual contribution to the Green Initiatives and draw from the WSIB reserves. Cash-to-Capital reserve contributions are used to fund capital projects including repair and replacement and new capital. In 2021, the normal fiscal strategy contribution equal to a one percent tax levy increase, included 0.9 percent for cash-to-capital. This planned increase has been reduced by 0.44% or $200,000 to 0.46%. This decrease is to provide a one-time tax relief to Corporate Revenues & Expenditures 2021 to 2022 Budget Page 13-7 property owners during the COVID-19 pandemic. In 2022 the contributions return to their normal level. While these contributions are essential for ensuring the affordability of the capital plan, the Town will be developing a second generation asset management plan along with other asset replacement studies which will provide a foundation for the long-term capital funding needs. Tax Stabilization is used to manage year-to-year changes in the tax levy and can be used to manage unplanned events, phase in increases to the budget or manage the impact of multi-year initiatives. In 2020, the federal and provincial government granted the Town $1,298,500 from the Safe Restart Fund. These funds have been contributed to the tax stabilization reserve. Any of these funds that are not used in 2020 are available to be used in 2021. In 2021 a draw from this reserve is required to manage the COVID-19 impact to the operating budget. Green Initiatives contributions to reserve remain at $20,000 for all years. Workplace Safety and Insurance Board (WSIB) includes the costs for managing the program and an offsetting draw from reserve which is funded directly through payroll appearing in each department as part of their benefits cost. The Town of Aurora is a ‘Schedule 2 Employer’ which simply means that the Town pays for all of its costs incurred through the WSIB itself. To mitigate the risk of high claim costs, the Town uses a 3rd party insurance provider in order to cover any extreme costs. The WSIB Claims Costs account is used for the payment of claims and costs not covered by the Town’s “excess-loss” insurance. An equal and offsetting account in the revenues section draws a contribution from the WSIB reserve in order to fund these payments. Based upon 2019 projected actuals, the budget is maintained at $105,000. Financial Items The primary accounts captured under the Financial Items element include the Town’s investment income and external and internal debt payments. Investment Income in the operating budget remains unchanged for the next three years. The Town’s investment portfolio continues to earn a competitive rate of return on its investments comprised of all of the Town’s funds that are not required for the day-to-day operations. They are invested in a method which balances cash needs with market yields. All portfolio investments must comply with strict and highly conservative provincial and local regulations in an effort to protect the public funds that are being invested. The portfolio includes a mix of long and short term investment products whose composition are designed to meet the Town’s planned cash flow requirements. Debt Payments reflect the carrying costs, principal and interest, which are fully offset by development charge reserve draws. The debt currently outstanding are for two facilities: • Stronach Aurora Recreation Complex debenture issued through York Region with a budgeted annual debt repayment amount of $229,300 in principal and $91,300 interest • Joint Operations Centre debenture issued through York Region with a budgeted annual repayment amount of $636,000 per year. Page 13-8 2021 to 2022 Budget Corporate Revenues & Expenditures The 2022 budget also includes the debt repayment for capital projects with approved debt authority in 2021. Audit Fees were moved to the Finance budget in 2021. Contingencies and Other This budget element includes Council’s operating budget contingency and the Town’s overall multi -year budget contingency as well as, any required corporate level salary & benefits adjustments and the overall cost recovery of various Town internal tax levy funded services from the Town’s rate funded operations and Building Services. Contingencies are used to manage unexpected costs that may arise in a given fiscal year or over the course of the Town’s three year operating budget horizon. Two contingencies are included in the budget to manage these unforeseen costs, or to meet other corporate or community needs: • Council Contingency of $10,000 per year to be used only with Council approval • Multi-Year Budget Contingency is used to assist the Town in its management of unforeseen pressures in the future years of the multi-year operating budget including contract renewals for goods and services such as snow removal, insurance, utilities, etc. Salary & Benefits Adjustments include budget pressures relating to broader compensation adjustments and other adjustments which have yet to be rolled out to all divisions. These adjustments include the rollout of the new compensation model, benefits savings and corporate- wide gapping assumptions. Cost Recovery from Water & Building are the allocation of overhead costs which are charged to the Building Services and Water Operations divisions. This allocation reduces the overall tax levy as the building and water budget are fully funded through their own fees and rates. The amount recovered reflects an estimated value of the total support services provided by: Council, the Office of the CAO, Corporate Services, Facilities Management and Finance as well as related insurance costs and for building plan and field inspections provided by Central York Fire Services. Library square tax-funded debt repayment represents an amount which is equal to 0.5% of the previous years’ tax levy in 2020 and 2021. These funds will be used to repay the tax funded debt to be issued for the construction of library square. These funds will be contributed to reserves until the repayment of the debt begins. AS APPROVED ON DECEMBER 15, 2020 Page 14-2 2021 to 2022 Budget Central York Fire Services CENTRAL YORK FIRE SERVICES Overview Central York Fire Services strives to provide excellence in fire protection, prevention, public fire education and emergency services to both the Town of Aurora and the Town of Newmarket. The fire service operates under the direction of a six-member Joint Council Committee made up of three members from each of the Town Councils of Aurora and Newmarket. The Joint Council Committee provides and administers a borderless, single-tier of fire protection and prevention throughout both Towns. This is done in accordance with the Consolidated Fire Services Agreement, the fire Services Master Plan and the Fire Protection and Prevention Act. 2021 to 2022 operating budget Overview The operating budget for Aurora’s share of Central York Fire Services is approved to increase by $206,300 in 2021 and $295,900 in 2022 with the largest driver of this increase being salaries and wages. Central York Fire Services operating budget overview Budget ($000's) Aurora's Share - Central York Fire Services 11,749.3 11,955.6 12,251.5 Snow Clearing 6.0 6.0 6.0 Approved Budget 11,755.3 11,961.6 12,257.5 Budget Change 206.3 295.9 2020 Approved Multi-Year Budget 12,200.1 12,613.6 Change to Multi-Year Budget (238.5)(356.1) 2020 2021 2022 Operating financial summary 2020 2020 2018 2019 Net Fcst*Budget 2021 2022 10,496.4 11,188.1 11,755.3 11,755.3 11,961.6 12,257.5 ------ 10,496.4 11,188.1 11,755.3 11,755.3 11,961.6 12,257.5 % Tax Funded 100%100%100%100%100%100% $691.7 567.2 -206.3 295.9 %6.6%5.1%1.8%2.5% Approved Outlook $12,200.1 12,613.6 Change to Approved $(238.5)(356.1) *Net forecast as of August 31, 2020 Net Budget Change $000's Net Actual Results Approved Budget Expenditures Non-Tax Revenues Net Tax Levy Central York Fire Services 2021 to 2022 Budget Page 14-3 Changes to the multi-year budget Aurora’s share of the budget for Central York Fire Services decreased by $238,500 in 2021 and $356,100 in 2022 compared to what was approved in the 2020 multi-year budget. This change was based on direction provided to Central York Fire Services from the Town of Newmarket Council and by a decision by the Joint Council Committee to defer the hiring of the next crew for a new fire station until after the next Fire Master Plan is complete. In addition, the change in the taxation bases between the two towns as well as the change in the service allocation result in a shift in the Town of Aurora’s share of the overall Fire Services’ operating budget. This proportionate share shift represents roughly a $12,000 increase for the Town of Aurora in 2021. The Joint Council Committee approves the budget for one year at a time. So the amount included in this budget is based on a forecast and not an approved budget by the Committee. 2021 capital budget Overview Central York Fire Services plans to spend $10.5 million in 2021 on capital projects and includes $14.2million in Capital Budget Authority. This budget only includes growth and new projects. The asset replacement projects are managed through contributions to the asset replacement fund and managed by Central York Fire Service. The 10-year capital plan The 10-year capital plan includes $15.8 million in capital projects which includes growth and new projects. Key capital initiatives in 2021 The major project in 2021 is the continuation of the construction of Fire Hall 4-5 which began in 2020. This fire hall will provide services to both communities and also a training facility for Central York Fire Services. The cost to pay for this fire hall is shared between Aurora, Newmarket and Central York Fire Service. 2021 capital budget authority Repair & Replacement ------- Growth & New 14,191.9 14,218.8 26.9 376.6 3,357.3 10,484.9 - Studies & Other ------- Approved Budget 14,191.9 14,218.8 26.9 376.6 3,357.3 10,484.9 - * Includes all active project budgets, adjustments to project budgets and new budget commitments 2022+ Capital Budget Authority* Budget Change Actuals to Dec/19 2020 Forecast 2021($000s) Previously Approved Budget 2021 Budget Capital Budget Authority Cash Flow Page 14-4 2021 to 2022 Budget Central York Fire Services A detailed listing of the capital projects included in the plan can be found in Tab 18 - Repair & Replacement Capital, Tab - 19 Growth & New Capital and Tab 20 - Studies & Other Capital. 10-year capital plan 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Studies & Other ---------- Growth & New 10,484.9 -894.9 1,886.2 551.5 ---2,000.0 - Repair & Replacement ---------- Total 10,484.9 -894.9 1,886.2 551.5 ---2,000.0 - - 2,000.0 4,000.0 6,000.0 8,000.0 10,000.0 12,000.0($000s) AS APPROVED ON DECEMBER 15, 2020 Page 15-2 2021 to 2022 Budget Community Partners COMMUNITY PARTNERS Overview The Town of Aurora's culture and sense of community are formed by the many people, cultures and unique backgrounds in our town. The Town’s community partners help Aurora effectively maintain its small-town charm, while balancing the amenities of a larger urban centre. 2021 to 2022 operating budget Aurora has four main community partners that are funded through the Town’s budget. Aurora Cultural Centre The Aurora Cultural Centre is a generator of cultural programming and program partnerships. The Aurora Cultural Centre has four vibrant gallery exhibition spaces, a range of instructional classes for children, teens and adults, an eclectic live music series, special family events, summer arts camps, and offers stunning rental spaces for a unique experience. The Cultural Centre’s home is the 22 Church Street School which is a designated historical building. They have temporarily been relocated to Town Hall during the construction of Library Square. There is no change to the budgeted funding for the Aurora Cultural Centre compared to what was approved in the 2020 to 2022 Budget. The core operating grant of $432,480 and $441,100 for 2021 and 2022, respectively include inflationary pressures of $8,500 in 2021 and $8,700 in 2022. The Aurora Cultural Centre’s other identified operating pressures in 2021 and 2022 will continue to be funded out of the existing Library Square operating budget under Community Services. These additional pressures include $69,200 in 2021 and $82,000 in 2022 which relate to the centre’s ongoing operations are considered to be part of the Library Square’s governance structure and temporary costs for the rental of space while they are displaced from the Church Street School. These temporary rental costs amount to $151,100 in 2021 and $118,500 in 2022. In 2019, the Town approved two contributions of $50,000 to the Aurora Cultural Centre in support of its Kaleidoscope in Schools pilot program to funded out of the Town’s tax stabilization reserve. The first installment was paid in 2019 with the second installment now planned for 2021. A third installment of $50,000 has been requested in support of this program. Council will decide upon this request as part of its 2022 budget reaffirmation process. Aurora Historical Society The Aurora Historical Society is committed to the education, heritage, and preservation of Aurora’s history. It also has curatorial responsibilities for Hillary House which includes its collections of medical instruments, historic artifacts, and related documents. Community Partners 2021 to 2022 Budget Page 15-3 The Aurora Historical Society is located at Hillary House which was built in 1862 and was purchased by the Society in 1981. Hillary House is listed as a Canadian National Historic Site as well as being listed as a heritage property by the Town of Aurora. There is no change in the funding support for the Aurora Historical Society. The budget provides support of $82,800 in 2021 and $80,900 in 2022. Aurora Public Library Aurora Public Library continues to provide traditional collections along with innovative technology programs, vibrant literary and cultural experiences, opportunities for multi-discipline online learning, expanded newcomer initiatives and increased access to digital collections. The Aurora Public Library Board has requested no change to the net funding from the Town approved in the 2020 to 2022 Budget. The Library is seeking funding of $3,896,100 in 2021 and $3,934,100 in 2022. Aurora Sport Hall of Fame The Aurora Sports Hall of Fame is a celebration of sport history and excellence, dedicated to the recognition of the important place that sport has assumed within the Town of Aurora. Visitors are encouraged to explore and appreciate Aurora’s rich sport heritage and achievement whether it be in-person or online. The Aurora Sports Hall of Fame is located at the Stronach Aurora Recreation Complex. The exhibits feature an interactive wall, inductee profiles and artifacts, an expanded sports heritage display and more. Aurora Sport Hall of Fame is requesting no change to their requested funding from the Town of $29,300 for 2021 and $29,900 for 2022. Aurora’s budget funding to support community partners Budget ($000's) Aurora Cultural Centre 424.0 432.5 441.1 Aurora Historical Society 81.3 82.8 80.9 Aurora Public Library 3,868.1 3,896.1 3,934.1 Aurora Sport Hall of Fame 28.7 29.3 29.9 Approved Budget 4,402.1 4,440.7 4,486.0 Budget Change 38.6 45.3 2020 Approved Multi-Year Budget 4,440.7 4,486.0 Change to Multi-Year Budget -- 2020 2021 2022 Page 15-4 2021 to 2022 Budget Community Partners 2020 Objectives Overview: Office of the CAO ⚫ Abandoned ⚫ In progress ⚫ Completed Significantly improve website experience ⚫ Completed Comments: New website launched January 2020. Update website to take advantage of new technologies to make it easier for the community to find the information they need. ⚫ Completed Comments: New website launched January 2020. Utilize communications channels to support plans to revitalize downtown core ⚫ In Progress Comments: Communications continues to work closely with Planning and the Economic Development Board to support their efforts. Communications has also worked with the Chamber of Commerce to produce a joint publication that focuses on economic development and downtown revitalization. Internal Communications Strategy ⚫ In Progress Comments: Corporate CRM expansion continues. Animal Services brought on board in 2019 and currently onboarding Community Services. CRM optimization and re-configuration underway for improved data and reporting. Next steps also include a public portal and integration. Develop Communications and Community Engagement Strategy, including Media Relations Plan, Website Improvement Plan, Crisis Communications Plan, Social Media Strategy, Internal Communications Plan and Marketing and Advertising Plan ⚫ In Progress Comments: Awaiting employee engagement survey results to complete Internal Communications Plan. Introduce Plain Language Policy ⚫ In Progress Comments: Plain Language training completed by Communications staff. Policy in development and expected to be implemented in 2020 Continue leadership development with Executive Leadership Team and Management (Q4/2019) ⚫ In Progress Comments: Ongoing Implement a broader financial and administrative procedure review (Ongoing) ⚫ In Progress Comments: Plans are underway to implement a new Financial Management System Grow community engagement opportunities and ensure more regular activities and touchpoints are accessible to our diverse populations. ⚫ In Progress Comments: This is an ongoing effort. Since 2017, the Town has conducted engagement at the immigrant Welcome Centre, new Canadian meetups, women’s meetups, GO station, Town facilities, Farmers’ Market and Artisan Fair, multicultural festival and other Town events. We continue to increase the number of activities and touchpoints. 2020 Objectives Overview: Community Services ⚫ Abandoned ⚫ In progress ⚫ Completed Advance recommendations from Parks and Recreation Master Plan (2017- 2021) ⚫ In Progress Comments: Staff report CMS20-024 summarizing the status of the Park and Recreation Master Plan (2017-2021) recommendations and highlighting what the focus will be for the next year. Advance recommendations from Sport Plan ⚫ In Progress Comments: Several initiatives from the Sport Plan were initiated in 2020 including progress in the areas of Women and Girls in Sport, Business Operations through COVID 19, Engagement with culturally diverse groups, Governance, Promotion and persons with a disability. Considerations that support a multi-sport recreation centre ⚫ In Progress Comments: Land is yet to be confirmed, in the meantime, the Outdoor Sports Field Development Strategy was completed consisting of a number of recommendations and the Aquatics Facility Feasibility Study is being finalized this Fall 2020. SARC Gymnasium opportunities are under review. Outcomes of these studies will contribute to the capital budget planning process. Concept design and costing estimate for a gymnasium was provided in 2019 budget and updated for the 2021 budget considerations. Update and review the departmental Pricing Policy ⚫ In Progress Comments: Input received from the PRCSC Committee and Comparator analysis complete. Draft policy review took place with focus groups. User Fee Review and Ability to Pay analysis will be finalized in late Fall 2020. Review of Maintenance and Operations Processes ⚫ In Progress Comments: Corporate Security Audit is complete and presented to ELT – Work plan in development. Review of resource allocation and staffing level is underway. Review of Computerized Maintenance Management system being conducted. Incorporate recommendations from Facility Asset Condition Assessment study into multi-year maintenance plan ⚫ In Progress Comments: The Asset Management Plan approved in 2019, included a ten-year capital plan. In 2020, Facility Condition Assessments will be completed to update data from 2015 (BCA Cycle is every 5 years). Continue to develop program partnership opportunities with Niagara College ⚫ In Progress Comments: Some Town programs and events were planned for 2020. Unfortunately, COVID-19 deferred a number of scheduled activities. As events begin to restart, some coordinated opportunities have taken place in the summer and fall 2020. Staff will continue to meet with NC staff to determine additional opportunities. Continue with sustainable and energy efficient practices for new and existing buildings ⚫ In Progress Comments: The Joint Operations Centre received LEED gold certification. Library Square is being designed to high sustainable standard. Energy Conservation and Demand Management Plan was updated and approved. Various Energy conservation projects are being completed (List of Projects are in the ECDM Plan). Advance Library Square Project as a community cultural destination ⚫ In Progress Comments: Construction to commence in fall 2020. Keep the public informed about the project’s progress and programming opportunities throughout the construction period. Continue to build on the business plan and Council-approved governance model Continue to update the Cultural Master Plan ⚫ In Progress Comments: Update the Cultural Master Plan to serve as a framework for supporting culture locally over the short to medium term (3-5 years). 2020 Objectives Overview: Corporate Services ⚫ Abandoned ⚫ In progress ⚫ Completed Corporate Technology Strategic Plan ⚫ In Progress Comments: Implementation of 5 year Technology Strategic Plan well underway. New IT organization complete with leadership team in place. Many initiatives successfully implemented to enable a remote workforce. Governance and policy work scheduled for fall 2020. Continue to expand CRM (customer relationship management) to track and report on trends within the community ⚫ In Progress Comments: CRM optimization complete for improved data and reporting. CRM will continue to expand to business units in the future. Next steps also include a public portal and integration which is part of the IT Strat Plan. Customer Experience Plan ⚫ In Progress Comments: Final Customer Experience Plan to be in place year end with implementation of plan to occur in 2021 as part of the Town’s Excellence journey to Gold Certification. Performance metrics will be tracked to provide relevant data for continuous improvement. Focus on the Employment Experience. Conduct employee engagement survey and develop a strategy to ensure a positive engaging employee experience ⚫ In Progress Comments: Employee Engagement Survey completed Q4 of 2020, results of survey will lead to an Action Plan to be implemented in 2021. Employee Engagement surveys are planned to be conducted every two years going forward to ensure we have an engaged workforce that feels valued and visible. Creation of Project Management Office. Develop and implement corporate- wide project management and process mapping systems ⚫ In Progress Comments: Project management methodology and framework in place. Project management software launched for improved tracking and reporting. Development of a standard Change Management approach to be developed and launched in 2021. Revise and update Emergency Management Plan including development of a Continuation of Operations Plan ⚫ In Progress Comments: Updated Emergency Management Plan complete and implementing by-law enacted in March of 2019. Phase 2 of project is to develop a Continuation of Operations Plan (COOP). Aurora is part of an N6 Emergency Planning group that has a dedicated resource from the Region and we will be working with our partners in developing COOP. Development of Business Continuity Plan delayed due to COVID -19. The IT Strategic Plan also identifies the need for a business continuity plan and the two projects will be merged and aligned. Review and update existing policies and procedures to ensure they are relevant and meet corporate values ⚫ In Progress Comments: Many policies were reviewed and revised to meet legislative changes and/or current best practices. Policy review is an ongoing multi-year project Review and update Risk Management Program ⚫ In Progress Comments: The RFP will be released in the fall of 2020 to retain a consultant to assist Legal Services with developing and implementing an integrated Corporate wide risk management program. Implementation of Human Resources Information System ⚫ In Progress Comments: HRIS was delayed due to COVID-19. Production roll out will occur 2nd quarter 2021. Continue to monitor, evaluate and refine parking program working collaboratively with Operations ensuring efficient and effective winter maintenance while meeting community needs ⚫ In Progress Comments: New parking management system to be implemented prior to 2020/21 winter season creating efficiencies for staff and flexibility for residents with an added feature of Just- In-Time parking permits for occasional requests to accommodate family and guests. The parking permits will not be available during a snow event. Review and update the Delegation Policy and Real Estate Policy (Notice Policy and Accountability and Transparency Policy already updated in 2015), pursuant to subsection 270(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended. (2017) ⚫ In Progress Comments: Delegation of Authority Bylaw presented to Council Q4/19. Other policies delayed due to workload related to COVID-19. Implement process mapping standard to capture and document corporate knowledge ⚫ In Progress Comments: As part of the Excellence Continuous Improvement journey many processes have been mapped to document corporate knowledge and identify efficiencies. Oversee a process to create and track renewed Key Performance Indicators that will inform and add value to the decision making process in respect of Community and Council goals ⚫ In Progress Comments: Corporate Management Team (CMT) is developing a Corporate Integrated Business Plan that aligns with the recently launched Mission, Vision, Values. The renewed Key Performance Indicators will be identified as part of this initiative and will be tied to four pillars being community, customer, modernization and people. Creation of a Training and Development Plan investing in our skilled workforce to build human capacity and ensure we are future ready Good Governance Organizational Excellence ⚫ In Progress Comments: Training and Development Plan underway. Training Matrix complete identifying corporate, legislative and technical training requirements for all active positions. Training and Development policy under review. Corporate Training Calendar to be developed for 2021 identifying specific training days for mandated subjects. 2020 Objectives Overview: Finance ⚫ Abandoned ⚫ In progress ⚫ Completed Develop and implement a multi-year budget. ⚫ Completed Comments: On June 18, 2019 Council approved a multi-year operating budget framework for the Town of Aurora. The draft 2020 to 2022 multi-year budget was tabled on November 5th, 2019 for Council’s consideration. This 2021 to 2022 budget completes the implementation by establishing the reaffirmation process. Implementation of a paperless billings for water utilities (2017) ⚫ Completed Comments: In 2020 Finance implemented the option for water customer to receive their water bills via email by completing an online form on the Town’s website. Continuous improvement of the capital budget process ⚫ Completed Comments: Improvement of the capital budget through presenting a complete capital plan including all active and new projects to Council. Improvement of the management of reserves through managing capital spending in the 10-year plan. Digital transformation of financial processes to improve the customer experience and enhance service delivery while being efficient. ⚫ In Progress Comments: In 2020, Finance implemented the ability for water customers to receive their bills through email. More improvements are expected as Finance works toward implementing a new financial system. Modernization of the Town’s financial software and development of an integrated financial systems plan ⚫ In Progress Comments: Staff engaged a consultant in 2020 to assist the Town in the development of the specifications for an integrated financial solution which will include budget, procure to payment, accounting and enhanced reporting. In addition, the Town’s IT strategic plan will help inform the Town in identifying its financial software requirements. Refinement of internal reporting framework and processes ⚫ In Progress Comments: The Town’s internal reporting framework is constrained by its existing financial systems. The new integrated financial solution will allow for significant advances in the level of internal reporting capabilities and significantly enhance the timeliness of financial reporting. The Town’s new multi-year budgeting framework has driven some enhancements to the Town’s existing financial reporting. Procurement process and bylaw review ⚫ In Progress Comments: In 2020 Finance engaged the internal audit service to review the procurement bylaw to ensure it manages risks and legal requirements while still providing the ability to effectively and efficiently procure. Procurement Services will use this feedback and lessons learned in comprehensive review of the Town’s procurement bylaw and its associated processes in 2021 and through 2022. Develop financial management policies and training for non-financial staff to enable them to better understand their budgets and financially manage operational needs. ⚫ In Progress Comments: In 2020, the Financial Management division continued to work on developing a financial management policy for the corporation that will formalize the Town’s current best practices as well as establish standardized practices and processes. This policy’s development will be partially informed by the integrated financial work presently underway. Upon completion of this policy, a formal training program will be developed and rolled out to Town staff. Process map at least two financial processes per year and update of any associated policies ⚫ In Progress Comments: Finance developed new processes in 2020 to reflect the changes to the Development Charge Act. These processes include the interest rate process and policy and the office space policy and process. In addition, an internal process was developed and implemented to improve efficiency and information flow for the release of Securities held by the Town. Continue to optimize the use of existing staff resources to meet increased service demands (2018) ⚫ In Progress Comments: As part of its process mapping reviews, Finance examines the required input of staff resources to run each process. These reviews have produced minor reductions in the staff resources required to run a process. Any human capital savings have been re- directed toward the department’s efforts to keep up with the growth in demand for its services. Finance hopes to identify further time savings through its continued process mapping work and the implementation of a new financial system. Development of a comprehensive fiscal strategy and policy ⚫ In Progress Comments: Development of the financial polices for the management of capital budgets now and in the long-term. Develop policies on reserve management, debt management and the capital budget. 2020 Objectives Overview: Operational Services ⚫ Abandoned ⚫ In progress ⚫ Completed Oversee the completion of the Joint Operations Centre (JOC) as approved by Council ⚫ In Progress Comments: Asphalt work and third floor completed in 2019. Completion of Control Access Gate Fall 2020. Oversee the completion of our significant capital build projects (New Fire Hall and Armoury Renovation). ⚫ In Progress Comments: Armoury completed on November 6, 2019. Fire Hall construction commenced on May 20, 2020 with completion anticipated in January 2022. Develop a comprehensive communications strategy for all aspects of our delivery of water services to the community. ⚫ In Progress Comments: First communication flyer delivered with subsequent information flyer anticipated. Initiate implementation of Town Wide Storm Low Impact Development & Pond Maintenance Management Plan (Q2) ⚫ In Progress Comments: Staff report scheduled for Q4 with cooperation of Lake Simcoe Region Conservation Authority (LSRCA) (Project delayed due to COVID) Complete inspection and inventory of all existing surface infrastructure e.g. sidewalks, curbs, storm water catch basins and manholes where many deteriorated conditions have been observed – project remains in progress ⚫ In Progress Comments: Studies are ongoing and funds have been allocated in future budgets. To maximize the equipment capital and maintenance investment, through sustainable and cost effective improvements of the asset management plan ⚫ In Progress Comments: Commenced tag and I.D. of 4,000 street light poles as a new initiative using in-house resources to better track and maintain street light inventory (In progress). Conducted a test trial for on-site treatment of storm water catch basin effluent. If deemed successful, an in-house solution will result in substantial cost savings to the corporation in an annual catch basin cleaning program. 2020 Objectives Overview: Planning and Development Services ⚫ Abandoned ⚫ In progress ⚫ Completed Implementation of a Dormant Building Permit Program to deal with open and abandoned building permits ⚫ Completed Comments: This Program will limit the liability of the Town with regards to the number of open building permits. Anticipate completion of the project by the 4th quarter of 2020. Initiate implementation of Town wide Stream Erosion Master Plan ⚫ Completed Comments: The Stream Management Master Plan and Flood Remediation Study is now complete. A report and presentation of the conclusions and recommendations of the study were presented to General Committee in January 2020. Council endorsed in principle the master plan, subject to budget approval for the erosion and flood mitigation projects listed herein. Implement Town's Transportation Master Plan's recommendations ⚫ Completed Comments: Town’s Transportation Master Plan has been completed. A report and presentation to Council with the findings and recommendations of the Master Plan took place in February 2020. Council endorsed the recommendations of the Master Transportation Plan, in principle, subject to individual project review as part of the Capital Budget process. Preparation of Green Sustainable Development Guidelines ⚫ In Progress Comments: Initial research completed. Staff received funding as part of the 2020 capital budget plan to procure consulting services to complete Town-wide Green Development Guidelines in accordance with the direction of the Official Plan. The RFP is underway. Stable Neighbourhood Study ⚫ In Progress Comments: Stable Neighborhoods Policy Review completed. Zoning By-law adopted by Council and approved by the LPAT. Urban Design Guidelines drafted and released for public consultation. Digitized and enhance the Planning Application process through CityView ⚫ In Progress Comments: Working through Planning Applications such as Site Plan Control applications and Committee of Adjustment applications with Building Division and IT to help better utilize existing infrastructure to better organize application status Expanded economic development mandate and the creation of an Office of Economic Development ⚫ In Progress Comments: Business Concierge and Business Visitation programs proceeding. Implemented the patio expansion program in response to COVID-19. Council approved the Economic Development Strategic Plan in July 2019. Economic Development Corporation established. Recruitment underway for to fill vacant Economic Development Board members. Implementation of transitioning to a paperless operating environment for Building Code Plan Examination through the purchase of plan review software ⚫ In Progress Comments: A digital process for Plan Examination will improve internal and external efficiencies. Anticipate purchasing software for marking up blueprints before the end of 2019. Phase 1 of the project is transforming to a paperless online digital building permit process. Phase 2 is purchasing the City View portal for online submission of applications and payment of building permit fees Initiate Climate Change Adaptation and GHG reduction strategy ⚫ In Progress Comments: The Corporate Energy Management Plan was presented to Council in June 2019 and the Community Energy Plan is underway. These documents establish GHG reduction strategies for Town’s operations and the community as a whole. The 2020 capital plan includes the funding request for a consultant to deliver a comprehensive climate change risk management plan and strategy. The Climate Change Adaptation Plan will be completed in 2021. Initiate a Town-wide parking condition assessment and create a 10-year capital plan based on assessments recommendations ⚫ In Progress Comments: Council lifted the conditional approval for the project in September 2019. Staff are proceeding with procuring a consultant to assess and rate the condition of all Town owned parking lots, establish a service level and a parking lot management strategy. The study will be completed within a 12 month timeframe after the completion of the procurement process. Implement succession planning and training; new technologies drive changes to the Ontario Building Code which require the Town to continue providing proper training to Building Staff ⚫ In Progress Comments: Two Building Inspectors continue to upgrade their Building Code qualifications to Large and Complex Buildings. Courses have been taken through the OBOA. Inspectors will be taking the examinations for qualifications in that category of Building in 2020. As part of the Division’s succession plan, the Zoning Plan Examiner is reviewing building permit applications for small projects and will be upgrading their qualifications under the Large Buildings category. Fee By-law Update for Development Planning Applications ⚫ In Progress Comments: Development Planning has initiated a review of its Development Planning fees. Watson & Associates Economists Ltd. was hired to review existing fees and fee by-law structure, municipal best practices, and staff effort involved in the processing of applications. The review will conclude with recommended updates to the Fee By-law that will support the Town in achieving a cost recovery framework that balances the interests of new and existing development, ensures fiscal sustainability and ensures that the Town achieves/maintains legislative compliance with Section 69 of the Planning Act by providing evidence-based support to back up potential fee increases. Development Application Process (DAP) Review ⚫ In Progress Comments: Development Planning has initiated the review of Development Planning Application Processes. A consultant has been hired to look at existing Town processes and municipal best practices to identify opportunities that will streamline work, improve service delivery and provide efficiencies. Completion of the review is anticipated in Q4 2020. Registrar of Properties of Cultural Heritage Value or Interest Review ⚫ In Progress Comments: Development Planning staff initiated a review of the Town’s Registrar of Properties of Cultural Value or Interest. Staff are in the process of finalizing the RFP process to retain a consultant to consolidate the existing list and to provide evaluations of properties to assist staff in making informed decisions as it relates to legislated municipal processes under the Ontario Heritage Act. The review is anticipated to be complete by the end of 2021. Official Plan Review ⚫ In Progress Comments: Special Public Meeting held in December 2019. Planning and Engagement consultants retained and the micro site for engagement has been launched. Staff and the consultant team will be preparing discussion papers for public consultation prior to writing a new draft of the Official Plan. Project completion scheduled for late 2022. Initiate the review of the Engineering Design Criteria Manual ⚫ In Progress Comments: Staff proceeded with procuring a consultant to review and update the Engineering Design Criteria Manual and standard drawings. The project is on-going and will be completed by the end of 2020. Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 72201 - Work Station Refresh Carpet Paint (Conditionally Approved 2021) 1,070.0 820.0 250.0 Ongoing project approved by Council in 2016. 2021 will focus on upgrades to washrooms and common space.(Conditionalll approved in 2021) 72204 - Security Audit & Implementation 526.8 450.0 76.8 Merging of Project 72417- security work at Town Hall as per Security Audit. 72372 - 215 Industrial - Refurbishment of Generator 50.0 -50.0 New capital project 72452 - Energy and Demand Management Plan Implementation 100.0 50.0 50.0 Ongoing funds to support the Energy Conservation Demand Management Plan/ Program 72453 - Unplanned - Emergency Repairs Contingency 200.0 100.0 100.0 Emergency funds, previous year unspent will be returned to source annually 72457 - Lane Ropes for SARC & AFLC and new diving board at SARC 75.0 -75.0 New capital project 2,021.8 1,420.0 601.8 73324 - Pet Cemetery Restoration 55.0 35.0 20.0 Clean up and reseting of new stones appearing every season (644 stones approximately) 55.0 35.0 20.0 14047 - Computer & Related Infrastructure Renewal (2021 Budget Conditionally approved) 2,097.5 1,437.1 660.4 Increase is amount of funding required for computer related infrastructure evergreening for 2021 and 2022 14070 - Boardroom Audio/Video Equipment 100.0 50.0 50.0 Funding for an additional boardroom to be updated during 2021 Liesure Services Repair & Replacement Capital ($000s) Proposed new capital or increases to capital Community Services Corporate Services Facilities Detailed project sheets are provided for all projects where an increase or new capital budget is requested. Information Technology Repair & Replacement Capital 2021 to 2022 Budget 17-1 17-11 17-13 17-15 17-14 17-17 17-18 17-20 17-24 17-26 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Repair & Replacement Capital ($000s) Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. 14075 - Business Process Automation and Data Integration 250.5 105.0 145.5 Increase required to support implementation of IT Strategic Plan as approved by Council 14082 - Data Centre Upgrades 60.0 -60.0 New capital project 2,508.0 1,592.1 915.9 14012 - Financial System 1,500.0 1,000.0 500.0 Addition of staffing to support the implementation of the project 43038 - Water Meter Replacement Program 4,587.3 3,295.8 1,291.5 Addition of future years’ budget to align with current procurement contract commitment to 2024 43055 - Advanced Metering Infrastructure (Conditionally Approved - 2021) 2,000.0 -2,000.0 New capital project.Conditionally Apporved in 2021 8,087.3 4,295.8 3,791.5 34432 - Roads - 2 Ton (#24-21)90.0 -90.0 New capital project 34441 - Roads - Street Sweeper (#40-21)305.0 -305.0 New capital project 71136 - Parks - 1 Ton Pick Up Crew Cab (#203-21)62.8 -62.8 New capital project 71154 - Parks - Utility Trailer (#231-21)15.0 -15.0 New capital project 71158 - Parks - Grass Crew Trailer (#244-21)15.0 -15.0 New capital project 487.8 -487.8 72281 - AFLC - Skate Park 675.0 675.0 -Received for information. 2021 increase not approved 73160 - Emerald Ash Borer Management Program 2,069.9 1,799.9 270.0 Another year of treatments as per 10 yr plan endorsed by Council 73175 - Walkway Lights - Graham Parkette 60.0 -60.0 New capital project Finance Operational Services Fleet Parks 17-2 2021 to 2022 Budget Repair & Replacement Capital 17-27 17-28 17-29 17-31 17-33 17-35 17-38 17-41 17-44 17-47 17-50 17-52 17-55 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Repair & Replacement Capital ($000s) Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. 73192 - Board Walk Resurface McKenzie Marsh 600.0 -600.0 New capital project 73215 - Playground Replacement, Walkway Repaving- L Willson Park 180.0 -180.0 New capital project 73242 - Improvements to Fleury Park Washroom Facility 480.0 350.0 130.0 LSRCA flood control requirements for electrical and Alectra requiring complete electrical upgrade for Park 4,064.9 2,824.9 1,240.0 34007 - Webster Drive Curb/Road Drainage Repair 65.0 -65.0 New capital project 34616 - Side Walk /Engineered Walkway Reconstruction 525.0 200.0 325.0 This is multi-year project as presented in the 2020 Capital Budget. Multiple walkways have fallen into disrepair such that the project has been phased over several years. 590.0 200.0 390.0 31124 - Henderson Dr. - Wildlife Passage 175.0 175.0 -Received for information. 2021 increase not approved 31178 - Reconstruction of Poplar Crescent 3,935.3 2,645.3 1,290.0 Additional funds requested based on engineering consultant's detailed design 31199 - Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St., 250.0 -250.0 New capital project 31243 - Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview 230.0 -230.0 New capital project 4,590.3 2,820.3 1,770.0 Roads Storm Sewer Planning & Development Services Roads & Sidewalks Repair & Replacement Capital 2021 to 2022 Budget 17-3 17-58 17-62 17-66 17-71 17-74 17-76 17-79 17-82 17-85 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Repair & Replacement Capital ($000s) Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. 42066 - Damaged Storm Pipe off Henderson Dr 4,010.0 2,610.0 1,400.0 Additional funds requested based on engineering consultant's detailed design 42075 - Performance Monitoring of LID Controls 240.0 80.0 160.0 Additional 2 years of monitoring work added to capital project 42080 - Jones Court Stream Rehabilitation 150.0 -150.0 New capital project 4,400.0 2,690.0 1,710.0 Total 26,805.1 15,878.1 10,927.0 17-4 2021 to 2022 Budget Repair & Replacement Capital 17-88 17-91 17-93 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) 12037 - Town of Aurora Website 85.0 85.0 - 85.0 85.0 - 72146 - 215 Industrial Parkway Exterior Works (Roof and Front Door System) 145.0 145.0 - 72169 - Town Hall- LAN Room HVAC 90.0 90.0 - 72172 - ACC- Sport Flooring 73.9 73.9 - 72213 - ASC - LED Lighting 50.0 50.0 - 72225 - AFLC - LED Lighting Arena, Pool, Squash Courts and Ceiling Repair 450.5 450.5 - 72226 - AFLC HVAC Arena 135.0 135.0 - 72263 - SARC - Cooling Evaporator Tower 90.0 90.0 - 72274 - AFLC - Squash Courts Floor Replacement 40.0 100.0 (60.0) Following a site assessment it was determined that replacing the floors wasn't required, therefore, refinishing was completed 72283 - SARC - Replacement of Pylon Sign Message Board 50.0 50.0 - 72297 - ACC - Ice Resurfacer Room Heater 20.5 20.5 - 72302 - AFLC - Replacement of Arena Seating 51.2 51.2 - 72305 - SARC - West Roof Area - Window Sealant 10.2 10.2 - 72323 - SARC - Repair of concrete walkways 20.0 20.0 - 72324 - AFLC - Replace hollow metal doors & exterior exit doors 55.0 55.0 - 72328 - AFLC - Replace built up roofing above Arena dressing rooms 90.1 90.1 - 72340 - ACC - Reseal exterior windows 13.5 13.5 - Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget Community Services Office of the CAO This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. Facilities Repair & Replacement Capital 2021 to 2022 Budget 17-5 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. 72342 - ACC - Replace thermoplastic membrane roofing 165.6 165.6 - 72346 - ACC - Reseal concrete floors 28.7 28.7 - 72381 - CYFS 4-3 - Replace windows 28.8 28.8 - 72384 - CYFS 4-3 - Replacement of suspended ceiling panels 26.9 26.9 - 72393 - ASC - Replacement of roofing sections 32.2 32.2 - 72404 - Town Hall - Replacement of exterior entrance doors 16.5 16.5 - 72405 - Town Hall - Replacement of roof sections and Skylight Sealant 250.0 250.0 - 72419 - Town Hall - Repair of concrete/stone walkways 33.5 33.5 - 72441 - AFLC - Pool Boiler Replacement 150.0 150.0 - 72442 - ACC - New Roll Up Doors (3)60.0 60.0 - 72448 - Town Hall - Interior Conversion to LED 95.0 95.0 - 72449 - SARC - Interior LED Retrofit 30.0 30.0 - 72450 - SARC - Low-E Ceiling - Arenas 128.0 128.0 - 72454 - Victoria Hall - Accessible Ramp - Accessibility Plan Implementation 20.0 20.0 - 72455 - AFLC, SARC - Transfer Stations - Accessbility Plan Implementation 25.0 25.0 - 72456 - SARC - Hoyer Lifts - Accessibility Implementation Plan 20.0 20.0 - 74021 - SARC - Comprehensive Sound/Audio/Public Address System Upgrade 45.2 45.2 - 2,540.3 2,600.3 (60.0) Program Services 17-6 2021 to 2022 Budget Repair & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. 74007 - AFLC Fitness Equipment Replacement 278.6 278.6 - 278.6 278.6 - 12002 - Accessibility Plan Implementation 1,382.9 1,382.9 - 13018 - Human Resources Information/Payroll System 250.0 250.0 - 81025 - GIS Scanner 10.0 10.0 - 1,642.9 1,642.9 - 12041 - 89 Mosley St 5,438.5 5,438.5 - 31151 - Streetlights 50.0 50.0 - 34001 - Christmas Decorations 50.0 50.0 - 5,538.5 5,538.5 - 34004 - Safety Railing - Yonge St north of Orchard Heights 400.0 400.0 - 34005 - Traffic Protection Guide Rail - Kennedy St W.100.0 100.0 - 34008 - Roads Operations Infrastructure Inspection, Repair and Maintenance Program 200.0 200.0 - 700.0 700.0 - 34220 - Roads - GMC/3500 (#17-20)85.0 85.0 - 34221 - Facilities - Kubota 4x4 Tractor (#599-19)45.0 45.0 - 34222 - Roads - Chev/1500 (#3-20)51.2 51.2 - 34223 - Roads - Chev/1500 (#5-20)47.5 47.5 - 34228 - Facilities - Ice Resurfacer (#595-19)90.0 90.0 - 34409 - By-Law - Smart Car Replacement (#400-19)50.0 50.0 - 34425 - Water - 3/4 Ton Cargo Van (#7-20)47.6 47.6 - Operational Services Corporate Services Operations Roads Fleet Repair & Replacement Capital 2021 to 2022 Budget 17-7 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. 34430 - Roads - 3/4 Ton Pick Up (#22-20)47.5 47.5 - 34440 - Roads - 6 Ton Diesel Dump with Sander (#33-20)263.9 263.9 - 34458 - Roads - Solar Powered Sign (#140, 141, 142, 143-20)100.0 100.0 - 34465 - Facilities - 3/4 Ton Pick Up Truck (#503-20)40.0 40.0 - 71112 - Parks - Ford 350 Dump Truck (#226-19)60.0 60.0 - 71116 - Parks - Back Hoe 420E IT & Rotary Broom Attachment (#238-20, #392-20) 205.0 205.0 - 71118 - Parks - Tractor - JD/5225 (#241-20)87.0 87.0 - 71119 - Parks - Tractor - JD/4320 (#240-19)60.0 60.0 - 71121 - Parks - 1 Ton Water Truck (#207-20)69.2 69.2 - 71122 - Parks - 3/4 Tonne (#212-20)51.2 51.2 - 71132 - Parks - Line Paint Trailer & Sports Field Line Painter(#121-20, #243-20)) 35.8 35.8 - 71134 - Parks - 3/4 Ton Pick Up (#201-20)50.9 50.9 - 71144 - Parks - Grass Crew Trailer (#214-20)20.0 20.0 - 71171 - Box Blade Attachment (#276- 20)12.0 12.0 - 1,518.7 1,518.7 - 73134 - Parks/ Trails Signage Strategy Study & Implementation 695.7 695.7 - 73212 - Playground Replacement- Taylor Park 175.0 175.0 - 73213 - Playground Replacement- Harman Park 153.6 153.6 - Parks 17-8 2021 to 2022 Budget Repair & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. 73214 - Playground Replacement- Tamarac Park 97.8 97.8 - 73232 - Trail/Playground Re-design - Jack Wood Park 102.4 102.4 - 73240 - Walkway/Basketball Repaving- Tamarac Park 30.0 30.0 - 73315 - Sheppards Bush Parking Lot Resurface 250.0 250.0 - 1,504.5 1,504.5 - 41009 - 3 Phase Electrical Power - Pumping Stations 120.0 120.0 - 41013 - Replacement of Vandorf Road Lift Station Pumps 50.0 50.0 - 43039 - Backflow Prevention Program 50.0 50.0 - 42073 - Stormwater Pond Maintenance Program - 2019 250.0 250.0 470.0 470.0 - 31054 - Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview) 1,705.3 1,705.3 - 31108 - Reconstruction - Algonquin Crescent and Haida Drive (Sections)2,085.9 2,085.9 - 31109 - Reconstruction - Kennedy St W & Temperance St 2,988.3 2,988.3 - 31113 - M & O - Murray Dr, Kennedy St W, Pinehurst Crt. Wiles Crt.2,352.3 2,352.3 - 31114 - Reconstruction - Ransom Court and Ransom Street 667.3 667.3 - 31116 - Road Resurfacing - Dunning Ave, Edward St, Golf Links Dr, Ind Pkwy S, McClellan Way, Orchard Hts. Blvd, Tamarac Trail, Yonge St S 3,649.0 3,649.0 - Planning & Development Services Water, Wasterwater & Storm water Roads Repair & Replacement Capital 2021 to 2022 Budget 17-9 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Repair & Replacement Capital ($000s) Previously approved capital projects with no change or reduction to budget This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. 31118 - Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd 5,388.1 5,388.1 - 31119 - Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman Rd. 4,618.6 4,618.6 - 31126 - M & O - Harmon Ave, Orchard Hts Blvd., Whispering Pine Trail 1,014.1 1,014.1 - 31134 - Road Resurfacing - Victoria (Wellington - Harrison), Yonge St (Golf Links - Orchard Hts) 1,356.4 1,356.4 - 31140 - Road Resurfacing - Archerhill Crt, Jarvis Ave, Gilbert Dr, Westview Dr, McClellan Way 716.6 716.6 - 31177 - Recon - Vandorf Sdrd - Monkman Crt - Carisbrooke Cir.1,000.0 1,000.0 - 27,542.0 27,542.0 - 34626 - Sidewalk Construction on Kitimat 192.7 192.7 - 192.7 192.7 - 42064 - Storm Sewer Outlet Cleanup 1,110.0 1,110.0 - 42067 - Storm Outfall Erosion at Mill Street 184.6 184.6 - 42072 - Vandorf Sideroad Culvert and Ditch Repair 219.0 219.0 - 42079 - Devlin Place Stream Rehabilitation 200.0 200.0 - 42083 - Willow Farm Lane Stream Rehabilitation 150.0 150.0 - 1,863.6 1,863.6 - Total 43,876.7 43,936.7 (60.0) Sidewalks Water, Wasterwater & Storm water 17-10 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72201 Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved) Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2021 Budget Authority Conditionally approved. Staff to submit report to council. Provide a brief overview of the project and include the key goals, objectives and performance measures. 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. 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 and Bylaws relocation to the 3rd floor of the JOC. This allowed the vacated space to be temporarily re- purposed for IT, while a refresh of a section of the second floor was completed. The new IT Business Solutions Team will occupy the new space. In 2020/2021 the refresh will focus on a move of the cultural centre staff to Town Hall to allow for the Library Square Project to proceed, as well as a focus on interior washroom and common space upgrades. . 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, Reworking the existing space is more cost effective than leasing additional space or building an additions. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 820,000 495,4931,070,000 250,000 250,000 500,000250,000 324,507 820,000 495,4931,070,000 250,000 250,000 500,000250,000 324,507 820,000 495,4931,070,000 250,000 250,000250,000 500,000Expenditures Total 324,507 Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 495,493 250,000 250,000 500,000324,507 495,493 250,000 250,000 500,000324,507 495,493 250,000 250,000 500,000Funding Total 324,507 Repair & Replacement Capital 2021 to 2022 Budget 17-11 Town of Aurora Capital Projects Project Department Version Year 72201 Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved) Community Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Ineffective use of office space and outdated facilities 17-12 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72204 Security Audit & Implementation Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1-4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Implementation of recommendations identified in the Security Risk Assessment audit completed in 2020. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Audit process included a physical review of security zones, public and common areas, site security related systems, protective service, procedures and historical incident data. The audit looked at eight of the Towns key facilities and recommended over 100 upgrades to mitigate risk through enhancements to facility and grounds physical security and upgrades to deficient and aging security related infrastructure and technology,including Access Control, Intrusion Detection,Cameras Systems. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Allow for implementation of audit recommendations. The additional funds requested in 2021 were in the 10 year capital plan under project 72417- Replacement of Security System Town Hall. They have now been moved and incorporated into project 72204 and the work will be completed as part of the Security Audit Implementation project. Please provide an explanation of what the outcomes would be if the project was not approved. Greater risk of incidents causing harm, reduced protection and health and safety of physical assets, employees, residents as well as reputation of the Town. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 450,000 194,300526,800 271,10176,800 61,399 450,000 194,300526,800 271,10176,800 61,399 450,000 194,300526,800 271,10176,800Expenditures Total 61,399 Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 194,300 271,10161,399 194,300 271,10161,399 194,300 271,101Funding Total 61,399 Repair & Replacement Capital 2021 to 2022 Budget 17-13 Town of Aurora Capital Projects Project Department Version Year 72372 215 Industrial - Refurbishment of Generator Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Refurbishment of the existing Generator. The Generator is required to be in operating condition as per the Lease agreement with the Department of National Defence. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Generator was scheduled for replacement in 2022. Estimates to replace vs repair were solicited and the cost to repair is far less expensive than a full replacement. The generator is in good condition, however requires upgrades to the fuel and exhaust system to meet current TSSA Regulations. The replacement cost was estimated at in the range of $120- $150k Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Work is required as per TSSA Regulations and lease agreement Please provide an explanation of what the outcomes would be if the project was not approved. None compliance with TSSA regulations and lease agreement Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 50,000 50,00050,000 50,000 50,00050,000 50,000 50,00050,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 50,000 50,000 50,000Funding Total 17-14 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72452 Energy and Demand Management Plan Implementation Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 2021 Q1-Q4 2021 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. 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. Including conversion of Lighting fixtures to LED, installation of motion sensors, changes to building automation systems to maximize energy reduction and utility consumption, upgrades to taps/ water fixtures to conserve water. 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. Please provide an explanation of what the outcomes would be if the project was not approved. Increased utility costs. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 50,000 50,000100,000 50,00050,000 50,000 50,000100,000 50,00050,000 50,000 50,000100,000 50,00050,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 50,000 50,000 50,000 50,000 50,000 50,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-15 Town of Aurora Capital Projects Project Department Version Year 72452 Energy and Demand Management Plan Implementation Community Services Final Approved Budget 2021 Gallery C:\Users\Doug Bertrand\Pictures\Budget Sheet Pictures\Small Energy Projects- Various Loations.jpg 17-16 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72453 Unplanned - Emergency Repairs Contingency Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2020 - Q4 2021 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. 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. 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. Please provide an explanation of what the outcomes would be if the project was not approved. Potential delays/ customer complaints or service/ program disruptions. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 100,000 100,000200,000 100,000 100,000 800,000100,000 100,000 100,000200,000 100,000 100,000 800,000100,000 100,000 100,000200,000 100,000 100,000100,000 800,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 100,000 100,000 100,000 800,000 100,000 100,000 100,000 800,000 100,000 100,000 100,000 800,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-17 Town of Aurora Capital Projects Project Department Version Year 72457 Lane Ropes for SARC & AFLC and new diving board at SARC Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To purchase and replace thirteen (13) 25-m lane ropes and three (3) lane reels at the Stronach Aurora Recreation Complex and the Aurora Family Leisure Complex; and to consider these items as asset that requires a 5-year replacement cycle. To purchase, deliver, and install a new Spectrum Cheyenne 1-m Diving Board at the Stronach Aurora Recreation Complex and to remove and dispose of existing diving board and stand. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Increased staff and public first aid injuries that are caused by defective lane ropes. Currently, the lane ropes and lane reels are not on an asset life cycle schedule, and parts have been replaced on an as-needed basis through the operating budget. The lane ropes and lane reels are an essential part of Aquatic programming and is used on a daily basis. Furthermore, the nature of a swimming pool (i.e. pool chemicals used to treat water, humid environment) causes an accelerated decline in its physical conditions, which leads to equipment defect (i.e. frayed wires) and injuries through operations. Increased public first aid injuries (i.e. slips and falls) from the diving board. Currently, the diving board is not on an asset life cycle schedule, and parts have been replaced on an as-needed basis through the operating budget. Although the diving board is not an essential part of Aquatic programming and used infrequently, it is considered to be a unique service that the Town provides to the general public. Many customers come to the Town’s leisure swim for the use of the diving board. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 75,000 75,00075,000 75,000 75,00075,000 75,000 75,00075,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 75,000 75,000 75,000Funding Total 17-18 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72457 Lane Ropes for SARC & AFLC and new diving board at SARC Community Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Improved safety for Pool users Please provide an explanation of what the outcomes would be if the project was not approved. Health and Safety concerns. Repair & Replacement Capital 2021 to 2022 Budget 17-19 Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2021 - Q4 2021 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. Work that needs to be completed includes remaining uncleared grids, restoring the historic 1933 cairn, pathways, and entrance gate. 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. 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 asset to promote tourism.Undertaking the necessary work now will ensure that the site is able to safely welcome visitors when the trail is opened. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 35,000 19,71255,000 20,000 20,000 35,00020,000 15,288 35,000 19,71255,000 20,000 20,000 35,00020,000 15,288 35,000 19,71255,000 20,000 20,00020,000 35,000Expenditures Total 15,288 Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 20,000 20,000 35,000 20,000 20,000 35,000 Other Funding Sources GROWTH & NEW RES CONT'N 19,71215,288 19,71215,288 19,712 20,000 20,000 35,000Funding Total 15,288 17-20 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2021 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. Repair & Replacement Capital 2021 to 2022 Budget 17-21 Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2021 Gallery U:\2021 Budget\downed tree.jpg 17-22 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2021 Gallery U:\2021 Budget\hazards on site.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-23 Town of Aurora Capital Projects Project Department Version Year 14047 Computer & Related Infrastructure Renewal (2021 Budget Conditionally Approved) Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing project. 2021 Budget Authority Conditionally approved. Staff to submit report to council. 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. 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. 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 ongoing business operations that need to be replaced in 2020. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 1,402,145 542,2272,062,505 263,885 225,475 1,458,662660,360 859,918 CONSULTING 35,000 35,001 1 35,001 1,437,145 542,2272,097,506 263,885 225,475 1,458,662660,361 894,919 1,437,145 542,2272,097,506 263,885 225,475660,361 1,458,662Expenditures Total 894,919 Funding Infrastructure Sustainability Reserves MUNICIPAL CAPITAL 50,000 COMPUTER RELATED EQUIP R&R 542,227 263,885 225,475 1,458,662 844,919 542,227 263,885 225,475 1,458,662 894,919 542,227 263,885 225,475 1,458,662Funding Total 894,919 17-24 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14047 Computer & Related Infrastructure Renewal (2021 Budget Conditionally Approved) Corporate Services Final Approved Budget 2021 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. Repair & Replacement Capital 2021 to 2022 Budget 17-25 Town of Aurora Capital Projects Project Department Version Year 14070 Boardroom Audio/Video Equipment Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q3 2020 - Q4 2022 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. 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. 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT & FURNISHINGS 50,000 50,000100,000 50,000 50,00050,000 50,000 50,000100,000 50,000 50,00050,000 50,000 50,000100,000 50,000 50,00050,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 25,000 25,000 25,000 COMPUTER RELATED EQUIP R&R 25,000 25,000 25,000 50,000 50,000 50,000 50,000 50,000 50,000Funding Total 17-26 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14075 Business Process Automation and Data Integration Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 - Q4 2021 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. 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. 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 105,000 105,000250,500 145,500 50,000145,500 105,000 105,000250,500 145,500 50,000145,500 105,000 105,000250,500 145,500 50,000145,500Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 105,000 145,500 50,000 105,000 145,500 50,000 105,000 145,500 50,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-27 Town of Aurora Capital Projects Project Department Version Year 14082 Data Centre Upgrades - Cybersecurity Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 - Q3 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. This is a project to refresh/update/redesign the technology in our two data centres. This would include (but not limited to) servers, SAN, network appliances, firewalls, and other cybersecurity appliances. This project aligns with the IT Strategic Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Our existing technology is out of date and end of life. A refresh is necessary to continue to provide needed IT services to the Town. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Will provide faster processing, more useable disk space, faster server switching, and a more robust cybersecurity footprint. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 60,000 60,000 60,000 400,00060,000 60,000 60,000 60,000 400,00060,000 60,000 60,000 60,00060,000 400,000Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 60,000 60,000 400,000 60,000 60,000 400,000 60,000 60,000 400,000Funding Total 17-28 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14012 Financial System Financial Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2023 The increase in Capital Budget Authority is to add two dedicated staff for the period of the implementation of the project. Provide a brief overview of the project and include the key goals, objectives and performance measures. The Town's current suite of core financial system tools will be replaced with a single integrated financial system that has an open data structure, wholly integrated "procurement to payment" functionality, integrated budget & general ledger system, contract and project management capabilities & highly customizable reporting. The first phase in 2020 includes the engagement of a consultant to define the specifications for the new system including its RFP development. The second phase will include the purchase and implementation of all key financial software components which will form the new integrated financial system. The budget for this project includes the cost for the consulting engagement, the new system and the cost for two full-time equivalent staff to be assigned to the project through the implementation. This will include one Finance staff that is assigned to the project for the duration. This will be the new position requested in the operating budget for 2021. The second will be a backfill of a position within Finance which will provide the flexibility for staff to float on to the project as required. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Town's current financial system is outdated and being used beyond its useful life. The current system cannot handle the increasing complexity in financial reporting requirements. The present suite of core financial system tools which were acquired by the Town as stand-alone components on an as needed basis cannot be easily integrated. After considerable effort to maximize the value from its existing financial systems, staff have now concluded that a new fully integrated financial system is necessary in order to meet the Town's current and future requirements. If a new financial system is not implemented or is delayed, the town's current financial system framework's Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 100,000 35,000140,869 40,869 105,869 CONTRACTS 900,000 1,359,131 359,000 837,631 162,500459,131 1,000,000 35,0001,500,000 359,000 837,631 162,500500,000 105,869 1,000,000 35,0001,500,000 359,000 837,631500,000 162,500Expenditures Total 105,869 Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 35,000 359,000 837,631 162,500 35,000 359,000 837,631 162,500105,869 35,000 359,000 837,631 162,500Funding Total 105,869 Repair & Replacement Capital 2021 to 2022 Budget 17-29 Town of Aurora Capital Projects Project Department Version Year 14012 Financial System Financial Services Final Approved Budget 2021 ability to meet staff's growing requirements will continue to deteriorate. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The proposed fully integrated financial system would address the growing inability of the Town's current financial systems to meet its rapidly expanding and more complex financial requirements. This new financial system would also allow the Town to achieve material process efficiencies and offer enhanced services to both external and internal stakeholders including the management team having better tools at their fingertips to manage their budget, forecasts, spending and procurement contracts. The automation of processes will mean that staff can focus more on managing the business and analysis rather than just trying to pull together the data. Please provide an explanation of what the outcomes would be if the project was not approved. If a new financial system is not implemented or is delayed, the Town's current collective financial system framework's ability to meet its business and residents, as well as staffing growing requirements will continue to deteriorate. 17-30 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 43038 Water Meter Replacement Program Financial Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing The Capital Budget Authority requested includes future years budget of $502,500/year through to 2024. This reflects the approval of the multi-year contract for meter replacements approved in report FS19-040. 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. 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 3,295,796 502,5004,587,336 502,500 502,500 2,375,3001,291,540 2,074,836 3,295,796 502,5004,587,336 502,500 502,500 2,375,3001,291,540 2,074,836 3,295,796 502,5004,587,336 502,500 502,5001,291,540 2,375,300Expenditures Total 2,074,836 Funding Infrastructure Sustainability Reserves WATER & SEWER CONTRIBUTION 502,500 502,500 502,500 2,375,3002,074,836 502,500 502,500 502,500 2,375,3002,074,836 502,500 502,500 502,500 2,375,300Funding Total 2,074,836 Repair & Replacement Capital 2021 to 2022 Budget 17-31 Town of Aurora Capital Projects Project Department Version Year 43038 Water Meter Replacement Program Financial Services Final Approved Budget 2021 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. 17-32 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 43055 Advanced Metering Infrastructure (Conditionally Approved 2021) Financial Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 January 2021 July 2022; the project is being brought forward for reconsideration as it was conditionally approved pending further information to Council. 2021 Budget Authority Conditionally approved. Staff to submit report to council. Provide a brief overview of the project and include the key goals, objectives and performance measures. The project involves the purchase of an antenna meter reading system through the installation of radio transmitters and base station infrastructure that will transmit water consumption data in real time to a secured off-site centralized database location. The investment in this initiative will improve the water billing data handling, accuracy, timeliness and enhance the customer service experience. Provide the reasons the project should be approved and what will be the impact of the project to service levels. In 2015 and each year since then, Council approved funding to undertake a meter change out program, changing our old meters to new digital meters. Moving to a radio read system will enable hourly data reading to be captured and will assist with identifying major water consumption changes as well as helping customers understand consumption patterns. Staff will continue to focus on the core functions of account administration, billing and collections but will be able to alert customers to significant consumption changes earlier during the pre-billing process. There will be a significant improvement to the level of customer service that Town will be able to provide to its residents with the implementation of this infrastructure and the related technology. Currently, water billing for residential customers occurs on 3 month cycles and for commercial customers on 2 month cycles. If a customer has an undetected water leak at the beginning or in the middle of the cycle the customer is required to pay for the costs of the consumption regardless of the cause. The leak can go undetected for potentially 3 months resulting in an extremely high water bill. Currently, every billing cycle include an account in which this occurs. Hourly meter reads would give the Town and the residents the ability to monitor water consumption in a timelier manner and gain the ability to correct or fix leaks preventing a high water bill. Currently, faulty meters are detected when the meters are read for each billing cycle. As a result, the Town issues estimated water bills until the meter can be fixed or replaced. Having daily consumption reports would allow the Town to investigate faulty meters more proactively reducing the amount of Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 2,000,000 1,500,000 500,0002,000,000 2,000,000 1,500,000 500,0002,000,000 2,000,000 1,500,000 500,0002,000,000Expenditures Total Funding Infrastructure Sustainability Reserves WATER & SEWER CONTRIBUTION 1,500,000 500,000 1,500,000 500,000 1,500,000 500,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-33 Town of Aurora Capital Projects Project Department Version Year 43055 Advanced Metering Infrastructure (Conditionally Approved 2021) Financial Services Final Approved Budget 2021 estimated bills being issued. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The proposed antenna meter reading system will provide customers the opportunity to consider conservation efforts through viewing consumption patterns via a customer portal. In addition, those customers with digital meters will be able to receive leak detection alerts. The Town can pro-actively investigate faulty meters reducing the risk of unrecovered costs of water consumption. Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved, the Town would continue to rely on the current contract meter readers and would not be able to provide the enhanced customer service. Residents would only have the option to connect with the Town staff to get any information relating to water consumption and depending on the timing of the request the consumption may not even be available if the manual read has yet to occur. 17-34 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34432 Roads - 2 Ton (#24-21) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Replacement of 2011 Roads Division truck which entered into service in fall of 2010. Truck is utilized by the Roads Division for daily operational maintenance, primarily towing equipment for asphalt repairs or line painting. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Truck has a significant amount of body rust to box and tailgate that is leading to some potential structural integrity issues especially on the floor boards and door sills. In addition brakes and tires will need replacing in next 12 months. Towing trailer regularly leads impacts lifecycle as it is hard on truck. Requires over $10,500 into repairs and upkeep, vehicle value is $18,000 Vehicle has met its lifecycle target of 10 years as per the Asset Management Plan/Fleet Strategy Strong probability of incurring repair costs due to unforseen breakdowns due to age Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Increased staff productivity, less maintenance and downtime, lower operating costs. Please provide an explanation of what the outcomes would be if the project was not approved. Without replacement, this aging truck will require more repair investment, will consume more fuel than a comparable current model, and be susceptible to increased downtime due to unforeseen mechanical failures. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 90,000 90,00090,000 90,000 90,00090,000 90,000 90,00090,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 90,000 90,000 90,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-35 VEHICLE/EQUIPMENT EVALUATION FORM Date of Evaluation: 2020-05-21 Evaluator: Adam Beveridge System Diagnosis Estimated Repair Cost Engine 3 Transmission 3 Drive Line 3 Suspension 3 Steering 3 Exhaust 3 Brakes 2 $1000 Tires 2 $1500 Hydraulic System 3 Electrical System 3 Body 2 $8,000 Interior 3 Exterior 2 Heating/Air Conditioning 3 Pumping System N/A Other N/A Total Estimated Repair Cost $10,500 Diagnosis Code Code Description Good 3 System is functioning well - no repairs expected at this time Fair 2 Minor repairs required Poor 1 Major repairs needed as soon as possible – consider replacing Equipment Unit #: 24 Make: Dodge Model: 4500 VIN or Serial#: 3D6WA6EL6BG51963 Department: Roads Year: 2011 Years of Service: 9 In Service Date: 2010 Mileage / Hours: 72,022 KMS CAPTIAL COST CONSIDERATIONS: Purchase Cost: $ 49,122 Replacement Cost $ 65,000 Trade in Value: $18,000 LIFECYCLE RECOMMENDATION PER FLEET STRAT 10 years 17-36 2021 to 2022 Budget Repair & Replacement Capital VEHICLE/EQUIPMENT EVALUATION SUMMARY REPORT Evaluators Comments: This unit will require brakes and tires when due for its CVOR. The dump box and rear tailgate are severely corroded and require repair. This truck has an ongoing emission control system issues Life Cycle Considerations as Per Fleet Strategy: As per the Fleet Strategy this unit has not yet reached its expected lifecycle however it will require some body repair due to corrosion. It should be considered for replacement in 2022 as it reaches its lifecycle expectancy. RECOMMENDATIONS: This unit should be considered for replacement in 2022 in order to achieve the maximum lifecycle and trade in value, based on the current condition of the unit. Repair & Replacement Capital 2021 to 2022 Budget 17-37 Town of Aurora Capital Projects Project Department Version Year 34441 Roads - Street Sweeper (#40-21) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021-Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace aging 2010 Street Sweeper utilizer to clean roads April thru November weekly.Recommended for replacement as per AMP/FMS and mechanical condition assessment Within 10 yr Capital plan Provide the reasons the project should be approved and what will be the impact of the project to service levels. Requires approximately $10,000 of repairs to replace drive motors. Other aspects of the machine are worn down etc. main drive belt,hydraulic hoses/motors. Vehicle in for repairs frequently resulting in lengthy downtime. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Increased staff productivity, less maintenance and downtime, lower operating costs Please provide an explanation of what the outcomes would be if the project was not approved. Without replacement, this aging vehicle will require more repair investment, will consume more fuel than a comparable current model, and be susceptible to increased downtime due to unforeseen mechanical failures. Service levels could be impacted significantly due to operational issues. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 305,000 305,000305,000 305,000 305,000305,000 305,000 305,000305,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 305,000 305,000 305,000Funding Total 17-38 2021 to 2022 Budget Repair & Replacement Capital VEHICLE/EQUIPMENT EVALUATION FORM Date of Evaluation: 2020-05-21 Evaluator: Adam Beveridge System Diagnosis Estimated Repair Cost Engine 3 Transmission 3 Drive Line 1 $10,000 Suspension 3 Steering 3 Exhaust 3 Brakes 3 Tires 3 Hydraulic System 3 Electrical System 3 Body 3 Interior 3 Exterior 3 Heating/Air Conditioning N/A Pumping System 3 Other N/A Total Estimated Repair Cost $10,000 Diagnosis Code Code Description Good 3 System is functioning well - no repairs expected at this time Fair 2 Minor repairs required Poor 1 Major repairs needed as soon as possible – consider replacing Equipment Unit #: 40 Make: Pelican Model: NP VIN or Serial#: NP1361D Department: Roads Year: 2010 Years of Service: 10 In Service Date: 2010 Mileage / Hours: 3945 Hours CAPTIAL COST CONSIDERATIONS: Purchase Cost: $ 201,000 Replacement Cost $ 250,000 Trade in Value: 100,000k LIFECYCLE RECOMMENDATION PER FLEET STRAT 10 years Repair & Replacement Capital 2021 to 2022 Budget 17-39 VEHICLE/EQUIPMENT EVALUATION SUMMARY REPORT Evaluators Comments: Sweeper is safe to use at time of inspection. However, it has a very noisy drive hydraulic motor which could fail at anytime. Life Cycle Considerations as Per Fleet Strategy: As per the Fleet Strategy this sweeper has reached its expected lifecycle and should be put into replacement rotation. RECOMMENDATIONS: This unit should be replaced soonest as the potential repairs due to catastrophic failure could be costly and the equipment downtime will be substantial. Replacement should be considered due to age. 17-40 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 71136 Parks - 1 Ton Pick Up Crew Cab (#203-21) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Replacement of 2011 Parks Division crew cab truck, which came into service in 2010 Truck is utilized by Parks for daily operational maintenance turf crew May through October towing a trailer/mowers and other equipment Provide the reasons the project should be approved and what will be the impact of the project to service levels. Vehicle replacement as per AMP/FMS Requires approx $3600 in repairs - brakes/tires/body work, truck value $12,000 Heavily used truck which is strained by trailer use for turf equipment daily Probability of incurring repair costs due to unforseen breakdowns as vehicle ages Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Allows for staff to complete job tasks efficiently and to get to and from job sites, less maintenance and downtime, lower operating costs. Please provide an explanation of what the outcomes would be if the project was not approved. Without replacement, this aging truck will require more repair investment in the future and be susceptible to increased downtime due to unforeseen mechanical failures. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 62,800 62,80062,800 62,800 62,80062,800 62,800 62,80062,800Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 62,800 62,800 62,800Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-41 VEHICLE/EQUIPMENT EVALUATION FORM Date of Evaluation: 2020-05-21 Evaluator: Adam Beveridge System Diagnosis Estimated Repair Cost Engine 3 Transmission 3 Drive Line 3 Suspension 3 Steering 3 Exhaust 3 Brakes 2 $1000 Tires 2 $1000 Hydraulic System 3 Electrical System 3 Body 3 $1000 Interior 3 Exterior 3 Heating/Air Conditioning 3 Pumping System N/A Other Tool Box $600 Total Estimated Repair Cost $3600 Diagnosis Code Code Description Good 3 System is functioning well - no repairs expected at this time Fair 2 Minor repairs required Poor 1 Major repairs needed as soon as possible – consider replacing Equipment Unit #: 203 Make: Ford Model: F350 VIN or Serial#: 1GC0CVG2BF244004 Department: Parks Year: 2011 Years of Service: 9 In Service Date: 2010 Mileage / Hours: 62,055 CAPTIAL COST CONSIDERATIONS: Purchase Cost: $ 32,561 Replacement Cost $ 60,000 Trade in Value: $12,000 LIFECYCLE RECOMMENDATION PER FLEET STRAT 10 years 17-42 2021 to 2022 Budget Repair & Replacement Capital VEHICLE/EQUIPMENT EVALUATION SUMMARY REPORT Evaluators Comments: This unit will require brakes and tires on the next CVOR inspection. The tool box on this truck is broken and requires replacement. There is minor body damage that requires repair however the vehicle is safe to operate at time of inspection. Life Cycle Considerations as Per Fleet Strategy: As per the Fleet Strategy this unit has not yet reached its expected lifecycle and is in average condition with low mileage. RECOMMENDATIONS: This unit should be considered for replacement in 2021 in order to achieve the maximum lifecycle and trade in value, based on the current condition of the unit. Repair & Replacement Capital 2021 to 2022 Budget 17-43 Town of Aurora Capital Projects Project Department Version Year 71154 Parks - Utility Trailer (#231-21) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace a 1997 flat bed trailer in the Parks Division Trailer is utilized by staff to haul bleachers/ipicnic tables/equipment/hort barrels etc to maintain parks and open spaces spring, summer and fall. Trailer is vital to the operation and has more than surpassed its lifecycle, showing significant wear and degradation. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Extensive corrosion to side rails and cross deck supports. Tires on this trailer need replacing and some replacement of fenders due to corrosion Safety concerns as the corrosion is quite severe and trailer is used extensively and relied upon to complete tasks Trailer needs $800 of work approximately and is valued at $1000 Trailer has exceeded its lifecycle of 15 years. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Staff will be able to perform their duties in a timely manner without downtime due to equipment failure, costs will decrease, safety concerns addressed, and maintenance service level standards met. Please provide an explanation of what the outcomes would be if the project was not approved. Strong possibility trailer would need to be pulled off the road due to safety issues and maintenance service levels standards would suffer or not be met. Impact to permit holders and special events. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 15,000 15,00015,000 15,000 15,00015,000 15,000 15,00015,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 15,000 15,000 15,000Funding Total 17-44 2021 to 2022 Budget Repair & Replacement Capital VEHICLE/EQUIPMENT EVALUATION FORM Date of Evaluation: 2020-05-21 Evaluator: Adam Beveridge System Diagnosis Estimated Repair Cost Engine 3 Transmission 3 Drive Line 3 Suspension 3 Steering 3 Exhaust 3 Brakes 2 $1000 Tires 2 $1000 Hydraulic System 3 Electrical System 3 Body 3 $1000 Interior 3 Exterior 3 Heating/Air Conditioning 3 Pumping System N/A Other Tool Box $600 Total Estimated Repair Cost $3600 Diagnosis Code Code Description Good 3 System is functioning well - no repairs expected at this time Fair 2 Minor repairs required Poor 1 Major repairs needed as soon as possible – consider replacing Equipment Unit #: 203 Make: Ford Model: F350 VIN or Serial#: 1GC0CVG2BF244004 Department: Parks Year: 2011 Years of Service: 9 In Service Date: 2010 Mileage / Hours: 62,055 CAPTIAL COST CONSIDERATIONS: Purchase Cost: $ 32,561 Replacement Cost $ 60,000 Trade in Value: $12,000 LIFECYCLE RECOMMENDATION PER FLEET STRAT 10 years Repair & Replacement Capital 2021 to 2022 Budget 17-45 VEHICLE/EQUIPMENT EVALUATION SUMMARY REPORT Evaluators Comments: This unit will require brakes and tires on the next CVOR inspection. The tool box on this truck is broken and requires replacement. There is minor body damage that requires repair however the vehicle is safe to operate at time of inspection. Life Cycle Considerations as Per Fleet Strategy: As per the Fleet Strategy this unit has not yet reached its expected lifecycle and is in average condition with low mileage. RECOMMENDATIONS: This unit should be considered for replacement in 2021 in order to achieve the maximum lifecycle and trade in value, based on the current condition of the unit. 17-46 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 71158 Parks - Grass Crew Trailer (#244-21) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2020 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace a 2009 grass crew trailer in the Parks Division Trailer is utilized by the turf maintenance crew to haul mowers and other equipment, maintain grass in parks and open spaces spring, summer and fall. Trailer is vital to the operation and has more than surpassed its lifecycle, showing significant wear and degradation. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Extensive corrosion to side rails and cross deck supports, steel bulging from the rust. Tires on this trailer need replacing multiple times a season, very old axle design that takes specific tires that are expensive Safety concerns as the corrosion is quite severe and trailer hauls some heavy equipment Trailer needs $3,600 of work approximately and is valued at $3,000-$4,000. Trailer has not met its lifecycle of 15 years, however condition assessment warrants replacement. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Staff will be able to perform their duties in a timely manner without downtime due to equipment failure, costs will decrease, safety concerns addressed, and maintenance service level standards met. Please provide an explanation of what the outcomes would be if the project was not approved. Strong possibility trailer would need to be pulled off the road due to safety issues and maintenance service levels standards would suffer or not be met. Impact to permit holders and users of sports fields and other park venues. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 15,000 15,00015,000 15,000 15,00015,000 15,000 15,00015,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 15,000 15,000 15,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-47 VEHICLE/EQUIPMENT EVALUATION FORM Date of Evaluation: 2020-05-21 Evaluator: Adam Beveridge System Diagnosis Estimated Repair Cost Engine N/A Transmission N/A Drive Line N/A Suspension 3 Steering N/A Exhaust N/A Brakes 3 Tires 3 Hydraulic System N/A Electrical System 3 Body 2 $2,000 Interior N/A Exterior 2 Heating/Air Conditioning N/A Pumping System N/A Other N/A Total Estimated Repair Cost $2,000 Diagnosis Code Code Description Good 3 System is functioning well - no repairs expected at this time Fair 2 Minor repairs required Poor 1 Major repairs needed as soon as possible – consider replacing Equipment Unit #: 244 Make: J&J Trailer Model: LD2 VIN or Serial#: 2J9USD2D29T011760 Department: Parks Year: 2009 Years of Service: 11 In Service Date: 2009 Mileage / Hours: Unknown CAPTIAL COST CONSIDERATIONS: Purchase Cost: $ 8,758 Replacement Cost $ 12,000 Trade in Value: $3-4000 LIFECYCLE RECOMMENDATION PER FLEET STRAT 15 years 17-48 2021 to 2022 Budget Repair & Replacement Capital VEHICLE/EQUIPMENT EVALUATION SUMMARY REPORT Evaluators Comments: This unit will require extensive body repairs due to corrosion. Life Cycle Considerations as Per Fleet Strategy: As per the Fleet Strategy this unit has not yet reached its expected lifecycle however it will require some body repair due to corrosion. RECOMMENDATIONS: This unit should be considered for replacement in 2022 slightly before its expectant lifecycle, due to condition and replacement cost. Repair & Replacement Capital 2021 to 2022 Budget 17-49 Town of Aurora Capital Projects Project Department Version Year 72281 AFLC - Skate Park Reconstruction Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Project Designed in 2020 - Construction 2021. (2021 Budget request of $520K not approved). Provide a brief overview of the project and include the key goals, objectives and performance measures. The skate park was constructed in 2013, after the first winter the surface started to crack, every year since the cracking has increased with areas of concrete delaminating, specifically where water pools on the flat areas . In 2018 an engineering consultant, Greenview Environmental Management (GEM) was secured to complete an investigation. It was found that the drainage under the park and rebar within the concrete was insufficient and not to specification. GEM concluded the replacement of the facility, including the establishment of drainage solutions would address all deficiencies, with an estimated cost of $400,000 - $600,000. Staff generated the capital budget based on estimates provided as part of their deficiencies investigation report on the skate park in 2018. In June 2019, Council approved Report No. OPS19-016 to lift the conditional approval of Capital Project No. 72281 AFLC Skate Park reconstruction for $600,000. Following the approval, staff toured some recent skate parks constructed by other municipalities to look at new design elements and potential improvements to the AFLC facility. In addition, staff developed a survey with the assistance of the Recreation Division to engage the users regarding the skate park facility in an effort to explore the use of amenities and potential improvements to enhance the overall experience.Improvements included lighting for safety and extended use when days of year shorter, shade structure for resting under/seating and water bottle filling station so users do not need to go into building. This information was included in the RFP to retain a consultant to design and prepare tender documents for construction The estimated costs provided by the consultant for the construction exceed the budget funding allotted to the project. The cost to replace the concrete surface only is $550,000, this is without removal of original skate park, grading works, contingency and consultant design. Additional amenities as per the user group survey results in an additional $138,000. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 675,000 26,761675,000 620,000 520,00028,239 675,000 26,761675,000 620,000 520,00028,239 675,000 26,761675,000 620,000 520,000Expenditures Total 28,239 Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 600,000 520,000 BLDG, FURN & FIX R&R RESERVE 26,761 20,00028,239 26,761 620,000 520,00028,239 26,761 620,000 520,000Funding Total 28,239 17-50 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72281 AFLC - Skate Park Reconstruction Operational Services Final Approved Budget 2021 Provide the reasons the project should be approved and what will be the impact of the project to service levels. Extreme winter frost and poor drainage will continue to impact the skate park and at some point if not corrected the skate park will have to be shut down due to safety reasons. Parks staff inspected the facility in May 2020, as expected the cracking, delaminating of the concrete surface and pooling of water continues, increasing the risk of injury to users.Mitigation of the deficiencies carry on through patching and grinding of the concrete deficiencies, utilizing various measures and methods to help alleviate the ongoing problems and reduce risk to users. The skate park condition continues to be inspected and monitored daily, April thru November by parks staff ensuring facility is safe for use as per the Park Maintenance Standard Service Levels. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The continued use of the skate park, longevity of the asset and reduced risk of injury due to spalling concrete and cracks currently associated with the amenity. Please provide an explanation of what the outcomes would be if the project was not approved. The Town has a duty to maintain the Skate Park. To date, the Town has not received any claims concerning the Skate Park. Condition of Skate park will continue to deteriorate and when risk cannot be managed park will need to be closed. Repair & Replacement Capital 2021 to 2022 Budget 17-51 Town of Aurora Capital Projects Project Department Version Year 73160 Emerald Ash Borer Management Program Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2-Q3 2021 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 9 of 10 for this program. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The implementation of year 9 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, therefore removal and replanting is necessary. 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. 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, to maintain acceptable neighbourhood aesthetics and to re-establish the tree canopy by replacing trees that are removed. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 1,799,850 413,2532,069,850 270,000 280,000270,000 1,386,597 1,799,850 413,2532,069,850 270,000 280,000270,000 1,386,597 1,799,850 413,2532,069,850 270,000 280,000270,000Expenditures Total 1,386,597 Funding Special Purpose Reserve Funds EMERALD ASH BORER RESERVE 413,253 270,000 280,0001,239,747 413,253 270,000 280,0001,239,747 Council Discretionary Reserve Funds Council Discretionary Contributions 10,000 10,000 Other Funding Sources CONTRIBUTION FROM GENERAL 136,850 136,850 413,253 270,000 280,000Funding Total 1,386,597 17-52 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73160 Emerald Ash Borer Management Program Operational Services Final Approved Budget 2021 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. Repair & Replacement Capital 2021 to 2022 Budget 17-53 Town of Aurora Capital Projects Project Department Version Year 73160 Emerald Ash Borer Management Program Operational Services Final Approved Budget 2021 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2020 Budget\Capital\Draft 1\R & R - Capital Projects - Draft 1\73160.jpg 17-54 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73175 Walkway Lights - Graham Parkette Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q3-4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To upgrade pathway lighting system to the standard of existing pole and fixture styles in all other Parks. This will include conversion to LED lamps. Provide the reasons the project should be approved and what will be the impact of the project to service levels. When all other park pathway lamps were converted to LEDin 2017, staff were unable to complete Graham Park as it has a lamp which we could not retrofit. In addition it was discovered that the electrical lines were directly buried in the ground, this would have occurred when park was constructed by the developer back in the 1980's. As such it is necessary to bring the park lighting up to code with the replacement of electrical wires in conduit, new poles and energy efficient LED lamps Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Consistent poles and lamps in all parks, reflecting our parks standards and a system that is up to ESA code. Please provide an explanation of what the outcomes would be if the project was not approved. Potential liable due to safety infraction. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 60,000 60,00060,000 60,000 60,00060,000 60,000 60,00060,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 60,000 60,000 60,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-55 Town of Aurora Capital Projects Project Department Version Year 73175 Walkway Lights - Graham Parkette Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Pictures\20190605_103034.jpg 17-56 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73175 Walkway Lights - Graham Parkette Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Pictures\20190605_103048.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-57 Town of Aurora Capital Projects Project Department Version Year 73192 Board Walk Resurface McKenzie Marsh Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q2 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace full hemlock wood structure of the boardwalk with pressure treated wood - helical piers to remain. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Boardwalk constructed in 2010 out of rough sawn hemlock on helical piers as per consultants recommendations and through routine inspections staff have found the hemlock is rotting out at an alarming rate. A significant number of deck surfacing boards have been removed and replaced over the last 3 years. The main joists are now rotting out and structural integrity is being compromised. Staff have been monitoring and repairing and stabilizing where necessary so the boardwalk can remain safe to the public and open but at some point as more of the structure becomes compromised it may be necessary to close the boardwalk to the public. It has been surmised that lack of airflow has lead to the early degradation of the structure. A severe drought that occurred a few years ago allowed the open water under the boardwalk to be taken over in the marsh by bull rushes. This has lead to tightly packed vegetation under the boardwalk therefore, not allowing for airflow and promoting a moist/wet environment. Staff are recommending replacement of boardwalk with pressure treated wood.This boardwalk is the main connection between north Aurora/Newmarket and south Aurora trails. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Safe infrastructure for trail users, connectivity for recreation and alternative modes of public travel Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 600,000 600,000600,000 600,000 600,000600,000 600,000 600,000600,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 600,000 600,000 600,000Funding Total 17-58 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73192 Board Walk Resurface McKenzie Marsh Operational Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Potential for the Corporation becoming liable due to safety concerns, significant cost increases for repairs and closure of boardwalk. Loss of connectivity and a main trail attraction in Aurora. Repair & Replacement Capital 2021 to 2022 Budget 17-59 Town of Aurora Capital Projects Project Department Version Year 73192 Board Walk Resurface McKenzie Marsh Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\Boardwalk Decay 1.jpg 17-60 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73192 Board Walk Resurface McKenzie Marsh Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\Boardwalk Decay 2.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-61 Town of Aurora Capital Projects Project Department Version Year 73215 Playground Replacement, Walkway Repaving- L Willson Park Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace an aging playground structure in Lambert Willson Park to increase safety and usability for residents. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Lambert Willson Park playground has been in service since the 1999 . There are significant wear patterns to the decking/platforms that have been identified during monthly playground inspections in the past year. In addition staff have had to replace a slide and other plastic components ( approx. $10,000) over the last two years as they have become brittle due to UV degradation. This playground will be replaced with a more functional structure w/ additional AODA components. The fall protection surfacing will also be replaced as part of the project. Playground is in a destination park where many events are held yearly by users groups and the Town. Asset is in 10 year Capital Plan & past its lifecycle as per the Asset Management Plan. 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 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 180,000 180,000180,000 180,000 180,000180,000 180,000 180,000180,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 180,000 180,000 180,000Funding Total 17-62 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73215 Playground Replacement, Walkway Repaving- L Willson Park Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\Lambert Playground 1.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-63 Town of Aurora Capital Projects Project Department Version Year 73215 Playground Replacement, Walkway Repaving- L Willson Park Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\Lambert Playground 2.jpg 17-64 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73215 Playground Replacement, Walkway Repaving- L Willson Park Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\Lambert Playground 3.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-65 Town of Aurora Capital Projects Project Department Version Year 73242 Reconstruction of Fleury Park Washroom Facility Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Project conditionally approved - as per OPS19-018 approved on July 23, 2019, conditional approval lifted Detailed design and tender 2020 Construction 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. In 2015 the Town of Aurora successfully submitted an application to the Canada 150 Community Infrastructure Program to facilitate the rehabilitation of the Fleury Park Washroom Facility, which required work to be completed by end of 2017. Parks retained a consultant (PRS 2016-46) to redesign the building, including mechanical, structural, architectural, electrical and contract document preparation. It was found that the building only had approx 20 yrs of viability left and that it would be better to demolish the building and rebuild. To rebuild, required the Town to discuss the project with LSRCAas the building site is directly within the flood plain. At the time, LSRCA was not in support of the project reconstruction, so the project lost grant funding as it was not feasible to get the project completed within grant time lines. In 2019, LSRCA provided approval to proceed with reconstruction of the building on the existing footprint. Staff secured a design consultant through an RFP and design started on the building in 2020. Submissions of design were provided to LSRCA and Alectra for approval. Alectra requires the park electrical to be upgraded for the park to facilitate the new washroom, estimates are $80,000+/-. In addition the plumbing and electrical for the building requires flood proofing as per LSRCA for issuance of a permit. Both these items were not accounted for in the budget and requires an increase in order to reconstruct the washroom. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The building was constructed in the mid 70's and has become very aged/tired and does meet current AODA standards. The building needs to be brought up to current code and amenities upgraded within the washroom areas within this busy multi-use Community Park. The building also has storage to house cleaning supplies but over the years this space has become needed by Town program staff to assist in storage of materials needed to help deliver their programs, primarily summer camps. Ideally, the storage area would be separate from the utility room for safety and ease of access. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 350,000 24,844480,000 450,000130,000 5,156 350,000 24,844480,000 450,000130,000 5,156 350,000 24,844480,000 450,000130,000Expenditures Total 5,156 Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 24,844 450,0005,156 24,844 450,0005,156 24,844 450,000Funding Total 5,156 17-66 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73242 Reconstruction of Fleury Park Washroom Facility Operational Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The new facility will be inviting and barrier free for all users. Improvements will provide better infrastructure and increased storage to facilitate the towns demand for additional storage. A new building will have a life expectancy of more than 50 years. Please provide an explanation of what the outcomes would be if the project was not approved. Increased cost to maintain structure in safe/functional manner. Not being able to provide an inclusive facility to residents and patrons of the park. Repair & Replacement Capital 2021 to 2022 Budget 17-67 Town of Aurora Capital Projects Project Department Version Year 73242 Reconstruction of Fleury Park Washroom Facility Operational Services Final Approved Budget 2021 Gallery E:\DCIM\100___06\IMG_0068.JPG 17-68 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73242 Reconstruction of Fleury Park Washroom Facility Operational Services Final Approved Budget 2021 Gallery E:\DCIM\100___06\IMG_0071.JPG Repair & Replacement Capital 2021 to 2022 Budget 17-69 Town of Aurora Capital Projects Project Department Version Year 73242 Reconstruction of Fleury Park Washroom Facility Operational Services Final Approved Budget 2021 Gallery E:\DCIM\100___06\IMG_0074.JPG 17-70 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34007 Webster Drive Curb/Road Drainage Repair Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Project will resolve a long standing and persistent road drainage problem at the road curb line in the vicinity of 32 Webster Drive. There are two main drivers contributing to this matter a) the curb line by design is relatively flat such that the nearest storm water catch basin is too distant for the water to completely drain from this location,often resulting in pond water in the gutter for many days or weeks following a precipitation event & b) over time the road and curb have settled and or heaved from seasonal freezing and thawing cycles, further aggravating the issue. Key Goals include resolution of problematic drainage issue, to reduce public liability due to slip and falls , to maintain positive drainage of the road way as per standard municipal street design and performance standards Provide the reasons the project should be approved and what will be the impact of the project to service levels. This drainage issue has been a very long standing issue and a concern to the neighbouring resident at this location, there have been repeated requests to the Town by the resident for mitigation of this problem. The fact that the road does not drain appropriately should be cause for concern as the section of the roadway is not functioning. Roads Operations have had discussions with our Engineering Department and it was determined that Roads Operations would take the lead on its resolution. As such, Staff engaged a Civil Engineering consulting firm to review the matter and provide their findings as to cause and potential solutions, This work was completed in spring 2020 and a practical solution to the matter has been designed and provided for implementation.Based on this work to date and the fact that both the problem and the solutions have been identified staff suggest that it is in the interests of public safety and compliance this work should proceed. It should also be noted that there was a previous slip and fall incident at this location during the winter of 2019 which led to some legal implications ,In view of this and our knowledge of this issue the Town should act in resolving this drainage problem Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 65,000 65,00065,000 65,000 65,00065,000 65,000 65,00065,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 65,000 65,000 65,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-71 Town of Aurora Capital Projects Project Department Version Year 34007 Webster Drive Curb/Road Drainage Repair Operational Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits include , resolving a long standing road drainage problem , Responding to a local resident who has requested that the Town act on this matter, exercising prudent risk management and reducing the likelihood of further slip and fall incident and personal injury , Improve municipal maintenance and a return to compliance with Municipal road design and ,maintenance standards and Please provide an explanation of what the outcomes would be if the project was not approved. Drainage issue will continue to persist, potential further liability and risk to the corporations now that the matter has been formally acknowledged by the Town and a solution provided 17-72 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34007 Webster Drive Curb/Road Drainage Repair Operational Services Final Approved Budget 2021 Gallery C:\Users\Jim Tree\Pictures\Webster1.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-73 Town of Aurora Capital Projects Project Department Version Year 34616 Side Walk /Engineered Walkway Reconstruction Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 through Q4 2021 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. 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 on 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 200,000 200,000525,000 175,000 150,000 958,100325,000 200,000 200,000525,000 175,000 150,000 958,100325,000 200,000 200,000525,000 175,000 150,000325,000 958,100Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 200,000 175,000 150,000 958,100 200,000 175,000 150,000 958,100 200,000 175,000 150,000 958,100Funding Total 17-74 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34616 Side Walk /Engineered Walkway Reconstruction Operational Services Final Approved Budget 2021 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. Repair & Replacement Capital 2021 to 2022 Budget 17-75 Town of Aurora Capital Projects Project Department Version Year 31124 Henderson Dr. - Wildlife Passage Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2020 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To provide funding for the construction of a sidewalk (if feasible) and a wildlife passage for Henderson Dr. from Bathurst Str. to Yonge St. Construction of a sidewalk on the south side of Henderson from Bathurst to Watts Meadow and the construction of a wildlife passage on Henderson Dr at the Salamander Pond as per Report OPS 19-009. The project will be delivered as follows: design in 2020 and construction of the wildlife ecopassage in 2021. The construction of a new sidewalk will be paired with the road rehabilitation project (mill and overlay) which will be scheduled as a separate project in the future. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINKTOSTRATEGICPLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure - maintain and expand infrastructure. Urbanization can have significant impacts on Ontario's native biodiversity. With increased development comes the need for more transportation infrastructure which can significantly impact wildlife habitat through habitat degradation, habitat loss, reduced habitat connectivity and wildlife injury or mortality. Reptiles (turtles) and amphibians (frogs, toads and salamanders) are among those species most at risks from roads.Road ecology minimizes the disruption of natural processes and wildlife. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project involves the construction of a wildlife ecopassage on Henderson Drive at Salamander Pond through the construction of a crossing structure purposely built for wildlife movements (e.g. reptile tunnel)or by retrofitting the existing infrastructure (e. g, existing drainage culvert). The crossing structure will enable the passage of as many species as possible. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 175,000 175,000175,000 175,000 175,000175,000 175,000 175,000175,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 175,000 175,000 175,000Funding Total 17-76 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31124 Henderson Dr. - Wildlife Passage Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved there will be a negative impact on wildlife in the area especially for turtles, impact on habitat connectivity with a high number of vehicle-wildlife collisions ultimately resulting in habitat degradation and habitat loss. Repair & Replacement Capital 2021 to 2022 Budget 17-77 Town of Aurora Capital Projects Project Department Version Year 31124 Henderson Dr. - Wildlife Passage Planning & Development Services Final Approved Budget 2021 Gallery Q:\_Departments_space\Works\Capital Projects\CP 31124 - Henderson Drive\CP_31124.jpg 17-78 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31178 Reconstruction of Poplar Crescent Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2019 - Q4 2021 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 2020 and reconstruction in 2021. 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. Additional budget request is based on the consultant's detailed design. 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. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 150,000 77,919150,000 72,081 CONTRACTS 2,495,300 3,785,300 3,785,3001,290,000 2,645,300 77,9193,935,300 3,785,3001,290,000 72,081 2,645,300 77,9193,935,300 3,785,3001,290,000Expenditures Total 72,081 Funding Infrastructure Sustainability Reserves SANI SEWER R&R RES CONT'N 720,000 RDS/SDWLKS/ST LGTS R&R 77,919 1,305,30072,081 Storm Sewers Contribution 1,300,000 WATER & SEWER CONTRIBUTION 460,000 77,919 3,785,30072,801 77,919 3,785,300Funding Total 72,801 Repair & Replacement Capital 2021 to 2022 Budget 17-79 Town of Aurora Capital Projects Project Department Version Year 31178 Reconstruction of Poplar Crescent Planning & Development Services Final Approved Budget 2021 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. 17-80 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31178 Reconstruction of Poplar Crescent Planning & Development Services Final Approved Budget 2021 Gallery Q:\_Departments_space\Works\Capital Projects\CP 31178 - Poplar Crescent\CP_31178.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-81 Town of Aurora Capital Projects Project Department Version Year 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St., Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 to Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the rehabilitation of the following municipal roads: Gurnett Street - Harrison Ave. to Cousins Dr., Kennedy Street East - Yonge St. S. to Gurnett St., Victoria Street - Wellington St. E to Harrison Ave. Project includes: 967.9 m of mill and overlay, 1 culvert replacement on Gurnett Street, 489m of watermain relining rehabilitation on Gurnett and a retaining wall replacement on Gurnett Street. The project will be delivered in 2 phases: design in 2021 and construction in 2022. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINKTOSTRATEGICPLAN: 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 PQI=65 to ensure financial self -sufficiency and allow the Town to maintain its roads assets in perpetuity. The past philosophy of "worst roads first" moved to the present philosophy and policy of "applying the right treatment to the right road at the right time". Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The rehabilitation of these streets should better the assets, lessen maintenance activities and maintain an approved standard level of service of PQI=65. The PQI (Pavement Quality Index) provides information on the overall condition of a pavement and knowing and tracking the PQI allows staff to assess if the road network is deteriorating over time under the current funding practices. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 250,000 250,000250,000 CONTRACTS 1,136,400 250,000 250,000 1,136,400250,000 250,000 250,000 1,136,400250,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 100,000 438,100 Storm Sewers Contribution 50,000 500,000 WATER & SEWER CONTRIBUTION 100,000 198,300 250,000 1,136,400 250,000 1,136,400Funding Total 17-82 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St., Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved maintenance costs for these road assets will increase. 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. Repair & Replacement Capital 2021 to 2022 Budget 17-83 Town of Aurora Capital Projects Project Department Version Year 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St., Planning & Development Services Final Approved Budget 2021 Gallery J:\_Departments_space\Works\Capital Projects\CP 31199 - Mill and Overlay of Gurnett St Victoria St and Kennedy St E\CP_31199.jpg 17-84 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31243 Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 to Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding required for the long-term remediation of the pavement heave over the culvert on Vandorf Sideroad west of Bayview Avenue (between Archerhill Ct./Monkman Ct. and Engelhard Dr.). Town's geotechnical consultant investigated the issue in the summer of 2020 in order to assess the cause of the pavement heave at the above mentioned location. A geotechnical test pit was excavated directly on top of the culvert and revealed that the mixed materials used as backfill on top of the culvert (such as silty clay to clayey silt) has high frost susceptibility. This is likely the cause of the heaving issue. To eliminate this issue, non-frost susceptible material, such as Granular "B" or clean sand should be placed on top of the culvert. 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. The project was not included in the 10-year road rehabilitation plan since it involves a local road rehabilitationby addressing a pavement heaving issue due to the use of frost-susceptible backfill materials on top of the culvert. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. This project will address a pavement deficiency (heaving) on top of the culvert located on Vandorf Sideroad west of Archerhill Ct./Monkman Ct.The project involves removal of asphalt, excavation to remove the existing frost susceptible backfill, placement of a more suitable backfill material which is non-frost- susceptible, and rehabilitation of the asphalt layer on top of the culvert. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 30,000 30,00030,000 CONTRACTS 200,000 200,000200,000 230,000 230,000230,000 230,000 230,000230,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 230,000 230,000 230,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-85 Town of Aurora Capital Projects Project Department Version Year 31243 Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. This project provides a long term solution for the pavement heave over the culvert located on Vandorf Sideroad, west of Bayview. If the project is not approved the maintenance costs for this section of the road will increase. 17-86 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31243 Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview Planning & Development Services Final Approved Budget 2021 Gallery J:\_Departments_space\Works\Capital Projects\CP 31243 - Long Term Remediation of Pavement Heave on Vandorf Sideroad (Culvert)\CP_31243.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-87 Town of Aurora Capital Projects Project Department Version Year 42066 Damaged Storm Pipe off Henderson Dr Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Part 1 and 2 of this project will be delivered in partnership with the Region of York from 2018 to 2020. Part 3 of the project will be delivered in 2021 by the Town. Provide a brief overview of the project and include the key goals, objectives and performance measures. The project involves the sinkhole repair on Yonge Street and to re-build approximately 470m of storm sewer from Yonge Street through the "Metro Plaza" at 1 Henderson Drive and onto Poplar Crescent. The project will be delivered in 2 parts: Part 1 - design work and contract documents preparation for the works on Yonge Street to be delivered in 2018/2020 in partnership with the Region, Part 2 - remediation of the sinkhole on Yonge Street, to be delivered in 2020 on Yonge Street by the York Region, and Part 3 - upgrade of the storm sewer on Metro Plaza at 1 Henderson Drive, to be delivered by the Town in 2021. The Town will cost share with the Region the remediation works on Yonge Street. The works on Yonge Street will put additional flow through the storm sewer located on Henderson Plaza resulting in the need for the existing storm sewer infrastructure to be upgraded. The additional request for funding for 2021 is due to the increased cost of micro-tunneling the storm sewer on the Henderson Plaza private property as well as additional costs for the Yonge Street storm sewer. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The project involves the repair of a sink hole on Yonge Street and the replacement of approx 470m of existing 900mm storm sewer. Approximately 120m of the existing 900mm concrete storm sewer will be abandoned under the existing building and a new storm sewer will be constructed in a new location. Work includes: repair of the sinkhole on Yonge Street, replacement of storm sewer, relocate concrete storm sewer and connect it to the main sewer line, abandon existing sewer under the building, provide new manholes, connect existing catchbasins to the new sewer, restore the parking lot in the plaza, legal costs Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 150,000 74,101150,000 75,899 CONTRACTS 2,460,000 3,860,000 3,860,0001,400,000 2,610,000 74,1014,010,000 3,860,0001,400,000 75,899 2,610,000 74,1014,010,000 3,860,0001,400,000Expenditures Total 75,899 Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 74,101 400,00075,899 Storm Sewers Contribution 3,460,000 74,101 3,860,00075,899 74,101 3,860,000Funding Total 75,899 17-88 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42066 Damaged Storm Pipe off Henderson Dr Planning & Development Services Final Approved Budget 2021 related to obtaining an easement in the Town's favour and easement registration costs. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The Town has a storm main that flows from Yonge Street behind the "Metro Plaza" at 1 Henderson Drive and then onto Poplar Crescent. Staff video-inspected the storm sewer in the spring of 2016 and found it to be in very poor condition, deformed, broken and in need of repairs. This existing storm sewer is partially located beneath the plaza structure making any infrastructure repairs impractical. A new sewer in a new alignment must be constructed. Please provide an explanation of what the outcomes would be if the project was not approved. By undertaking this project, the Town will ensure the existing sewer infrastructure is in good condition. Repair & Replacement Capital 2021 to 2022 Budget 17-89 Town of Aurora Capital Projects Project Department Version Year 42066 Damaged Storm Pipe off Henderson Dr Planning & Development Services Final Approved Budget 2021 Gallery Q:\_Departments_space\Works\Capital Projects\CP 42066 - Damaged Storm Pipe off Henderson Drive\CP_42066.jpg 17-90 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42075 Performance Monitoring of LID Controls Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2020 - Q4 2024 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. 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. 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 Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 80,000 80,000240,000 80,000 80,000 160,000160,000 80,000 80,000240,000 80,000 80,000 160,000160,000 80,000 80,000240,000 80,000 80,000160,000 160,000Expenditures Total Funding Infrastructure Sustainability Reserves Storm Sewers Contribution 80,000 80,000 80,000 160,000 80,000 80,000 80,000 160,000 80,000 80,000 80,000 160,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-91 Town of Aurora Capital Projects Project Department Version Year 42075 Performance Monitoring of LID Controls Planning & Development Services Final Approved Budget 2021 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. 17-92 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42080 Jones Court Stream Rehabilitation Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2021 to Q4 2023 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 Jones Court between Murray Drive and Davis Road. The project will be delivered in 2 stages: design in 2021/2022 and construction in 2023. The works will include: removal of deteriorated structures and piecemeal erosion protection measures. Install reach-scale engineered channel with armourstone banks and roundstone cobble and riffle-pool features. Restore slopes above armourstone walls with native tree and shrub plantings. 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 measures. Design will take place in 2021/2022 and the construction in 2023. Existing conditions include: - deterioration of historic drainage structures (e.g. half pipes, CSP). - bank erosion and slope failure, including undermined trees. - highly constrained urban stream channel between private properties. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project provides environmental and community benefits through enhanced stormwater management practices. This project acts on conclusions and recommendations of the town-wide Stream Management Master Plan and the Tannery Creek Flood Relief Study endorsed by Council on January 21, 2020. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 150,000 150,000150,000 CONTRACTS 600,000 150,000 150,000 600,000150,000 150,000 150,000150,000 600,000Expenditures Total Funding Infrastructure Sustainability Reserves Storm Sewers Contribution 150,000 600,000 150,000 600,000 150,000 600,000Funding Total Repair & Replacement Capital 2021 to 2022 Budget 17-93 Town of Aurora Capital Projects Project Department Version Year 42080 Jones Court Stream Rehabilitation Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. There is a risk of flooding and creek erosion due to this highly constrained urban stream channel between private properties. Also risk to public infrastructure, private property and aquatic habitat due to bank erosion and deterioration of historic drainage features. 17-94 2021 to 2022 Budget Repair & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42080 Jones Court Stream Rehabilitation Planning & Development Services Final Approved Budget 2021 Gallery J:\_Departments_space\Works\Capital Projects\CP 42080 - Jones Court Stream Rehabilitation\CP_42080.jpg Repair & Replacement Capital 2021 to 2022 Budget 17-95 LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 02 CAO 02 Repair & Replacement 12037 Town of Aurora Website 85,000 26,313 58,687 85,000 58,687 Total 02 Repair & Replacement 85,000 26,313 58,687 85,000 58,687 Total 85,000 26,313 58,687 85,000 58,687 04 Operational Services 02 Repair & Replacement 12041 89 Mosley St 5,438,538 5,393,718 44,820 5,438,538 44,820 24019 By-Law - 1/4 Ton Pick Up (#400-28)59,600 24020 By- Law - 1/4 Ton 4x4 Pick Up (#401-27) 57,100 24022 By-Law - SUV (#404-29)60,000 31151 Streetlights 50,000 16,090 33,910 50,000 33,910 34001 Christmas Decorations 50,000 50,000 50,000 50,000 34004 Safety Railing - Yonge St north of Orchard Heights 400,000 400,000 400,000 50,000 350,000 34005 Traffic Protection Guide Rail - Kennedy St W. 100,000 100,000 100,000 100,000 34007 Webster Drive Curb/Road Drainage Repair 65,000 65,000 65,000 34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program 200,000 200,000 200,000 40,000 160,000 200,000 200,000 200,000 34163 Facilities - Replacement of GMC Savana Van (#502-23) 50,000 34193 Facilities - Genie Lift (#588-24)15,000 34196 Roads - GMC/K3500 (#18-24)85,500 34220 Roads - GMC/3500 (#17-20)85,000 85,000 85,000 85,000 34221 Facilities - Kubota 4x4 Tractor (#599-19) 45,000 45,000 45,000 45,000 34222 Roads - Chev/1500 (#3-20)51,200 51,200 51,200 51,20034223 Roads - Chev/1500 (#5-20)47,459 47,459 47,459 47,459 34226 Roads - Front End Loader - Cat/416B (#45-22)192,600 34228 Facilities - Ice Resurfacer (#595-19) 90,000 90,000 90,000 90,000 34241 Facilities - Ice Resurfacer (#590-26)104,800 34242 Water - Chev Express (#61-27)62,700 34243 Water - Chev Express (#62-27)62,700 34246 Parks - Zero Turn Mower ( #248-27) 25,000 34248 Parks - Zero Turn Mower (#249-27) 25,000 34250 Parks - Zero Turn Mower ( #250-27) 27,000 34252 Parks- Zero Turn Mower ( #251-27) 27,000 34255 Roads - 3/4 Ton ( #6-28)60,000 34257 Roads - 2 ton Dump ( #15-25)60,000 34258 Parks - Mini Excavator (#252-29)60,000 34259 Parks - Skid Steer Tracks ( #253-29) 85,000 34260 Parks - Wide Area Mower (#256-26)166,600 34401 Roads - 6 Ton Truck - Frt/FL80 (#30-23) 300,000 34402 Roads - 3 Ton Truck (#38-26)100,400 34404 Water - Ford F 250 (#8-26)55,000 34405 Water - Ford F 250 (#9-26)55,000 34409 By-Law - Smart Car Replacement (#400-19) 50,000 50,000 50,000 50,000 34414 Roads - GMC/3500 (#17-30)97,10017-962021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 34415 Roads - Chev/1500 (#3-30)60,900 34416 Roads - Chev/1500 (#5-30)60,000 34417 Facilities - Ice Resurfacer (#595-30) 135,000 34424 Roads - 3/4 Ton Pick-up (#1-23)55,000 34425 Water - 3/4 Ton Cargo Van (#7- 20) 47,575 47,575 47,575 47,575 34426 Water - 3/4 Ton Pick Up (#10- 23) 55,000 34427 Roads - 3/4 Ton Pick Up (#13- 25) 57,000 34428 Roads - Ashpalt trailer ( #97 - 25) 20,000 34429 Roads - 3 Ton Sign Truck (#16- 25) 120,000 34430 Roads - 3/4 Ton Pick Up (#22-20)47,459 47,459 47,459 47,459 34431 Roads - 3/4 Ton Pick Up (#23- 21) 60,000 34432 Roads - 2 Ton (#24-21)90,000 90,000 90,00034433 Roads - 6 Ton Diesel Dump with Sander (#25-26) 300,000 34434 Roads - 6 Ton Diesel Dump with Sander (#26-22)305,000 34436 Roads - 6 Ton Diesel Dump with Sander (#28-21) 300,000 34437 Roads - 6 Ton Diesel Dump with Sander (#29-26)300,000 34439 Roads - 6 Ton Diesel Dump with Sander (#32-24) 305,000 34440 Roads - 6 Ton Diesel Dump with Sander (#33-20)263,900 263,900 263,900 263,900 34441 Roads - Street Sweeper (#40- 21) 305,000 305,000 305,000 34442 Roads - Street Sweeper (#41- 27) 320,000 34443 Roads - Skid Steer (#44-29)150,000 34444 Roads - Front End Loader (#46- 23) 300,000 34448 Roads - Portable Air Compressor (#55-21)20,000 34453 Roads - Asphalt Roller (#87-22)40,000 34454 Roads - Asphalt Hot Box (#88-22)50,000 34455 Parks -Wood Chipper ( #270-27 70,000 34458 Roads - Solar Powered Sign (#140, 141, 142, 143-20)100,000 100,000 100,000 100,000 34464 Facilities - 3/4 Ton Cargo Van (#501-27) 55,000 34465 Facilities - 3/4 Ton Pick Up Truck (#503-20) 40,000 40,000 40,000 40,000 34466 Facilities - 3/4 Ton Pick Up Truck (#504-23) 60,000 34467 Facilities - 3/4 Ton Cargo Van (#505-23) 64,200 34470 Facilities - Ice Resurfacer (#596-21)150,000 34541 Water -3/4 ton cargo van (#7- 30) 65,000 34542 Roads 6 ton truck ( #30-30)300,000 34546 Roads - 3/4 ton pick up (#22-30 65,000 34547 Roads - 3/4 ton pick up ( #23-31)68,000 34548 Roads - 3/4 ton pick up ( #24- 31) 71,000 34549 Roads - 6 ton truck ( #26-30)300,000Repair & Replacement Capital2021 to 2022 Budget17-97Repair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 34550 Roads- 6 Ton truck ( #28-29)300,000 34551 Roads - 6 ton truck (#33-28)300,000 34555 Roads - 6 ton truck ( #32-31)300,000 34557 Roads - 6 ton truck ( #27-26)300,000 34558 Roads Street Sweeper ( #40-31)350,000 34616 Side Walk /Engineered Walkway Reconstruction 200,000 200,000 525,000 325,000 200,000 175,000 150,000 125,000 111,500 113,900 116,400 118,900 121,500 124,100 126,800 41009 3 Phase Electrical Power - Pumping Stations 120,000 57,469 62,531 120,000 62,531 41013 Replacement of Vandorf Road Lift Station Pumps 50,000 50,000 50,000 50,000 42073 Stormwater Pond Maintenance Program - 2019 250,000 250,000 250,000 250,000 43039 Backflow Prevention Program 50,000 45,542 4,458 50,000 4,458 71110 Parks - Arboretum Small JD Tractor (#299-25) 57,100 71112 Parks - Ford 350 Dump Truck (#226-19)60,000 60,000 60,000 60,000 71116 Parks - Back Hoe 420E IT & Rotary Broom Attachment (#238-20, #392-20) 205,000 205,000 205,000 205,000 71118 Parks - Tractor - JD/5225 (#241- 20) 87,000 87,000 87,000 87,000 71119 Parks - Tractor - JD/4320 (#240-19)60,000 60,000 60,000 60,000 71120 Parks - Wide Area Mower (#255-26) 166,600 71121 Parks - 1 Ton Water Truck (#207-20)69,200 69,200 69,200 69,200 71122 Parks - 3/4 Tonne (#212-20)51,200 51,200 51,200 51,200 71125 Parks - Ford 350 Dump Truck (#226-27) 59,600 71127 Parks - Zero Turn Mower (# 245-27) 25,000 71130 Parks - 1 Ton (#207-30)60,900 71131 Parks - 3/4 Ton (#212-30)60,000 71132 Parks - Line Paint Trailer & Sports Field Line Painter(#121-20, #243-20)) 35,800 35,800 35,800 35,800 71133 Parks - 3/4 Ton Pick Up (#200- 29) 60,600 71134 Parks - 3/4 Ton Pick Up (#201- 20) 50,907 50,907 50,907 50,907 71135 Parks - 3/4 Ton Pick Up (#202- 29) 60,000 71136 Parks - 1 Ton Pick Up Crew Cab (#203-21) 62,800 62,800 62,800 71137 Parks - 3/4 Ton Pick Up (#204- 21) 55,000 71138 Parks - 3/4 Ton Pick Up (#205- 22) 65,000 71139 Parks - 3/4 Ton Pck Up (#206- 23) 60,000 71141 Parks - 3/4 Ton 4x4 Pick Up (#208-25) 56,500 71142 Parks - 3/4 Ton 4x4 Pick Up (#209-25) 56,500 71144 Parks - Grass Crew Trailer (#214-20)20,000 20,000 20,000 20,000 71145 Parks - Portable Welder (#216- 25) 28,500 71147 Parks - Arborist Truck (#223-23 125,00071148 Parks - 3/4 Ton Pick Up Crew Cab (#224-27) 60,000 71149 Parks - 2 Ton Dump Truck (#225-25)70,00017-982021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 71150 Parks - 2 Ton Dump Truck (#227-23)70,000 71151 Parks - 2 Ton Dump Truck (#228-29) 75,000 71152 Parks - 3 Ton Garbage Compactor (#229-22)170,000 71153 Parks - Off Road Utility Vehicle (#230-22) 33,000 71154 Parks - Utility Trailer (#231-21)15,000 15,000 15,000 71155 Parks - Utility Trailer (#232-26)11,400 71157 Parks - Tractor (#242-26)122,200 71158 Parks - Grass Crew Trailer (#244-21) 15,000 15,000 15,000 71159 Parks - Zero Turn Mower (#245-22)20,000 71160 Parks - Zero Turn Mower (#246-22) 20,000 71161 Parks - Zero Turn Mower (#247-22)20,000 71162 Parks - Zero Turn Mower (#248-22) 20,000 71163 Parks - Zero Turn Mower (#249-22) 20,000 71164 Parks - Zero Turn Mower (#250-22) 25,000 71165 Parks - Zero Turn Mower (#251-22) 25,000 71166 Parks - Articulating Compact Wheel Loader (#254-23) 150,000 71171 Box Blade Attachment (#276- 20) 12,000 12,000 12,000 12,000 71172 Tiller Attachment (#277-23)15,000 71178 Parks - 1 ton water truck ( #207-30) 75,000 71179 Parks - 3/4 ton ( #212-30)65,00071180 Parks - Sports Field Line Painter (# 243-30) 20,000 71181 Parks - 3/4 ton (#201-30)65,000 71182 Parks - Turf Crew Cab ( #203-31 75,000 71183 Parks - 3/4 ton ( #204-31)65,000 71197 Parks - Zero Trun Mower ( #246-27) 25,000 71199 Parks - Zero Turn Mower ( #247-27)25,000 71201 Facilities - Ice Resurfacer ( #590-36) 140,000 71202 Facilities - Ice Resurfacer ( #596-31) 145,000 71203 Facilities- 3/4 ton pick up ( #503-30) 50,000 71204 Facilities- 3/4 ton pick up (#504-31) 60,000 72281 AFLC - Skate Park Reconstruction 675,000 28,239 646,761 675,000 26,761 620,000 520,000 73134 Parks/ Trails Signage Strategy Study & Implementation 695,700 453,359 242,341 695,700 242,341 73160 Emerald Ash Borer Management Program 1,799,850 1,386,597 413,253 2,069,850 270,000 413,253 270,000 280,000 73175 Walkway Lights - Graham Parkette 60,000 60,000 60,000 73192 Board Walk Resurface McKenzie Marsh 600,000 600,000 600,000 73196 Fleury Park Gazebo Repair/Replace 75,000 73203 James Lloyd Park Shelter Replace/Repair 75,000Repair & Replacement Capital2021 to 2022 Budget17-99Repair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 73204 L Wilson Park Gazebo Repair/Replace and Park Shelter 100,000 73210 Playground Replacement- Lambert Willson Park 102,400 73212 Playground Replacement- Taylor Park 175,000 175,000 175,000 175,000 73213 Playground Replacement- Harman Park 153,600 153,600 153,600 153,600 73214 Playground Replacement- Tamarac Park 97,750 56,852 40,898 97,750 40,898 73215 Playground Replacement, Walkway Repaving- L Willson Park 180,000 180,000 180,000 73217 Playground Replacement, Walkway Repaving, Basketball Resurfacing- Summit Park 258,900 73218 Playground Replacement, Walkway Repaving - Tom`s Park 206,500 73219 Playground Replacement- Evans Park 104,700 73220 Playground Replacement, Walkway Repaving - Atkinson Park 209,400 73221 Playground Replacement- Chapman Park 125,700 73222 Playground Replacement- Town Park 218,700 73224 Replace Artifical Turf- St Max 750,000 73226 Splash Pad Surface Upgrade- Town Park 42,800 73232 Trail/Playground Re-design - Jack Wood Park 102,400 102,400 102,400 102,400 73237 Pathway Paving - various park trails 30,000 30,000 73238 Artificial Turf Replacement at Dome 600,000 73240 Walkway/Basketball Repaving- Tamarac Park 30,000 30,000 30,000 30,000 73242 Reconstruction of Fleury Park Washroom Facility 350,000 5,156 344,844 480,000 130,000 24,844 450,000 73263 Playground/Boardwalk Upgrade - Benjamin Pearson 223,500 73264 Playground/Path Replacement - Optimist Park 223,500 73265 Playground/Path Replacement - Thompson Park 201,100 73284 Sports Field Top Dresser (#292)59,700 73303 Tennis Court Resurface - Fleury, Summit & McMahon Park 190,000 73306 Sheppard's Bush Pavillion 80,000 73307 Playground Replacement - Timbers Park 100,000 73308 Confederation Park Redesign/Retrofit, playground,sports fields, new splash pad 600,000 73309 Playground Replacement - Hickson Park 142,700 73310 Playground Replacement - Fleury Park 175,100 73311 Playground Replacement - Seston Park 152,200 73313 Playground Replacement - Ada Johnson Park 182,800 73315 Sheppards Bush Parking Lot Resurface 250,000 250,000 250,000 250,000 73325 Tennis Court Resurface - David English Park 28,500 73328 Tree Inventory Update 16,700 17,10017-1002021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year Total 02 Repair & Replacement 12,756,538 7,443,022 5,313,516 14,874,338 2,117,800 1,359,275 5,658,141 1,758,900 1,458,900 789,700 1,149,000 7,004,600 1,559,500 976,100 974,700 1,745,700 1,134,000 Total 12,756,538 7,443,022 5,313,516 14,874,338 2,117,800 1,359,275 5,658,141 1,758,900 1,458,900 789,700 1,149,000 7,004,600 1,559,500 976,100 974,700 1,745,700 1,134,000 05 Community Services 02 Repair & Replacement 72137 SARC - Replace Asphalt Flat Roof (Pool and Common Area)854,800 72146 215 Industrial Parkway Exterior Works (Roof and Front Door 145,000 6,666 138,334 145,000 100,000 38,334 72166 SARC- Fire Control Panel 47,80072168 Town Hall- Exterior Windows 176,400 176,400 72169 Town Hall- LAN Room HVAC 90,000 78,852 11,148 90,000 11,148 72172 ACC- Sport Flooring 73,900 73,900 73,900 73,900 72174 ACC- Compressors 244,600 72186 Factory Theatre- Exterior Windows 61,600 72187 Factory Theatre- Roof Coverings 76,600 72190 Victoria Hall- Exterior Windows 15,600 72196 Future Facilities Maintenance 200,000 300,000 400,000 300,000 500,000 500,000 500,000 500,000 72201 Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved) 820,000 324,507 495,493 1,070,000 250,000 495,493 250,000 250,000 250,000 250,000 72204 Security Audit & Implementation 450,000 61,399 388,601 526,800 76,800 194,300 271,101 72207 AFLC - Flooring 332,000 72213 ASC - LED Lighting 50,000 50,000 50,000 50,000 72225 AFLC - LED Lighting Arena, Pool, Squash Courts and Ceiling 450,500 151,967 298,533 450,500 298,533 72226 AFLC HVAC Arena 135,000 10,710 124,290 135,000 24,290 100,000 716,700 72263 SARC - Cooling Evaporator Tower 90,000 90,000 90,000 20,000 70,000 72274 AFLC - Squash Courts Floor Replacement 100,000 100,000 40,000 -60,000 40,000 72283 SARC - Replacement of Pylon Sign Message Board 50,000 50,000 50,000 25,000 25,000 72297 ACC - Ice Resurfacer Room Heater 20,500 20,500 20,500 20,500 72302 AFLC - Replacement of Arena Seating 51,200 51,200 51,200 51,200 72305 SARC - West Roof Area - Window Sealant 10,200 10,200 10,200 10,200 72313 SARC - Replacement of overhead doors and door seals 29,400 72314 SARC - Lifecycle replacement of modified bitumen west roof 419,200 72315 SARC - Repaint interior wall surfaces 326,200 72317 SARC - Replace HVAC pumps 35,100 72318 SARC - Replace force flow and gas fired heaters 11,400 72319 SARC - Replace security system 32,100 72321 SARC - Replace ice rink dasher board systems 642,000 72323 SARC - Repair of concrete walkways 20,000 20,000 20,000 20,000 72324 AFLC - Replace hollow metal doors & exterior exit doors 55,000 55,000 55,000 20,000 35,000 72327 AFLC - Apply restorative coating to Arena metal roof 121,900 72328 AFLC - Replace built up roofing above Arena dressing rooms 90,100 90,100 90,100 20,000 70,100 72333 AFLC - Replace HVAC units RTU1 & SF6 19,600Repair & Replacement Capital2021 to 2022 Budget17-101Repair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 72334 AFLC - Replacement of force flow and gas fired heaters 11,400 72335 AFLC - Replacement of security system 11,400 72340 ACC - Reseal exterior windows 13,500 13,500 13,500 13,50072342 ACC - Replace thermoplastic membrane roofing 165,600 5,185 160,415 165,600 160,415 72343 ACC - Refinish concrete block walls 12,600 72344 ACC - Replace worn rubber flooring ACC1 73,500 72346 ACC - Reseal concrete floors 28,700 28,700 28,700 28,700 72348 ACC - Replace elevator door operators 10,600 72354 ACC - Replacement of forced flow and gas heaters 11,400 72357 ACC - Replacement of security system 80,200 72364 215 Ind - Repaint interior wall surfaces 17,500 72372 215 Industrial - Refurbishment of Generator 50,000 50,000 50,000 72381 CYFS 4-3 - Replace windows 28,800 28,800 28,800 10,000 18,80072382 CYFS 4-3 - Replacement of roof 349,700 72384 CYFS 4-3 - Replacement of suspended ceiling panels 26,900 26,900 26,900 26,900 72385 CYFS 4-3 - Replacement of forced air and gas heaters 25,000 72386 CYFS 4-3 - Replace diesel generator 69,900 72387 22 Church - Replace asphalt shingles 77,800 72393 ASC - Replacement of roofing sections 32,160 6,675 25,485 32,160 25,485 72397 ASC - Replacement of rooftop HVAC units 110,500 72398 ASC - Replacement of security system 53,600 72404 Town Hall - Replacement of exterior entrance doors 16,500 16,500 16,500 16,500 72405 Town Hall - Replacement of roof sections and Skylight Sealant 250,000 6,284 243,716 250,000 43,716 200,000 72412 Town Hall - Major modernization of elevator 109,100 72414 Town Hall - Upgrade of building automation system 233,000 72419 Town Hall - Repair of concrete/stone walkways 33,500 33,500 33,500 33,500 72430 Library - Major hydraulic modernization of elevator 93,000 72435 Victoria Hall - Replacement of roofing shingles 21,600 72441 AFLC - Pool Boiler Replacement 150,000 150,000 150,000 25,000 125,000 72442 ACC - New Roll Up Doors (3)60,000 60,000 60,000 60,000 72446 Town Hall - Replace HVAC - A/C Cooling/Humidification Unit 100,400 72447 ACC - Low-E Ceiling - ACC#2 71,700 72448 Town Hall - Interior Conversion to LED 95,000 95,000 95,000 95,000 72449 SARC - Interior LED Retrofit 30,000 30,000 30,000 30,000 72450 SARC - Low-E Ceiling - Arenas 128,000 128,000 128,000 128,000 72452 Energy and Demand Management Plan Implementation 50,000 50,000 100,000 50,000 50,000 50,000 72453 Unplanned - Emergency Repairs Contingency 100,000 100,000 200,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 72454 Victoria Hall - Accessible Ramp - Accessibility Plan Implementation 20,000 20,000 20,000 20,00017-1022021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 72455 AFLC, SARC - Transfer Stations - Accessbility Plan Implementation 25,000 25,000 25,000 25,000 72456 SARC - Hoyer Lifts - Accessibility Implementation Plan 20,000 20,000 20,000 20,000 72457 Lane Ropes for SARC & AFLC and new diving board at SARC 75,000 75,000 75,000 73324 Pet Cemetery Restoration 35,000 15,288 19,712 55,000 20,000 19,712 20,000 20,000 20,000 15,000 74007 AFLC Fitness Equipment Replacement 278,600 208,087 70,513 278,600 70,513 37,400 65,500 48,900 41,000 39,000 74021 SARC - Comprehensive Sound/Audio/Public Address System Upgrade 45,200 45,200 45,200 45,200 Total 02 Repair & Replacement 4,333,860 875,620 3,458,240 4,895,660 561,800 2,090,205 1,615,935 1,595,700 1,434,100 1,286,800 749,500 4,367,900 600,000 600,000 600,000 100,000 100,000 Total 4,333,860 875,620 3,458,240 4,895,660 561,800 2,090,205 1,615,935 1,595,700 1,434,100 1,286,800 749,500 4,367,900 600,000 600,000 600,000 100,000 100,000 08 Planning & Development Services 02 Repair & Replacement 31054 Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview) 1,705,300 1,705,300 1,705,300 1,500,000 205,300 31108 Reconstruction - Algonquin Crescent and Haida Drive (Sections)2,085,939 1,531,163 554,776 2,085,939 554,776 31109 Reconstruction - Kennedy St W & Temperance St 2,988,300 2,826,174 162,126 2,988,300 162,126 31113 M & O - Murray Dr, Kennedy St W, Pinehurst Crt. Wiles Crt.2,352,291 2,352,291 2,352,291 120,000 2,232,291 31114 Reconstruction - Ransom Court and Ransom Street 667,341 667,341 667,341 50,000 617,341 31116 Road Resurfacing - Dunning Ave, Edward St, Golf Links Dr, Ind Pkwy S, McClellan Way, Orchard Hts. Blvd, Tamarac Trail, Yonge St S 3,649,010 2,861,629 787,381 3,649,010 787,381 31118 Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin 5,388,100 172,329 5,215,771 5,388,100 5,125,771 90,000 31119 Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman 4,618,600 112,413 4,506,187 4,618,600 4,446,187 60,000 31122 M & O - Centre St - Yonge - Spruce St 544,000 31124 Henderson Dr. - Wildlife Passage 175,000 175,000 175,000 175,000 31126 M & O - Harmon Ave, Orchard Hts Blvd., Whispering Pine Trail 1,014,110 575,682 438,428 1,014,110 438,428 31134 Road Resurfacing - Victoria (Wellington - Harrison), Yonge St (Golf Links - Orchard Hts) 1,356,400 869,935 486,465 1,356,400 486,465 31140 Road Resurfacing - Archerhill Crt, Jarvis Ave, Gilbert Dr, Westview Dr, McClellan Way 716,592 465,319 251,273 716,592 251,273 31156 Pavement Condition Assessment - 2023 50,500 31177 Recon - Vandorf Sdrd - Monkman Crt - Carisbrooke Cir. 1,000,000 1,000,000 1,000,000 100,000 900,000 31178 Reconstruction of Poplar Crescent 2,645,300 72,081 2,573,219 3,935,300 1,290,000 77,919 3,785,300 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St., 250,000 250,000 250,000 1,136,400 31201 M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Greenbriar Crt, Spyglass Crt, 1,311,400 31202 M & O - Haida Dr, Windham Trail, Wellington Heights Crt, Bayfair Rd, McDonald Dr, Bell Dr, Devins Dr, Crawford Rose Dr 1,132,900 31203 M & O - Scanlon Crt, Vata Crt, Walton Dr, Old Yonge St 636,800Repair & Replacement Capital2021 to 2022 Budget17-103Repair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 31204 M & O - Industrial Pkwy N, Earl Stewart Dr, Mosley St, Larmont St 1,652,400 31205 M & O - Kennedy St W, Trillium Dr, Meadowood Dr, Treegrove Circle, McKinnley Gate, Klaimen Crt, Lenarthur Crt 1,092,700 31206 M & O - Avondale Cres, Centre St, Earl Stewart Dr, McMaster Ave, Heathwood Heights Dr 1,284,100 31207 Full Reconstruction - Mill St, Wells St, Edwards St, Temperance St 100,000 1,414,500 31208 M & O - Marsh Harbour, McClenny Dr, Timpson Dr, Dinsmore Terrace 854,900 31209 M & O - Beatty Cres, Babcock Blvd, Seaton Dr, Teasdale Crt, Simmons Cres, Sandfield Dr 1,157,900 31210 Full Reconstruction - Marksbury Crt, Gilbank Dr, Lacey Crt, 167,900 2,157,200 31211 Full Reconstruction - Vandrof Sdrd, Leslie St to Hwy 404 271,700 3,882,100 31212 M & O - Briardale Place, Allendale Dr, Brookeview Dr 558,000 31213 M & O - Brooks Ave, Hollingshead Dr, Willow Farm Lane 898,700 31214 Full Reconstruction - Ridge Road 155,800 1,558,100 31215 Full Reconstruction - Cousins Dr, Cousins Dr, Dunning Ave, 118,900 1,533,400 31216 M & O - Mary St, Industry St, Stone Rd, Milloy Place, Hawtin Lane 1,639,200 31218 M & O - Hollandview Trail, Brookland Ave, Richardson Dr, Lee Gate, Kemano Rd, Whispering Pine Trail, Clubine Crt 1,456,700 31219 M & O - Spence Dr, Devlin Place, Henderson Dr, Timberline Tr, Greenlefe Crt, BUttonwood Tr 1,730,700 31220 M & O - Metcalfe St, Church St, Royal Rd, Cameron Ave, Fife Rd, Windham Tr, Whitfield Crt, Wethersfield Crt, Ashford Crt, Lensmith Dr 1,303,300 31221 M & O - Fouracre Way, John West Way, Pedersen Dr, Conover 1,516,900 31222 M & O - Walton Dr, Twelve Oak Dr, Pittypat Crt, Tecumseh Dr, Banff Dr, Devins Dr, Tibbling Cres 1,432,600 31223 Full Reconstruction - Aurora Heights Drive 279,200 5,583,300 31224 M & O - Marshview Ave, Conover Ave, River Ridge Blvd 899,100 31225 M & O - Wells St N, Hollidge Blvd, Gateway Dr 932,100 31226 M & O - Albery Cres, Little Erika Way, Cady Crt, Willis Dr, Ardill Cres, Loraview Lane, Stemmle Dr 1,322,500 31227 M & O - Hammond Dr, Falling Leaf Crt, Dunham Cres, Sunray Place, Collins Cres, Autumn Way, Baycroft Lane, Long Valley Rd, Karindon Crt, Craiglee Crt, Wilkinson Place, Woodland Hills Blvd 1,717,900 31228 M & O - Goulding Ave and Eric T. Smith Way 790,50017-1042021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 31230 M & O - Raiford St, Maple St, Fleury St, Moorcrest Dr, Closs Square, Harrison Ave, Connaught Ave 1,131,500 31231 M & O - Casemount St, Ames Cres, Primeau Dr, Amberhill Way, October Lane, Millcliff Circle, Alder Grove, Chapman Crt 1,197,300 31232 M & O - Knowles Cres, Bonny meadows Dr, Hunters Glen Rd, Fox Point, Child Dr, Baldwin Rd, Covent Cres, Ross Linton Dr 1,515,500 31233 M & O - Knole Haven Dr. McGee Cres, Tyler St, Sisman Ave, Corner Ridge Rd 1,275,600 31234 M & O - Ottawa Crt, Cabot Crt, Kitimat Cres, Huron Crt, Machell Ave, Irwin Ave, Parkland Crt, Cypress Crt, Hodgkins Cres 872,600 31235 M & O - Ostick St, Haverhill Terrace, Limeridge St, Barr Cres, Snedden Ave, Ochalski Rd, McNally Way, Collis Dr, Zokol Dr, Martell Gate 1,606,600 31236 M & O - Starr Cres, Eakins Dr, Abbott Ave, Hartwell Way, Bilbrough St, Suffolk Ave, Mavrinac Blvd 1,982,400 31237 M & O - Underhill Cres, Haskell Cres, Chiswick Cres, Charing Cres, Carlyle Cres, Beechbrooke Way, Rachewood Crt, McRoberts PLace, Dol Terrace, Cowie Crt 1,622,600 31238 M & O - Highland Crt, HIllview Rd, Sandusky Cres, Springburn Cres, Dodie St, George St, Reuben St, Willis Dr, Wardle Gate, Petch Cres, Gleave Crt 1,385,700 31239 M & O - Buchanan Cres, Mendy's Forest, Attreidge Dr, HIlldale Rd, HIllside Dr, Kenlea Crt, Delayne Dr, Lanewood Dr, Fielding Dr 1,573,400 31240 M & O - Pedersen Dr, Steckley St, Valemount Way, Weslock Cres, Bowler St, Borealis Ave, Gundy Way, Deerglen Terrace, Clift Rd, Crow's Nest Gate 1,852,800 31241 M & O - Colyton Crt, Bovair Trail, Dafoe Crt, Offord Cres, Urquhart Crt, Ing Crt, MOnkman Crt, Benville Cres 1,349,500 31242 M & O - Petermann St, Downey CBridgenorth Dr, Kirkvalley Cres, Springfarm Rd 1,465,900 31243 Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview 230,000 230,000 230,000 34626 Sidewalk Construction on Kitimat 192,700 192,700 192,700 192,700 42056 Lake Simcoe Protection Plan Capital Works 600,000 600,000 42064 Storm Sewer Outlet Cleanup 1,110,000 99,031 1,010,969 1,110,000 400,969 610,000 42066 Damaged Storm Pipe off Henderson Dr 2,610,000 75,899 2,534,101 4,010,000 1,400,000 74,101 3,860,000 42067 Storm Outfall Erosion at Mill Street 184,600 124,939 59,661 184,600 59,661 42072 Vandorf Sideroad Culvert and Ditch Repair 219,000 169,771 49,229 219,000 49,229 42075 Performance Monitoring of LID Controls 80,000 80,000 240,000 160,000 80,000 80,000 80,000 80,000 80,000Repair & Replacement Capital2021 to 2022 Budget17-105Repair & Replacement Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 42076 Machell Park - Underground Storage Facility 500,000 5,000,000 5,000,000 42079 Devlin Place Stream Rehabilitation 200,000 200,000 200,000 100,000 100,000 400,000 1,200,000 42080 Jones Court Stream 150,000 150,000 150,000 600,000 42081 Wellington St Phase 1 Stream 350,000 1,950,000 42082 Wellington St Phase 2 Stream 2,000,000 42083 Willow Farm Lane Stream Rehabilitation 150,000 150,000 150,000 100,000 50,000 550,000 42084 Maintenance holes in Streams Erosion Protection Works 150,000 850,000 42085 Tyler Street Stream 600,000 42086 Sandusky Park Stream Rehabilitation 100,000 500,000 42087 Harriman Road Stream Rehabilitaiton 200,000 1,000,000 42089 Delayne Drive Channel Rehabilitation 150,000 1,350,000 Total 02 Repair & Replacement 35,108,583 9,956,365 25,152,218 38,588,583 3,480,000 15,331,986 13,220,232 6,455,900 5,491,300 8,723,300 5,938,800 9,116,600 6,833,500 12,414,500 13,985,100 9,252,700 8,784,000 Total 35,108,583 9,956,365 25,152,218 38,588,583 3,480,000 15,331,986 13,220,232 6,455,900 5,491,300 8,723,300 5,938,800 9,116,600 6,833,500 12,414,500 13,985,100 9,252,700 8,784,000 13 Financial Services 02 Repair & Replacement 14012 Financial System 1,000,000 105,869 894,131 1,500,000 500,000 35,000 359,000 837,631 162,500 43038 Water Meter Replacement Program 3,295,796 2,074,836 1,220,960 4,587,336 1,291,540 502,500 502,500 502,500 502,500 502,500 455,900 233,000 238,100 243,300 200,000 43055 Advanced Metering Infrastructure (Conditionally Approved 2021) 2,000,000 2,000,000 1,500,000 500,000 Total 02 Repair & Replacement 4,295,796 2,180,705 2,115,091 8,087,336 3,791,540 537,500 2,361,500 1,840,131 665,000 502,500 455,900 233,000 238,100 243,300 200,000 Total 4,295,796 2,180,705 2,115,091 8,087,336 3,791,540 537,500 2,361,500 1,840,131 665,000 502,500 455,900 233,000 238,100 243,300 200,000 15 Corporate Services 02 Repair & Replacement 12002 Accessibility Plan Implementation 1,382,869 970,832 412,037 1,382,869 196,655 215,382 13018 Human Resources Information/Payroll System 250,000 250,000 250,000 250,000 25,000 14047 Computer & Related Infrastructure Renewal (2021 Budget Conditionally Approved) 1,437,145 894,919 542,226 2,097,506 660,361 542,227 263,885 225,475 171,000 158,000 172,000 174,000 210,154 183,508 190,000 200,000 210,000 14070 Boardroom Audio/Video Equipment 50,000 50,000 100,000 50,000 50,000 50,000 50,000 14075 Business Process Automation and Data Integration 105,000 105,000 250,500 145,500 105,000 145,500 50,000 14082 Data Centre Upgrades - Cybersecurity 60,000 60,000 60,000 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 81025 GIS Scanner 10,000 10,000 10,000 10,000 Total 02 Repair & Replacement 3,235,014 1,865,751 1,369,263 4,150,875 915,861 1,143,882 744,767 385,475 246,000 208,000 222,000 224,000 260,154 233,508 240,000 250,000 260,000 Total 3,235,014 1,865,751 1,369,263 4,150,875 915,861 1,143,882 744,767 385,475 246,000 208,000 222,000 224,000 260,154 233,508 240,000 250,000 260,000 Total Capital Projects 59,814,791 22,347,776 37,467,015 70,681,792 10,867,001 20,521,535 23,600,575 12,036,106 9,295,300 11,510,300 8,515,200 20,946,100 9,491,254 14,467,408 15,999,800 11,348,400 10,278,00017-1062021 to 2022 BudgetRepair & Replacement CapitalRepair & Replacement Capital - 10 Year Plan ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 71060 - Facilities - 1/2 ton Truck (New)45.0 -45.0 New capital project 72410 - SARC - Gymnasium 8,200.0 -8,200.0 New capital project 8,245.0 -8,245.0 14085 - Migration to CityView Workspace 100.0 -100.0 New capital project 14089 - Business Intelligence 50.0 -50.0 New capital project 24013 - Building Division Website Portal 100.0 75.0 25.0 Additional funding required to address increase in scope 250.0 75.0 175.0 21109 - Fire - Smaller Vehicles 26.9 26.9 New capital project 26.9 -26.9 34111 - Roads - DLA/Multipurpose Road Maintenance Truck (New) 500.0 500.0 New capital project 34232 - Fleet - Four Post Hoist (New)25.0 25.0 New capital project 525.0 -525.0 73169 - David Tomlinson Nature Reserve (Phase 1-5)5,119.5 4,119.5 1,000.0 Next phase of wildlife park construction 73287 - Hallmark Lands - Baseball Diamonds 3,750.0 3,000.0 750.0 Soils/contingency/construction index & tender results 73296 - Trails - Joseph Hartman Trail Connection (DG Group)320.0 150.0 170.0 LSRCA determined there are wetlands in the area of trail that require for boardwalks 73323 - Mattamy Phase 4/5 Trail 900.0 100.0 800.0 Construction phase after design 73327 - DeGraaf Cres Trail 200.0 75.0 125.0 Construction phase after design Growth & New Capital Community Services Corporate Services Fire Operational Services Facilities Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. Information Technology Fleet Parks Growth & New Capital 2021 to 2022 Budget 18-1 18-7 18-8 18-10 18-11 18-12 18-13 18-14 18-17 18-18 18-22 18-24 18-27 18-30 ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Growth & New Capital Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. 10,289.5 7,444.5 2,845.0 34006 - Pave Snow Storage Facility - Lambert Willson Park 900.0 350.0 550.0 Additional funding request for the stormwater management controls 34527 - Yonge/Wellington Intersection Improvements 494.1 94.1 400.0 Additional funding request for the construction of the right hand lane 1,394.1 444.1 950.0 Total 20,730.5 7,963.6 12,766.9 Roads Planning & Development Services 18-2 2021 to 2022 Budget Growth & New Capital 18-33 18-36 Growth & New Capital ($000s) Previously approved capital projects with no change or reduction to budget Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) 72113 - New Recreation Facility 2,400.0 2,400.0 - 72443 - AFLC - Pylon Sign 60.0 60.0 - 72445 - CYFS - Firehall 4-3 Pylon Sign 30.0 30.0 - 74015 - Cultural Services Master Plan 180.0 180.0 - 74017 Aurora Sports Hall of Fame 26.5 26.5 - 74019 - Active Net Scan System 20.0 20.0 - 81019 - Library Square 51,939.5 51,939.5 - 54,656.0 54,656.0 - 12016 - Customer Care Centre Implementation 453.1 453.1 - 12025 - Customer Relationship Management (CRM)186.0 186.0 - 13008 - Meeting Management Software 105.0 105.0 - 13023 - Access Aurora Telephony Project 51.2 51.2 - 795.3 795.3 - 14058 - Project Management Software 50.0 50.0 - 14068 - Wireless Upgrades and Enhancements 93.5 93.5 - 14072 - Cityview Upgrade 92.1 92.1 - 14076 - Digital Education Program 25.0 25.0 - 260.6 260.6 - 24012 - Bylaw Permit Parking Program 75.0 75.0 - 24015 - Radios for By-Law Officers 85.0 85.0 - 24016 - Animal Control Start Up 100.0 100.0 - 260.0 260.0 - 21006 - Fire HQ, Hall and Training Construction 13,655.0 13,655.0 - This list includes existing capital projects where no increase to the capital budget authority is being requested. Community Services Corporate Services Fire Facilities Access Aurora IT Services Bylaw Growth & New Capital 2021 to 2022 Budget 18-3 Growth & New Capital ($000s) Previously approved capital projects with no change or reduction to budget Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) This list includes existing capital projects where no increase to the capital budget authority is being requested. 21106 - Pumper for Fire Hall 4-5 410.0 410.0 - 21107 - Fire Hall 4-5 Turn Out Gear 75.6 75.6 - 21114 - Fire Master Plan - 2019 51.3 51.3 - 14,191.9 14,191.9 - 24023 - Cameras for Parking Enforcement 60.0 60.0 - 31176 - Handheld Radios for Operations 10.2 10.2 - 72285 - JOC - Additional Work 2,185.2 2,185.2 - 2,255.4 2,255.4 - 34003 - Snow Plow Safety Enhancements Pilot Project 12.0 12.0 - 34009 - Winter Road Monitoring System 15.0 15.0 - 34106 - Patrol Truck 50.0 50.0 - 34713 - Street Light Pole Identification 40.0 40.0 - 117.0 117.0 - 34173 - New Trackless Sidewalk Utility Vehicle 175.0 175.0 - 34187 - Roads -4 ton Truck 140.0 140.0 - 34188 - Trackless Sidewalk Snow Blower Attachment 150.0 150.0 - 34422 - Additional Vehicle - By Law Services 60.0 60.0 - 525.0 525.0 - 43057 - Installation of Backflow Prevention Meters in Town Facilities 125.0 125.0 - 125.0 125.0 - 73085 - Arboretum Development 1,036.3 1,036.3 - 73107 - Former Kwik Kopy Trail Connection 927.9 927.9 - 73119 - Street Tree Planting Contract 739.9 739.9 - Operational Services Operations Roads & Sidewalks Fleet Water Parks 18-4 2021 to 2022 Budget Growth & New Capital Growth & New Capital ($000s) Previously approved capital projects with no change or reduction to budget Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) This list includes existing capital projects where no increase to the capital budget authority is being requested. 73147 - Trail Construction as per Trail Master Plan 150.0 150.0 - 73174 - Trail - Atkinson Park 85.0 85.0 - 73177 - Regionally Approved Pedestrian Underpasses 1,036.2 1,036.2 - 73247 - Trail Construction (Pandolfo/Glen Ridge development area) 100.0 100.0 - 73290 - Tree Inventory 25.0 25.0 - 73292 - Picnic Tables/Garbage Receptacles 30.0 30.0 - 73299 - Non - Programmed Park in 2C 1,500.0 1,500.0 - 73319 - Canine Commons Upgrades 35.0 35.0 - 81016 - Aurora Promenade Streetscape Design & Implementation Plan Capital Works 570.0 570.0 - 6,235.3 6,235.3 - 24014 - Digital Plan Review and E- Permit Applications 120.0 120.0 - 120.0 120.0 - 31056 - Bloomington Sdrd - Bathurst to Yonge - Sidewalk/ Bikeway/ Illumination 883.6 883.6 - 31101 - Reconstruction - Vandorf Sdrd (Sections)3,547.1 3,547.1 - 31217 - Construction of Median at Yonge Street & Ridge Road 150.0 150.0 - 34518 - Pedestrian Crossings as per 2019 DC Study 144.1 144.1 - 34519 - Traffic Calming as per 2019 DC Study 122.6 122.6 - 34533 - Traffic Calming Measures in School Zones 20.0 20.0 - 34610 - S/W, Multi-use Trail and Illumination - Leslie St - Wellington St. to Don Hillock Dr 192.8 192.8 - Roads, Sidewalks & Traffic Planning & Development Services Growth & New Capital 2021 to 2022 Budget 18-5 Growth & New Capital ($000s) Previously approved capital projects with no change or reduction to budget Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) This list includes existing capital projects where no increase to the capital budget authority is being requested. 34620 - S/W, Multi-use Trail and Illumination - Leslie St. - Wellington St. E to State Farm 361.6 361.6 - 34635 - S/W, Multi-use Trail and Illumination - St. John Sdrd - Bayview to Leslie 1,444.0 1,444.0 - 34637 - S/W - Leslie St - 600 m north of Wellington to N Town Limit 1,316.1 1,316.1 - 34707 - Lighting Upgrade - Wellington, Berczy to West of Mary 622.2 622.2 - 43048 - St John's Sdrd - Leslie to 2C 1,661.0 1,661.0 - 10,465.0 10,465.0 - Total 90,006.5 90,006.5 - 18-6 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 71060 Facilities - 1/2 ton Truck (New) Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q3 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Purchase of 1/2 ton pick up truck for Building Operator servicing the JOC and other facilities Provide the reasons the project should be approved and what will be the impact of the project to service levels. As part of the realignment of existing Facility Operations team, a position was reassigned from the community centre operations group to the Joint Operations Centre. The positions home base will be the Joint Operations Centre, but will be required to travel to other sites. A service vehicle is required to transport tools, equipment and supplies between sites. The vehicle will also be utilized to support other areas within the Community Services Department such as Recreation and Special Events Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Required service vehicle to transport tools, equipment and supplies between sites.Aligns with asset management strategies, maintaining infrastructure and support of ongoing Town programs and initiatives Please provide an explanation of what the outcomes would be if the project was not approved. Staff would need to use personal vehicle and would incur mileage charges, as well as wear and tear/damage to personal vehicle. Personal vehicle have limited capacity to transport many of the required items. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 45,000 45,00045,000 45,000 45,00045,000 45,000 45,00045,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 45,000 45,000 45,000Funding Total Growth & New Capital 2021 to 2022 Budget 18-7 Town of Aurora Capital Projects Project Department Version Year 72410 SARC - 7500sqft. Gymnasium MPR Admin. Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Project conditionally approved February19, 2019 pending further information. Target start date 2021 Design and 2022/23 for construction. Provide a brief overview of the project and include the key goals, objectives and performance measures. In June 2018, staff presented a gymnasium addition at the Stronach Aurora Recreation Complex. The Parks Recreation Culture Services Advisory Committee recommended maximizing the space available. Council approved that recommendation and directed staff to report back during the 2019 budget deliberations. Budget estimate was provided in 2019 which maximized the space by providing a gymnasium size suitable for FIBA and FIVB standards along with additional meeting/program room space and office administration space. At the time, the estimate was $9.4 million for one-story and $17.5 million for two-story. With the possibility of additional land requirements and the consideration of a future aquatics facility, the decision for the SARC gymnasium was paused until further review was completed on those other aspects. As the decision on an additional aquatics facility nears completion, revisiting the SARC Gymnasium was requested by Council through a Notice of Motion. The request was for staff to bring back the option for a single, 6,000 sq. ft. gym, as initially discussed, and a second option for multiple gyms be presented at budget time. As per Council’s request, the budget sheet has been updated from the 2019 estimate to be in line with a smaller gym (similar to the AFLC size). This proposal maximizes the space by including program rooms and office administration. As the needs assessment for the various amenities and size of gym needs to be completed, the following summary outlines the cost estimate for the different court sizes and other amenities. - 5500sqft Gym Only (comparable to AFLC size gym) = $5million - 5500sqft Gym MPR Admin (comparable to AFLC size gym) = $6.8million - 7500sqft Gym Only (comparable to High School size gym = $6.3million - 7500sqft Gym MPR Admin (comparable to High School size gym) = $8.2million - 11500sqft Gym Only (FIBA size court) = $9.3million - 11500sqft Gym MPR Admin (FIBA size court) = $11.1million (Scope provided in 2019 budget) - 11500sqft DOUBLE 2-TierGym MPR Admin (FIBA size court) = $22.6million Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 8,200,000 8,200,0008,200,000 8,200,000 8,200,0008,200,000 8,200,000 8,200,0008,200,000Expenditures Total Funding Development Charges Reserve Funds INDOOR REC DC CONT'N 8,200,000 8,200,000 8,200,000Funding Total 18-8 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 72410 SARC - 7500sqft. Gymnasium MPR Admin. Community Services Final Approved Budget 2021 Important to note, the 5500sqft options could be delivered without the need for additional land for parking. Anything larger will require additional land. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Park, Recreation Master Plan recommended the consideration of a gymnasium and multi-purpose program space at the SARC. Implementation of this recommendation depends on the Town of Aurora’s chosen course of action for indoor aquatics and if not proceeding with a new multi-purpose community centre. As a preliminary exercise in 2019, staff consulted with the Lake Simcoe Region Conservation Authority, sport user groups as well as internal staff. Sport user groups provided to staff the court dimensions and other considerations that would make this site suitable to host games such as program rooms, change rooms, bleachers and multiple courts. Internal staff highlighted the need for both program and office space to accommodate current and future demands. If the direction is to proceed with the SARC gymnasium project, further assessment of the community needs and desire for sport tourism needs to be confirmed to verify scope. This assessment and design of the approved project could take place in 2021 with construction commencing in the following years. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Currently the Town of Aurora has one community gymnasium at the AFLC that is very well used and offers programs for all ages and abilities. Often participants are placed on a waitlist or rentals are turned away due to lack of availability. An additional gymnasium would provide space to accommodate Aurora’s growing population and provide an additional program space at the SARC which currently is missing in a typical multi-use facility. The SARC is often host to tournaments and other community events (i.e. fairs, markets, etc.) and having the additional breakout space would be beneficial. If a competitive sized gymnasium was approved, this would provide for the local competitive court sports an opportunity to train and have games. The competitive teams are often challenged at finding suitable courts for their programs. Please provide an explanation of what the outcomes would be if the project was not approved. Recreation programs would not be able to expand to keep up with the population growth. Tournament and other events will continue to be limited to the existing spaces, often creating congestion in the lobby and hallways as teams prepare for their games. The competitive teams will continue to be challenged at finding suitable courts for their programs. Growth & New Capital 2021 to 2022 Budget 18-9 Town of Aurora Capital Projects Project Department Version Year 14085 Migration to Cityview Workspace Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q1 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The CityView Workspace will provide Town services via the internet for Town residents. This will benefit residents, contractors, and businesses. They will be able to self-serve for items such as business licenses, permit applications, resident complaints, contractor planning and zoning approvals, and online payments for all the above listed services. This aligns directly with the IT Strategic Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. This project will sharply improve the service levels the Town offers to residents, contractors, and businesses. This will provide significant efficiences by converting these manual processes to online.Many residents have already asked for this type of service delivery. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. This project will sharply improve the service levels the Town offers to residents, contractors, and businesses. This will provide significant efficiences by converting these manual processes to online.Many residents have already asked for this type of service delivery. There is potential cost savings to the Town by converting expensive manual processes to inexpensive online versions. Please provide an explanation of what the outcomes would be if the project was not approved. Residents will continue to struggle to obtain Town services. The Town will continue to pay for an inefficient delivery model. This item in the IT Strategic Plan will not be accomplished. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 100,000 100,000 100,000 80,000100,000 100,000 100,000 100,000 80,000100,000 100,000 100,000 100,000100,000 80,000Expenditures Total Funding Special Purpose Reserve Funds BILL 124 BUILDING RESERVE 100,000 100,000 80,000 100,000 100,000 80,000 100,000 100,000 80,000Funding Total 18-10 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 14089 Business Intelligence Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Data Analytics is an important emerging tool for the Town. Better data analysis means better information to make strategic and tactical decisions with. This project will implement Microsoft MyAnalytics and Power Business Intelligence (Power BI). Both of these tools will allow the Town to look at our data in different ways. MyAnalytics looks at your personal work patterns to improve your personal productivity. Power BI is a data analysis tool that will unify our data from many sources to create interactive dashboards and reports that provide actionable insights. This project aligns with the IT Strategic Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. These tools will give us new insights into our data. The Town will have better data to provide heightened decision making ability. This will provide both productivity and efficiency gains. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Having better data will allow the Town to improve both the type of services and general service levels to all residents. Please provide an explanation of what the outcomes would be if the project was not approved. Without implementing these tools, we will continue to not have the level of insight we should have into all our data. The Town will not make better use of our data and be able to improve as quickly. We will also fail at implementing another important recommendation from the IT Strategic Plan. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 50,000 50,000 50,00050,000 50,000 50,000 50,00050,000 50,000 50,000 50,00050,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 50,000 50,000 50,000 50,000 50,000 50,000Funding Total Growth & New Capital 2021 to 2022 Budget 18-11 Town of Aurora Capital Projects Project Department Version Year 24013 Building Division Website Portal Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. The purpose is to allow applicants for building permits to apply electronically through a portal rather than submit paper drawings. This will improve customer service by not having the applicant coming to Town Hall. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The project will make it easier for applicants to submit building permit applications to the Town. The ability to process applications electronically may allow for the more expeditious evaluation and processing of application Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project will make it more convenient for the public to access our services. It will also assist us with more efficient records management, reduce the physical space required to store documents and allow us to more effectively process applications. Please provide an explanation of what the outcomes would be if the project was not approved. The applications will continue to be processed using the paper method Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 75,000 100,000 100,00025,000 75,000 100,000 100,00025,000 75,000 100,000 100,00025,000Expenditures Total Funding Special Purpose Reserve Funds BILL 124 BUILDING RESERVE 100,000 100,000 100,000Funding Total 18-12 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 21109 Fire - Smaller Vehicles Fire Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. As per the Fire Master Plan, Central York Fire Services (CYFS) continues to grow in an effort to maintain it required levels of service to the residents of the Town of Aurora and the Town of Newmarket. In particular, the construction of CYFS' newest Firehall 4-5 is now underway with an expected completion date of early 2022. In preparation for this new Firehall's opening, all required supporting vehicles and equipment must be purchased. As this equipment typically has delivery lead times of up to two years, their purchase must be initiated well in advance of the new Firehall's opening. Consequently, this project relates to the purchase of some of the smaller supporting vehicles for this new Firehall. Provide the reasons the project should be approved and what will be the impact of the project to service levels. These vehicles are required in support of the operations of the new Firehall 4-5. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. As Firehall 4-5 will play a critical role in Central York Fire Services' maintaining its required level of service to its residents, the full operation of this facility is necessary. These vehicles are important in supporting the full operations of this facility. Please provide an explanation of what the outcomes would be if the project was not approved. Should these vehicles not be purchased, Central York Fire Services will need to explore other options in support of the new Fire Hall's operations such as the reallocation of existing vehicles to the detriment of another facility and/or the redeployment of older vehicles that otherwise would have been disposed of resulting in likely increased operating costs and possibly reduced levels of service. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 26,900 26,90026,900 26,900 26,90026,900 26,900 26,90026,900Expenditures Total Funding Development Charges Reserve Funds FIRE SVCS DC CONT'N 26,900 26,900 26,900Funding Total Growth & New Capital 2021 to 2022 Budget 18-13 Town of Aurora Capital Projects Project Department Version Year 34111 Roads - DLA/Multipurpose Road Maintenenace Truck (New) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 -Q1 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. As outlined in the Winter Maintenance Report No.OPS19-001 recommended implementation of a pre- treatment of roads program, for the 2020 winter maintenance season. This program will consist of Direct Liquid Application (DLA) of brine prior to a forecasted winter weather event. It is a highly recommended protocol in the revised Provincial Minimum Maintenance Standards (MMS). The primary purpose of this program is to mitigate early onset of pavement icing conditions as the initial response to a winter weather event. This pretreatment brine will activate rapidly upon contact with freezing precipitation and provide a window of time for deployment of staff and equipment to follow-up with the application of typical road salt and continued road maintenance standards as per MMS. Provide the reasons the project should be approved and what will be the impact of the project to service levels. This is a new service level in response to the recommendations contained in the the MMS which are considered best practices for municipal road authorities in the province of Ontario. The addition of this treatment application will improve road conditions and help manage risk on the streets in Aurora. In addition, this specialized vehicle, will also be able to serve multiple uses during the off season, as it will be configured to accept various truck type bodies that can be exchanged efficiently for summer use. Infrastructure at the JOC will need to be installed in the form of Brine tanks to facilitate to storage of material and loading of the vehicle. There will be an operational impact for the brine product requirements and this will be captured accordingly in the 2022 budget, if vehicle approved. It is estimated the cost will be approximately $100,000/year in brine. This will offset the amount of road salt required therefore reducing rock salt use, though savings will not be reduced proportionately at this time. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 500,000 400,000 100,000500,000 500,000 400,000 100,000500,000 500,000 400,000500,000 100,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 400,000 100,000 400,000 100,000 400,000 100,000Funding Total 18-14 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34111 Roads - DLA/Multipurpose Road Maintenenace Truck (New) Operational Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits include ,early treatment of road surface in advance of freezing precipitation Affords an additional window of time for maintenance staff and equipment to respond to freezing road conditions Increased level of service and in turn ,improved road conditions Improved risk management and potential reduction in road condition liability Please provide an explanation of what the outcomes would be if the project was not approved. Roads will continue to be maintained as per current level of service which has been satisfactory prior to the revised MMS for winter roads maintenance Non compliance with winter roads pretreatment as recommended in MMS could potentially be cited in a roads related incident or accident Growth & New Capital 2021 to 2022 Budget 18-15 Town of Aurora Capital Projects Project Department Version Year 34111 Roads - DLA/Multipurpose Road Maintenenace Truck (New) Operational Services Final Approved Budget 2021 Gallery C:\Users\Jim Tree\Desktop\RollerProAttachements.png 18-16 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34232 Fleet - Four Post Hoist (New) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Installation of a new four post hoist in mechanics bay @ JOC for service/maintenance of vehicles and equipment. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Hoist is outlined in FMS ( Fleet Management Strategy) as a priority. Improves working environment for staff, additional hoist will allow for 2 heavy vehicles to be worked on at once Efficiency/timing of service increased Safe working conditions for staff and improved H&S Available space to accommodate hoist Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Uptime increased due to faster turnover of repairs, less downtime for vehicle waiting in queue, allows users to get back on the road quicker to maintain service levels, especially at crucial times of the year eg. winter plowing operations Please provide an explanation of what the outcomes would be if the project was not approved. No improvement to the downtime of vehicles, necessary to maintain service levels as there no spares for certain vehicles and/or equipment. Potential impact to service levels. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures EQUIPMENT - OTHER 25,000 25,00025,000 25,000 25,00025,000 25,000 25,00025,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 25,000 25,000 25,000Funding Total Growth & New Capital 2021 to 2022 Budget 18-17 Town of Aurora Capital Projects Project Department Version Year 73169 David Tomlinson Nature Reserve (Phase 1-5) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021- Q2 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Continue construction of final phase of the Community Wildlife Park, including construction of wetland component of design, additional trails within vicinity of the wetland, trail heads w/information kiosk, wildlife interpretive signage. 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 majority of the trails and boardwalks began in summer of 2019 and are to be completed in fall 2020 Provide the reasons the project should be approved and what will be the impact of the project to service levels. These wetlands are an integral competent of the original wildlife park plan. They support wildlife habitat and encourage wildlife to remain in the area and or utilize the water on migratory routes. They also encourage diversity of species as one of the wetland components provides for the ability to control water in and out, allowing for mud flats to be established for wadding and dabbler species. LINK TO STRATEGIC PLAN: Supporting environmental stewardship and sustainability Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Will provide the residents with 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 4,119,500 2,400,0005,119,500 1,956,426 200,0001,000,000 763,074 4,119,500 2,400,0005,119,500 1,956,426 200,0001,000,000 763,074 4,119,500 2,400,0005,119,500 1,956,426 200,0001,000,000Expenditures Total 763,074 Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 100,000 20,000311,950 100,000 20,000311,950 Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 2,400,000 1,856,426 180,000451,124 2,400,000 1,856,426 180,000763,074 2,400,000 1,956,426 200,000Funding Total 763,074 18-18 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73169 David Tomlinson Nature Reserve (Phase 1-5) Operational Services Final Approved Budget 2021 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. Growth & New Capital 2021 to 2022 Budget 18-19 Town of Aurora Capital Projects Project Department Version Year 73169 David Tomlinson Nature Reserve (Phase 1-5) Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\pictures\Wildlife boardwalk trail.jpg 18-20 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73169 David Tomlinson Nature Reserve (Phase 1-5) Operational Services Final Approved Budget 2021 Gallery C:\Users\Sara Tienkamp\Documents\pictures\Wildlife woodland trail.jpg Growth & New Capital 2021 to 2022 Budget 18-21 Town of Aurora Capital Projects Project Department Version Year 73287 Hallmark Lands - Baseball Diamonds Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Conditional Approval - Additional Information Required - approved July 24, 2018 as per OPS18-018 Project Designed and tendered in 2019 - over budget Project Tendered again in 2020 as per Council direction Construction in 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To construct two new additional baseball fields, with fencing, lighting, washroom facilities and parking lot on the Hallmark Lands to service a need by AKBA. AKBA delegated to Council in early 2017 explaining the need for additional playing fields to support the growing demand within the association. Council approved $3 mil budget in 2018. Staff retained consultant for design and tendered project in 2019, project came in over budget by $1 million, primarily due to soil conditions and site servicing requirements on site, as we are obligated not to increase the storm runoff from the site, bio-swales and a storm water management area need to be incorporated. Report OPS 19-019 was presented to Council for an increase to budget in Dec, 2019. A user group delegated asking if a Sports dome could be accommodated on the lands. Council directed staff to put out an expression of interest. CMS 20-014 was presented to Council in June 2020, included in the report were results expression of interest and results from a user survey, which was overwhelmingly in the favour of the original 2 ball diamond design. Council provided direction for staff to re-tender the Hallmark Land Ball Diamonds as designed in 2019. Budget increase required to award tender, inclusive of construction index %,contingency and non- refundable tax. Tender 2020-100-OPS closed October 15, 2020, funding increase required to award project is $725,000.00 Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 3,000,000 3,750,000 3,651,062750,000 98,938 3,000,000 3,750,000 3,651,062750,000 98,938 3,000,000 3,750,000 3,651,062750,000Expenditures Total 98,938 Funding Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 3,375,000 3,375,000 Other Funding Sources GROWTH & NEW RES CONT'N 276,06298,938 276,06298,938 3,651,062Funding Total 98,938 18-22 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73287 Hallmark Lands - Baseball Diamonds Operational Services Final Approved Budget 2021 Provide the reasons the project should be approved and what will be the impact of the project to service levels. AKBA has increased enrollment pressures and Aurora does not have enough facilities to support the needs of the organization. They have increased the number of players on a team to accommodate as many children as possible, they started playing Sunday nights and are practicing on fields not appropriate to the age groups, despite this, in 2016 they unfortunately had to turn away players. The addition of two diamonds similar to the existing Optimist Park diamond would alleviate the pressure on the AKBA organization, provide opportunity for sport and keep revenue streams in Aurora. This would align with the Strategic Plan in supporting the goal of " Supporting an exceptional quality of life for all" and objective of " Encouraging an active and healthy lifestyle" as well as supporting Activate Aurora's initiatives. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. User groups would have facilities to support the needs of their organizations. Opportunity to support tournaments with the added facilities. Increased revenue stream. Please provide an explanation of what the outcomes would be if the project was not approved. Inability to provide user with amenities required to facilitate their programs and needs. Loss of revenue. Growth & New Capital 2021 to 2022 Budget 18-23 Town of Aurora Capital Projects Project Department Version Year 73296 Trails - Joseph Hartman Trail Connection (DG Group) Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q3 - Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To provide trail connection from trails constructed by the developer through a Town owned non programmed park located on the north side of Hartwell Way, west of William Graham Dr. Trail to be constructed within the woodlot along the north end of the property. Trail is identified within the Trails Master Plan Consultant design works indicate the cost to construct trail will require additional funding, approximately an additional $170,000 . This is due to wetland areas identified by LSRCA through the Trails Impact Study and requirement of boardwalks for approval of project. 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 within the 2C development Included in the 10 year Capital Plan 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 150,000 320,000 306,888170,000 13,112 150,000 320,000 306,888170,000 13,112 150,000 320,000 306,888170,000Expenditures Total 13,112 Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 32,000 32,000 Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 274,88813,112 274,88813,112 306,888Funding Total 13,112 18-24 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73296 Trails - Joseph Hartman Trail Connection (DG Group) Operational Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Loss of connection through an off road trail to connect Wildlife Park from new Non-Programmed Park that will act as the northern access to the amenity. Users would only be able to connect between the two sites by traveling along the street sidewalk. Growth & New Capital 2021 to 2022 Budget 18-25 !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Earl Stewart DrBAYVIEW AVEMajor CresWilliam Graham DrMavr i nac Bl vdConstable StMavrinac BlvdStarkweatherStConoverAveJoseph Hart manCresAusman Gt Crane St B ridgepointe Crt McMasterAveSpring Far m R d Payne CresRoth StCapreol AveFields Crt B a b er CresC houinardWay St u b b s L nHeaney CrtMavrinac BlvdDuggan StKashani CrtBAYVIEW AVEConklinCre s Roy Harper Ave DeGraaf CresStocks LnStarr Cres Wallwark St P o inton S tHadley CrtComfortLnPeter Miller St Crockart Ln LESLIE STKinraraCrt TownsLnBrookstonePl Addison Hall Cir Cosford St ForestGroveCrt SirIvorCrt Reynolds Cres HartwellWay Downey Cir Van Alle nWayBurton Howard Dr Downey Cir RoyHarperAve Boland Crt BadgerowWay ST JOHN'S SDRD E DeGraafCr e s Holgate Cir Schaeffer Buckle CresComfortLn Lockwood Cir Novan CresST JOHN'S SDRD E Earl Stewart DrFouracre Way William Graham Dr H olladayDr Gower DrMowder DrScrivener D rCuller Warren McBri d e Cr e s Conover AveWinn PlCra ne S tCon klin C r e sHogaboomAveNorsanCrt FilibertoPlAlfred CrtPortminster Crt Horsley CrtRoth StBolsby CrtDurbleeAve LewisHoney Dr Matson C r t H o lla d a y D rHomer C resBilbroughStMarshview Ave Proud CrtSchurman StRoyHarper Ave IsaacsonCres Edwin Pearson StConklin Cres Pedersen Dr Bil b ro ugh S t Thomas Phillips Dr Starr Cres R adial Dr T o w n s L nUsherwoodStLyman Blvd Monarch Park GtConoverAveBAYVIEW AVEHartwellWay Hancock StMavrinac BlvdSuffolk Ave HartwellWay Hutt CresKidd CirRussellParkerC resSpringFarm Rd Thomas Phillips Dr Kidd Cir Payne CresBaber CresChouinardWay Reynolds Cres LaurelwoodGt Kerr LnHartwellWay Tonner Cres Ivy Jay Cres McKeeCrtBaywellCres Clifford Dalton DrBrooker Harry Penrose Ave Culler Minlow WayCobb StWildrush Pl Folliot StS p a rk s St Lewis HoneyDr PetermannStIvy Jay C r e s RothwellStWilliam Graham DrYv o n n e Pl Lewis Honey Dr Badgerow WayCraneStUsher woodSt ST JOHN'S SDRD E Gagnon Pl Brooks Ave Thomas PhillipsDrRead St R adialDrBrodie DrCollingwood CrtTRAIL LOCATION MAP Map created by the Town of Aurora Planning & Building Services Department, September 15, 2020. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2019, © First Base Solutions Inc., 2019 Orthophotography. ¯0 100 200 Metres Joseph Hartman Trail Mattamy - DeGraaf Crescent Trail Mattamy Phase 4 & 5 Trail Existing Trails or Currently Under Construction18-262021 to 2022 BudgetGrowth & New Capital Town of Aurora Capital Projects Project Department Version Year 73323 Mattamy Phase 4/5 Trail Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q4 2020 -Q4 2022 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 retained a trails design consultant in 2020 to design,conduct a trails impact study,provide tender package for Phase 2 construction of trails in 2022, subject to Council approval of funding. 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 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 100,000 100,000 100,000 CONTRACTS 800,000 800,000800,000 100,000 900,000 100,000 800,000800,000 100,000 900,000 100,000 800,000800,000Expenditures Total Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 10,000 80,000 10,000 80,000 Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 90,000 720,000 90,000 720,000 Other Funding Sources GROWTH & NEW RES CONT'N 100,000 800,000Funding Total Growth & New Capital 2021 to 2022 Budget 18-27 Town of Aurora Capital Projects Project Department Version Year 73323 Mattamy Phase 4/5 Trail Operational Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Connection to Newmarket trails would be lost on east side of Bayview Ave in addition to no off road connection between residential developments. This would also leave a gap in the Trails Master Plan where a large section of trail is identified. 18-28 2021 to 2022 Budget Growth & New Capital !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Earl Stewart DrBAYVIEW AVEMajor CresWilliam Graham DrMavr i nac Bl vdConstable StMavrinac BlvdStarkweatherStConoverAveJoseph Hart manCresAusman Gt Crane St B ridgepointe Crt McMasterAveSpring Far m R d Payne CresRoth StCapreol AveFields Crt B a b er CresC houinardWay St u b b s L nHeaney CrtMavrinac BlvdDuggan StKashani CrtBAYVIEW AVEConklinCre s Roy Harper Ave DeGraaf CresStocks LnStarr Cres Wallwark St P o inton S tHadley CrtComfortLnPeter Miller St Crockart Ln LESLIE STKinraraCrt TownsLnBrookstonePl Addison Hall Cir Cosford St ForestGroveCrt SirIvorCrt Reynolds Cres HartwellWay Downey Cir Van Alle nWayBurton Howard Dr Downey Cir RoyHarperAve Boland Crt BadgerowWay ST JOHN'S SDRD E DeGraafCr e s Holgate Cir Schaeffer Buckle CresComfortLn Lockwood Cir Novan CresST JOHN'S SDRD E Earl Stewart DrFouracre Way William Graham Dr H olladayDr Gower DrMowder DrScrivener D rCuller Warren McBri d e Cr e s Conover AveWinn PlCra ne S tCon klin C r e sHogaboomAveNorsanCrt FilibertoPlAlfred CrtPortminster Crt Horsley CrtRoth StBolsby CrtDurbleeAve LewisHoney Dr Matson C r t H o lla d a y D rHomer C resBilbroughStMarshview Ave Proud CrtSchurman StRoyHarper Ave IsaacsonCres Edwin Pearson StConklin Cres Pedersen Dr Bil b ro ugh S t Thomas Phillips Dr Starr Cres R adial Dr T o w n s L nUsherwoodStLyman Blvd Monarch Park GtConoverAveBAYVIEW AVEHartwellWay Hancock StMavrinac BlvdSuffolk Ave HartwellWay Hutt CresKidd CirRussellParkerC resSpringFarm Rd Thomas Phillips Dr Kidd Cir Payne CresBaber CresChouinardWay Reynolds Cres LaurelwoodGt Kerr LnHartwellWay Tonner Cres Ivy Jay Cres McKeeCrtBaywellCres Clifford Dalton DrBrooker Harry Penrose Ave Culler Minlow WayCobb StWildrush Pl Folliot StS p a rk s St Lewis HoneyDr PetermannStIvy Jay C r e s RothwellStWilliam Graham DrYv o n n e Pl Lewis Honey Dr Badgerow WayCraneStUsher woodSt ST JOHN'S SDRD E Gagnon Pl Brooks Ave Thomas PhillipsDrRead St R adialDrBrodie DrCollingwood CrtTRAIL LOCATION MAP Map created by the Town of Aurora Planning & Building Services Department, September 15, 2020. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2019, © First Base Solutions Inc., 2019 Orthophotography. ¯0 100 200 Metres Joseph Hartman Trail Mattamy - DeGraaf Crescent Trail Mattamy Phase 4 & 5 Trail Existing Trails or Currently Under ConstructionGrowth & New Capital2021 to 2022 Budget18-29 Town of Aurora Capital Projects Project Department Version Year 73327 DeGraaf Cres Trail Operational Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1-Q2 2022 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 retained a trails design consultant in 2020 to design, conduct a trails impact study and provide tender package for Phase 2 the trails construction in 2021, subject to Council approval of funding. 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 residential development to plaza/amenities through an off road trail. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 75,000 75,000 75,000 CONTRACTS 125,000 125,000125,000 75,000 200,000 75,000 125,000125,000 75,000 200,000 75,000 125,000125,000Expenditures Total Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 7,500 12,500 7,500 12,500 Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 67,500 112,500 67,500 112,500 75,000 125,000Funding Total 18-30 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73327 DeGraaf Cres Trail Operational Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Loss of connectivity from residential developments to amenities and gap in Trails Master Plan Growth & New Capital 2021 to 2022 Budget 18-31 !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Earl Stewart DrBAYVIEW AVEMajor CresWilliam Graham DrMavr i nac Bl vdConstable StMavrinac BlvdStarkweatherStConoverAveJoseph Hart manCresAusman Gt Crane St B ridgepointe Crt McMasterAveSpring Far m R d Payne CresRoth StCapreol AveFields Crt B a b er CresC houinardWay St u b b s L nHeaney CrtMavrinac BlvdDuggan StKashani CrtBAYVIEW AVEConklinCre s Roy Harper Ave DeGraaf CresStocks LnStarr Cres Wallwark St P o inton S tHadley CrtComfortLnPeter Miller St Crockart Ln LESLIE STKinraraCrt TownsLnBrookstonePl Addison Hall Cir Cosford St ForestGroveCrt SirIvorCrt Reynolds Cres HartwellWay Downey Cir Van Alle nWayBurton Howard Dr Downey Cir RoyHarperAve Boland Crt BadgerowWay ST JOHN'S SDRD E DeGraafCr e s Holgate Cir Schaeffer Buckle CresComfortLn Lockwood Cir Novan CresST JOHN'S SDRD E Earl Stewart DrFouracre Way William Graham Dr H olladayDr Gower DrMowder DrScrivener D rCuller Warren McBri d e Cr e s Conover AveWinn PlCra ne S tCon klin C r e sHogaboomAveNorsanCrt FilibertoPlAlfred CrtPortminster Crt Horsley CrtRoth StBolsby CrtDurbleeAve LewisHoney Dr Matson C r t H o lla d a y D rHomer C resBilbroughStMarshview Ave Proud CrtSchurman StRoyHarper Ave IsaacsonCres Edwin Pearson StConklin Cres Pedersen Dr Bil b ro ugh S t Thomas Phillips Dr Starr Cres R adial Dr T o w n s L nUsherwoodStLyman Blvd Monarch Park GtConoverAveBAYVIEW AVEHartwellWay Hancock StMavrinac BlvdSuffolk Ave HartwellWay Hutt CresKidd CirRussellParkerC resSpringFarm Rd Thomas Phillips Dr Kidd Cir Payne CresBaber CresChouinardWay Reynolds Cres LaurelwoodGt Kerr LnHartwellWay Tonner Cres Ivy Jay Cres McKeeCrtBaywellCres Clifford Dalton DrBrooker Harry Penrose Ave Culler Minlow WayCobb StWildrush Pl Folliot StS p a rk s St Lewis HoneyDr PetermannStIvy Jay C r e s RothwellStWilliam Graham DrYv o n n e Pl Lewis Honey Dr Badgerow WayCraneStUsher woodSt ST JOHN'S SDRD E Gagnon Pl Brooks Ave Thomas PhillipsDrRead St R adialDrBrodie DrCollingwood CrtTRAIL LOCATION MAP Map created by the Town of Aurora Planning & Building Services Department, September 15, 2020. Base data provided by York Region & the Town of Aurora. Air Photos taken Spring 2019, © First Base Solutions Inc., 2019 Orthophotography. ¯0 100 200 Metres Joseph Hartman Trail Mattamy - DeGraaf Crescent Trail Mattamy Phase 4 & 5 Trail Existing Trails or Currently Under Construction18-322021 to 2022 BudgetGrowth & New Capital Town of Aurora Capital Projects Project Department Version Year 34006 Pave Snow Storage Facility - Willson Lambert Park Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2020 - Q4 2020 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. Additional funding request for 2021 to include stormwater management quantity controls(storm sewers) and quality control (oil/grit separator), widening of the access road into the parking facility to include a lay-by area for trucks, and the relocation of an existing transformer away from the snow storage area. 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. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 350,000 900,000 850,000 50,000550,000 350,000 900,000 850,000 50,000550,000 350,000 900,000 850,000 50,000550,000Expenditures Total Funding Development Charges Reserve Funds ROADS & RELATED DC CONT'N 605,000 45,000 605,000 45,000 Infrastructure Sustainability Reserves Storm Sewers Contribution 245,000 5,000 245,000 5,000 850,000 50,000Funding Total Growth & New Capital 2021 to 2022 Budget 18-33 Town of Aurora Capital Projects Project Department Version Year 34006 Pave Snow Storage Facility - Willson Lambert Park Planning & Development Services Final Approved Budget 2021 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, stormwater management, convenient access to snow storage area from JOC facility. Major improvement in the timing and efficiency of spring clean up and debris removal from melted snow. 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. Continue creek erosion as the snow disposal site is lacking stormwater management quantity and quality controls (oil/grit separator for sediment removal from the snow melt). Important to note however, when the park was constructed in 1994 sufficient funds were not available or included in the budget at that time for a paved parking facility with adequate stormwater management. 18-34 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34006 Pave Snow Storage Facility - Willson Lambert Park Planning & Development Services Final Approved Budget 2021 Gallery J:\_Departments_space\Works\Capital Projects\CP 34006 - Lambert Willson Park Paving\CP_34006.jpg Growth & New Capital 2021 to 2022 Budget 18-35 Town of Aurora Capital Projects Project Department Version Year 34527 Yonge/Wellington Intersection Improvements Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q3 2020 to Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To provide funding for the design and construction of a right turn lane going southbound from Yonge on Wellington (westbound).The project will be delivered in 2 parts: Part 1 - design and obtain regional approval, will be delivered in 2020 and Part 2 - Construction which will be delivered in 2021.LINK TO STRATEGIC PLAN: Supporting an exceptional quality of life for all, Objective 2: Invest in sustainable infrastructure - maintain and expand infrastructure Provide the reasons the project should be approved and what will be the impact of the project to service levels. The intersection of Yonge and Wellington Streets has long been the subject of traffic operational studies and initiatives. Wellington Street, including the signalized intersection, is under the jurisdiction of York Region. The section of Yonge Street, north and south of Wellington Street, is under the jurisdiction of the Town of Aurora.A York Region Traffic Operation Assessment Report recommended the construction of the Yonge Street southbound right turn lane to address the traffic congestion at this intersection.The design budget for this capital project has been approved by Council in 2017. This funding request is for the construction of the right turn lane scheduled for 2021. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. A southbound right turn lane is warranted based on both AM and PM peak hour traffic volume and would benefit the intersection operation and safety. Staff will proceed with construction once the land is secured. Once construction is completed, staff will continue to monitor the intersection's operation and safety and update the signal timing plan as needed to ensure optimal performance. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 94,100 94,10094,100 CONTRACTS 400,000 400,000400,000 94,100 94,100494,100 400,000400,000 94,100 94,100494,100 400,000400,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 19,100 19,100 Other Funding Sources GROWTH & NEW RES CONT'N 75,000 400,000 75,000 400,000 94,100 400,000Funding Total 18-36 2021 to 2022 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34527 Yonge/Wellington Intersection Improvements Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Overall the intersection will continue to operate at capacity, and it would be difficult to process any further volumes under the existing conditions. The intersection will continue to experience a high level of collisions due to its high traffic volumes, restricted sight lines and the absence of auxiliary turn lanes. Growth & New Capital 2021 to 2022 Budget 18-37 Town of Aurora Capital Projects Project Department Version Year 34527 Yonge/Wellington Intersection Improvements Planning & Development Services Final Approved Budget 2021 Gallery Q:\_Departments_space\Works\Capital Projects\CP 34527 - Yonge St and Wellington St Intersection Improvements\CP_34527.jpg 18-38 2021 to 2022 Budget Growth & New Capital LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 03 Fire 01 Growth & New 21006 Fire HQ, Hall and Training Construction 13,655,027 376,584 13,278,443 13,655,027 3,317,316 9,961,127 21106 Pumper for Fire Hall 4-5 410,000 410,000 410,000 410,000 21107 Fire Hall 4-5 Turn Out Gear 75,600 75,600 75,600 40,000 35,600 21108 Fire Hall 4-6 Turn Out Gear 84,200 21109 Fire - Smaller Vehicles 26,900 26,900 26,900 21110 Fire Hall 4-6 - New Vehicle 467,300 21111 Fire Hall 4-6 - Land and Building 894,900 1,829,000 21112 Fire Hall 4-7 - Land and Building 2,000,000 21113 Fire Master Plan 57,200 21114 Fire Master Plan - 2019 51,250 51,250 51,250 51,250 Total 01 Growth & New 14,191,877 376,584 13,815,293 14,218,777 26,900 3,357,316 10,484,877 894,900 1,886,200 551,500 2,000,000Total14,191,877 376,584 13,815,293 14,218,777 26,900 3,357,316 10,484,877 894,900 1,886,200 551,500 2,000,000 04 Operational Services 01 Growth & New 24023 Cameras for Parking Enforcement 60,000 60,000 60,000 60,000 24024 Bylaw - SUV x 2 (New)110,000 40,00031176 Handheld Radios for Operations 10,200 10,200 10,200 10,200 34003 Snow Plow Safety Enhancements Pilot Project 12,000 12,000 12,000 12,000 34009 Winter Road Monitoring System 15,000 15,000 15,000 15,000 34106 Patrol Truck 50,000 50,000 50,000 50,000 34111 Roads - DLA/Multipurpose Road Maintenenace Truck (New) 500,000 500,000 400,000 100,000 34116 Roads - Sidewalk/Pathway Sweeper (New) 150,000 34173 New Trackless Sidewalk Utility Vehicle 175,000 175,000 175,000 175,000 34185 Roads - Trackless Sidewalk Utility Vehicle (New) 180,000 34187 Roads -4 ton Truck 140,000 140,000 140,000 140,000 34188 Trackless Sidewalk Snow Blower Attachment 150,000 150,000 150,000 150,000 34217 Joint Operations Centre Construction 16,982,000 20,820,424 -3,838,424 -16,982,000 34218 Fleet - GPS System for Roads/Water and Parks (New) 100,000 34232 Fleet - Four Post Hoist (New)25,000 25,000 25,000 34422 Additional Vehicle - By Law Services 60,000 60,000 60,000 60,000 34713 Street Light Pole Identification 40,000 40,000 40,000 20,000 20,000 43057 Installation of Backflow Prevention Meters in Town Facilities 125,000 125,000 125,000 125,000 71104 Parks - 3/4 ton Truck (New)55,000 71117 Parks - Utility Vehicle - Wildlife Park (New)40,000 72285 JOC - Additional Work 2,185,200 1,344,233 840,967 2,185,201 1 400,000 440,96873085 Arboretum Development 1,036,263 816,878 219,385 1,036,263 70,000 149,385 96,000 96,000 96,000 96,000 96,000 96,000 96,000 73107 Former Kwik Kopy Trail Connection 927,900 182,469 745,431 927,900 200,000 545,431 73119 Street Tree Planting Contract 739,892 579,817 160,075 739,892 40,000 120,075 73147 Trail Construction as per Trail Master Plan 150,000 74,429 75,571 150,000 75,571 73156 Multi Use Courts as per Parks & Rec Master Plan 213,910 73162 Hard Ball Diamond 200,000 1,008,600 73165 BMX Park 481,50073168 Artificial Ice Rink c/w boards 100,000 923,800Growth & New Capital2021 to 2022 Budget18-39Growth & New Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 73169 David Tomlinson Nature Reserve (Phase 1-5) 4,119,500 763,074 3,356,426 5,119,500 1,000,000 2,400,000 1,956,426 200,000 73174 Trail - Atkinson Park 85,000 85,000 85,000 85,000 73177 Regionally Approved Pedestrian Underpasses 1,036,218 1,257,078 -220,860 1,036,218 -220,860 73201 Design and Construction - Artificial Turfs x 2 150,000 2,150,000 2,000,000 73244 Grade Seperated crossing Vandorf Rd at Archerhill 75,000 245,900 73245 Grade Seperated crossing Bayview Ave at Stone Rd 785,200 73246 Grade Seperated Crossing Yonge St at Elderberry 1,637,100 73247 Trail Construction (Pandolfo/Glen Ridge development area) 100,000 100,000 100,000 100,000 73248 Rail Crossings at grade McRoberts 109,100 73249 Rail Crossing at grade Vata Court 109,100 73287 Hallmark Lands - Baseball Diamonds 3,000,000 98,938 2,901,062 3,750,000 750,000 3,651,062 73290 Tree Inventory 25,000 10,176 14,824 25,000 10,000 4,824 15,000 15,000 15,000 15,000 73292 Picnic Tables/Garbage Receptacles 30,000 11,802 18,198 30,000 18,198 73294 Emery Lands/Trails 569,900 73295 Grade Separated Crossing Bayview Ave at Beacon Hall Dr 1,570,300 73296 Trails - Joseph Hartman Trail Connection (DG Group) 150,000 13,112 136,888 320,000 170,000 306,888 73298 Trails - McLeod Nature Reserve 100,000 250,000 73299 Non - Programmed Park in 2C 1,500,000 1,500,000 1,500,000 112,900 1,387,100 73319 Canine Commons Upgrades 35,000 7,792 27,208 35,000 27,208 73321 Cattle Crawl Underpass 750,000 73323 Mattamy Phase 4/5 Trail 100,000 100,000 900,000 800,000 100,000 800,000 73327 DeGraaf Cres Trail 75,000 75,000 200,000 125,000 75,000 125,000 81016 Aurora Promenade Streetscape Design & Implementation Plan Capital Works 570,000 570,000 570,000 250,000 320,000 Total 01 Growth & New 33,684,173 25,980,222 7,703,951 20,072,174 -13,611,999 3,440,217 10,047,159 2,795,000 800,900 2,979,910 3,219,600 1,589,700 96,000 577,500 96,000 2,669,700 1,637,100 Total 33,684,173 25,980,222 7,703,951 20,072,174 -13,611,999 3,440,217 10,047,159 2,795,000 800,900 2,979,910 3,219,600 1,589,700 96,000 577,500 96,000 2,669,700 1,637,100 05 Community Services 01 Growth & New 71060 Facilities - 1/2 ton Truck (New)45,000 45,000 45,000 71092 Facilities - Van - Library Square (New) 55,000 72111 Building Automation System Network 50,000 72113 New Recreation Facility 2,400,000 71,907 2,328,093 2,400,000 328,093 1,000,000 1,000,000 10,000,000 10,000,000 10,000,000 7,600,000 72410 SARC - 7500sqft. Gymnasium MPR Admin.8,200,000 8,200,000 8,200,000 72443 AFLC - Pylon Sign 60,000 60,000 60,000 60,00072445 CYFS - Firehall 4-3 Pylon Sign 30,000 30,000 30,000 30,000 73330 Acquisition and Installation of People Counters 24,000 74015 Cultural Services Master Plan 180,000 135,492 44,508 180,000 5,000 39,508 30,000 50,000 50,000 50,000 50,000 50,000 50,000 50,00074017 Aurora Sports Hall of Fame 77,000 54,986 22,014 77,000 22,014 74019 Active Net Scan System 20,000 20,000 20,000 20,000 81019 Library Square 51,939,500 2,204,633 49,734,867 51,939,501 1 6,647,203 30,000,000 13,087,665 Total 01 Growth & New 54,706,500 2,467,018 52,239,482 62,951,501 8,245,001 7,112,310 31,084,508 22,372,665 10,050,000 10,074,000 10,100,000 7,650,000 50,000 50,000 50,000 Total 54,706,500 2,467,018 52,239,482 62,951,501 8,245,001 7,112,310 31,084,508 22,372,665 10,050,000 10,074,000 10,100,000 7,650,000 50,000 50,000 50,000 08 Planning & Development Services 01 Growth & New18-402021 to 2022 BudgetGrowth & New CapitalGrowth & New Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 24014 Digital Plan Review and E- Permit Applications 120,000 120,000 120,000 50,000 70,000 31056 Bloomington Sdrd - Bathurst to Yonge - Sidewalk/ Bikeway/ Illumination 883,569 608,876 274,693 883,569 274,693 31101 Reconstruction - Vandorf Sdrd (Sections) 3,547,100 3,494,408 52,692 3,547,100 52,692 31217 Construction of Median at Yonge Street & Ridge Road 150,000 150,000 150,000 150,000 31229 Construction of a Layby Lane on Tecumseh Drive at Aurora Heights P.S. 65,000 60,000 34006 Pave Snow Storage Facility - Willson Lambert Park 350,000 350,000 900,000 550,000 850,000 50,000 34515 Allocation for Growth Related Traffic Congestion Issues 303,000 303,000 34516 Yonge St/ Church St Signalization 206,040 34518 Pedestrian Crossings as per 2019 DC Study 144,100 144,100 144,100 71,000 73,100 72,050 34519 Traffic Calming as per 2019 DC Study 122,550 24,742 97,808 122,550 97,808 122,550 122,550 34527 Yonge/Wellington Intersection Improvements 94,100 94,100 494,100 400,000 94,100 400,000 34533 Traffic Calming Measures in School Zones 20,000 2,951 17,049 20,000 10,000 7,049 34610 S/W, Multi-use Trail and Illumination - Leslie St - Wellington St. to Don Hillock Dr 192,810 9,974 182,836 192,810 75,000 107,836 34612 Sidewalk - Bloomington Srd - Bayview Ave to E Town Limit 1,524,000 34617 Sidewalk- Edward/ 100m E of Yonge-Dunning 75,000 363,000 34620 S/W, Multi-use Trail and Illumination - Leslie St. - Wellington St. E to State Farm 361,580 361,580 361,580 361,580 34625 S/W - Bayview Ave - St John's to N Town Limit 176,750 34634 S/W- Yonge- S of Henderson to Ind. Pkwy S 35,000 260,880 34635 S/W, Multi-use Trail and Illumination - St. John Sdrd - Bayview to Leslie 1,444,000 800,066 643,934 1,444,000 643,934 34636 S/W - Wellington St E. - Leslie to First Commerce Dr.100,000 500,000 34637 S/W - Leslie St - 600 m north of Wellington to N Town Limit 1,316,100 1,316,100 1,316,100 100,000 1,216,100 34639 S/ W - Bathurst St - Bloomington Sdrd - North Town 5,618,630 34640 S/W - Yonge St - Bloomington to GO Bridge Both Sides 1,500,000 34707 Lighting Upgrade - Wellington, Berczy to West of Mary 622,231 622,231 622,231 41005 Yonge St Sanitary Sewer Replacement 250,000 2,478,000 43048 St John's Sdrd - Leslie to 2C 1,661,000 1,414,935 246,065 1,661,000 246,065 Total 01 Growth & New 11,029,140 6,978,183 4,050,957 11,979,140 950,000 1,564,792 3,386,165 384,600 523,000 2,000,000 8,235,970 3,041,880 Total 11,029,140 6,978,183 4,050,957 11,979,140 950,000 1,564,792 3,386,165 384,600 523,000 2,000,000 8,235,970 3,041,880 15 Corporate Services 01 Growth & New12016 Customer Care Centre Implementation 453,100 297,332 155,768 453,100 155,768 200,000 50,000 12025 Customer Relationship Management (CRM) 186,000 138,014 47,986 186,000 47,986 13008 Meeting Management Software 105,000 53,215 51,785 105,000 51,785 13023 Access Aurora Telephony Project 51,200 51,200 51,200 51,200 160,600Growth & New Capital2021 to 2022 Budget18-41Growth & New Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 14058 Project Management Software 50,000 25,000 25,000 50,000 25,000 14068 Wireless Upgrades and Enhancements 93,500 19,489 74,011 93,500 74,011 14072 Cityview Upgrade 92,100 92,100 92,100 92,100 14076 Digital Education Program 25,000 25,000 25,000 25,000 14081 Ethernet Switch Redesign 150,000 150,000 100,000 60,000 60,000 14085 Migration to Cityview Workspace 100,000 100,000 100,000 100,000 40,000 40,000 14086 ArcGIS Portal 100,000 100,000 14088 Outdoor Wi-Fi Implementation 50,000 50,000 50,000 50,000 14089 Business Intelligence 50,000 50,000 50,000 50,000 14090 CRM Optimization 25,000 25,000 24012 Bylaw Permit Parking 75,000 75,000 75,000 75,000 24013 Building Division Website Portal 75,000 75,000 100,000 25,000 100,000 24015 Radios for By-Law Officers 85,000 43,815 41,185 85,000 5,000 36,185 24016 Animal Control Start Up 100,000 96,311 3,689 100,000 3,689Total 01 Growth & New 1,390,900 673,176 717,724 1,565,900 175,000 361,739 530,985 325,000 215,000 600,600 250,000 100,000 60,000 60,000 Total 1,390,900 673,176 717,724 1,565,900 175,000 361,739 530,985 325,000 215,000 600,600 250,000 100,000 60,000 60,000 Total Capital Projects 115,002,590 36,475,183 78,527,407 110,787,492 -4,215,098 15,836,374 55,533,694 25,877,265 12,483,800 17,540,710 22,357,070 9,339,700 3,247,880 687,500 2,146,000 2,669,700 1,637,10018-422021 to 2022 BudgetGrowth & New CapitalGrowth & New Capital - 10 Year Plan Studies & Other Capital ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 12042 - Municipal Levels of Service Review 100.0 -100.0 New capital project 100.0 -100.0 72459 - Facilities Study 90.0 -90.0 New capital project 90.0 -90.0 13021 - Diversity and Inclusion Strategy Consultant 30.0 -30.0 New capital project 30.0 -30.0 14080 - Procurement Modernization 65.0 -65.0 New capital project 14087 - Town of Aurora - Second Generation Asset Management Plan 70.0 -70.0 New capital project 135.0 -135.0 34562 - Active Transportation Master Plan 150.0 -150.0 New capital project 150.0 -150.0 Total 505.0 -505.0 Proposed new capital or increases to capital Planning & Development Services Detailed project sheets are provided for all projects where an increase or new capital budget is requested. Office of the CAO Community Services Corporate Services Finance Studies & Other Capital 2021 to 2022 Budget 19-1 19-4 19-6 19-7 19-9 19-11 19-13 Studies & Other Capital ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) 12026 - Organization Structural Review 125.0 125.0 - 12032 - Resident Survey - 2019 30.0 30.0 155.0 155.0 - 72206 - Back Up Generation for 50.0 50.0 - 73318 - User Fee Pricing Study 60.0 60.0 - 73329 - Building Condition Assessment & Energy Audits 175.0 175.0 - 285.0 285.0 - 13011 - Emergency Response Plan Update and Continuation of Operations Plan 80.0 80.0 - 13015 - Employee Engagement Survey - 2020 50.0 50.0 - 13020 - Appraisal of Town Buildings - 2019 45.0 55.0 (10.0)Additional funds returned to the source 13025 - Electoral System Review 60.0 60.0 - 13026 - Risk Management 30.0 30.0 - 13027 - Job Hazard Assessments 30.0 30.0 - 14073 - Information Technology Strategic Plan Implementation - Studies and Other 230.0 230.0 - 525.0 535.0 (10.0) 14077 - Community Benefit Charge Study 50.0 100.0 (50.0) Budget reduced to reflect changes the province made to the originally proposed Community Benefit Charge and Development Charge in Bill 108 50.0 100.0 (50.0) 73260 - Environmental Monitoring of 2C Lands 212.4 212.4 - 212.4 212.4 - Operational Services Corporate Services Previously approved capital projects with no change or reduction to budget This list includes existing capital projects where no increase to the capital budget authority is being requested. Finance Community Services Office of the CAO 19-2 2021 to 2022 Budget Studies & Other Capital Studies & Other Capital ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget decrease (if applicable) Previously approved capital projects with no change or reduction to budget This list includes existing capital projects where no increase to the capital budget authority is being requested. 31133 - Photometric Analysis and Lighting Gap 100.0 100.0 - 31175 - Parking Lot Rehabilitation Study 200.0 200.0 - 34529 - Master Transportation Study Update - 2018 100.0 100.0 0.0 42059 - Storm Sewer Reserve Fund and Rates Study 150.0 150.0 - 42809 - Municipal Energy Plan 180.0 180.0 - 42810 - Climate Change Adaptation Plan 100.0 100.0 - 43040 - Water Hydraulic Model for the Town 100.0 100.0 - 81001 - Official Plan Review/Conformity to Places to Grow 750.4 750.4 - 81021 - Engineering Design Criteria Manual - Update 68.6 68.6 - 81023 - Urban Design Guidelines for Stable Neighbourhoods Study Area 75.0 75.0 - 81027 - Municipal Hertiage Register Review and Update 100.0 100.0 - 81031 - Development Review Process and Fee Structure Review 75.0 75.0 - 81032 - Town Wide Green Development Guidelines 50.0 50.0 - 2,049.0 2,049.0 0.0 Total 3,276.4 3,336.4 (60.0) Planning & Development Services Studies & Other Capital 2021 to 2022 Budget 19-3 Town of Aurora Capital Projects Project Department Version Year 12042 Municipal Levels of Service Review CAO Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q2 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The Town of Aurora will engage a consultant to assist it in a municipal service level and delivery review. The consultant will facilitate a rigorous evaluation process that will include a review of the Town's services through a primary lens of its community's needs and expectations, as well as each service's current performance and delivery costs. The consultant will also assist the Town in its development of level of service measures for each of its key services as well as define desired measure targets that are affordable. The consultant may also provide insight on service best practices and/or alternative/better ways for service delivery. Provide the reasons the project should be approved and what will be the impact of the project to service levels. This municipal service review will result in the reaffirmation of the Town's key services along with clearly defined and affordable levels of service measures for each of these services. This review will identify actions and directions that could result in the more efficient and cost effective delivery of Town services, and/or enhanced organizational and operational procedures, new revenue streams, and potential savings. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Once complete, this review will allow Council to make more informed, affordable, and strategic choices about how municipal services are delivered. It will also enable Council to more effectively prioritize the allocation of the Town's scarce resources in an environment where service delivery costs are under regular upward pressure and revenues are declining. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 100,000 100,000100,000 100,000 100,000100,000 100,000 100,000100,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 100,000 100,000 100,000Funding Total 19-4 2021 to 2022 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 12042 Municipal Levels of Service Review CAO Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. Should this review not proceed, the above noted desired results and benefits will not be recognized by the Town. Consequently, the Town will continue to be at risk of allocating scarce funds in support of unaffordable levels of service or services that are no longer required. Studies & Other Capital 2021 to 2022 Budget 19-5 Town of Aurora Capital Projects Project Department Version Year 72459 Facilities Study Community Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. Various facility studies to aid in the development of facility capital and program delivery. Space Measurement Study Interior Renovation Options for Victoria Hall Master Plan for Aurora Family Leisure Centre Implement recommendations of the Refrigeration Audit Provide the reasons the project should be approved and what will be the impact of the project to service levels. Space Measurement Study:Professional Services to measure all facilities to allow for benchmarking and level of service requirements of O.Reg 588/17- Asset Management.Professional services:to develop a planning options to upgrade and renovate the interior of Victoria Hall.Professional Services: to develop a master plan to upgrade remainder of the AFLC not addressed during 2014 upgrades- Rink, Pool change rooms, building envelope and roof.Professional Services to assist with the Implementation of recommendations from Refrigeration Plant Audit Study competed in 2019 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Advancement of Facility planning and program implementation Please provide an explanation of what the outcomes would be if the project was not approved. Inaccurate bench marking and difficulty developing meaningful levels of service to meet O.Reg 588/17. Less accurate project estimates for future capital projects. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 90,000 90,00090,000 90,000 90,00090,000 90,000 90,00090,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 90,000 90,000 90,000Funding Total 19-6 2021 to 2022 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 13021 Diversity and Inclusion Strategy Consultant Corporate Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 - Q2 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. The Town of Aurora celebrates its growing and diverse population as a source of strength, vitality and economic opportunity, and is committed to creating an inclusive organization. The purpose of this project would be to identify and retain a diversity and inclusion specialist to assist with the development of a corporate strategy. Goals of an equity survey of the workforce would identify: - Hiring, promotion and retention rates - Policies and practices - Organizational leadership - Community engagement and inclusion - Planning: services, projects/programs, events - Resource allocations Provide the reasons the project should be approved and what will be the impact of the project to service levels. - Help organization proactively identify opportunities for improvement and growth - Help attract, retain, and motivate diverse, well-qualified people - Improve the quality of decision making, service delivery, and programming - Enhance perceptions of being a progressive leader - Achieve organizational goals and strategic objectives Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Employment equity benefits all employees by creating a more inclusive, flexible and respectful work environment. This survey helps track progress towards achieving an equitable workforce by hiring and retaining diverse staff. Data from the survey will be used for internal and external reporting on current status and next steps. The report on the diversity of our workforce will advance our goal of being an equitable and inclusive institution. Summary reports will provide an overview of where we are with respect to the four federally designated employment equity groups (women, Indigenous Peoples, members of visible Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 30,000 30,00030,000 30,000 30,00030,000 30,000 30,00030,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 30,000 30,000 30,000Funding Total Studies & Other Capital 2021 to 2022 Budget 19-7 Town of Aurora Capital Projects Project Department Version Year 13021 Diversity and Inclusion Strategy Consultant Corporate Services Final Approved Budget 2021 minorities, and persons with a disability). Please provide an explanation of what the outcomes would be if the project was not approved. The Town of Aurora currently does not have an official diversity and inclusion strategy, only practices. By not approving the project the Town of Aurora will lack the data to understand its current workforce composition to assist with what needs to be done to improve and grow. 19-8 2021 to 2022 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 14080 Procurement Modernization Financial Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. To retain a Consultant to assist Procurement Services with drafting a new and updated Procurement By-law and updated bid documentation templates, including tendering and contractual terms and conditions. This will enable the Town to be compliant with the trade treaties and ensure the by-law and templates are consistent without discrepancies between the clauses and terminology between them. New and standardized templates will better protect Town interests, reduce risks related to the procurement and project delivery processes, provide efficiencies in the processing of procurements, and be more reflective of the current market conditions and procurement practices. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Service levels to our Clients will be increased due to standardized templates and contracts, which will have a quicker turnaround time. With standard terms and conditions, clauses and contracts, staff will no longer be required to review large portions of bid and contract documents, other than in special circumstances, which will result in efficiencies and a time saving during the review and document preparation process. Also, as the Town has been engaging in more complex and sophisticated projects due to growth and advancements in technology, it is imperative to ensure that the Town’s bid and contract documents are updated to protect the Town’s interest and to respond the Town’s changing needs. As part of the by-law review, there would also be a detailed review of other government agencies, taking into consideration the best practices from other agencies and our Town’s individual requirements. Vital for success are strong bid documentation templates for usage by the Town’s Clients departments when they are working within a decentralized procurement environment. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 65,000 65,00065,000 65,000 65,00065,000 65,000 65,00065,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 65,000 65,000 65,000Funding Total Studies & Other Capital 2021 to 2022 Budget 19-9 Town of Aurora Capital Projects Project Department Version Year 14080 Procurement Modernization Financial Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits of modernization of the Procurement By-law and templates include: better service program / project delivery for capital projects and to Clients; better compliance with the by-law; better financial understanding, better protection of Town interests during project delivery, reduction of risks in the procurement process. Please provide an explanation of what the outcomes would be if the project was not approved. By not approving this project, the Town will experience: slower rollout of a modernized procurement by-law and bid documentation templates and contracts; operational inefficiency; potential claims and exposure to increased project costs due to inconsistencies and obsoleteness in Town documentation; an increase in workload to staff and incurring costs due to payment of overtime. 19-10 2021 to 2022 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 14087 Town of Aurora-Second Generation Asset Management Plan Financial Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Start Date: Q1 2021End Date: Q3 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. O. Reg 588/17 Asset Management Planning for Municipal Infrastructure sets out progressive requirements for which Ontario Municipalities are required to comply. To date the Town has successfully met all prior regulation requirements. It must now ensure its compliance with phase I of this regulation by July 1, 2021 which requires that all linear asset categories (roads & related, and all underground infrastructure) within its Asset Management Plan include: the identification of desired levels of service, current service level performance, a summary of assets, replacement costs, average age of the assets, and available asset condition information, and the maintenance plan required to maintain the current defined levels of service. In order for the Town to ensure its continued compliance with the regulation within the specified time lines, it will require the assistance of a consultant in both the development and implementation of its second generation asset management plan. The consultant will also assist the Town in achieving its partial compliance with its upcoming 2023 O.Reg milestone. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Town of Aurora must continue to ensure its compliance with O. Reg 588/17 within its prescribed time lines. In consideration of these time lines and the complexities involved in the development and implementation of phase I of the O. Reg, the assistance of a consultant is required. Upon completion of this work, the Town will have a second generation asset management plan which is in compliance with this regulation. In addition, all linear asset repair, rehabilitation and replacement planning will be heavily governed by clearly defined levels of service measures resulting in an overall more consistent level of service for the Town's linear infrastructure as well as more predictable funding requirements for the Town. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONSULTING 70,000 70,00070,000 70,000 70,00070,000 70,000 70,00070,000Expenditures Total Funding Other Funding Sources FEDERAL GRANTS 50,000 STUDIES & OTHER RES CONT'N 20,000 70,000 70,000Funding Total Studies & Other Capital 2021 to 2022 Budget 19-11 Town of Aurora Capital Projects Project Department Version Year 14087 Town of Aurora-Second Generation Asset Management Plan Financial Services Final Approved Budget 2021 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Upon completion of this work, the Town will have a second generation asset management plan which is in compliance with this regulation. In addition, all linear asset repair, rehabilitation and replacement planning will be heavily governed by clearly defined levels of service measures resulting in an overall more consistent level of service for the Town's linear infrastructure as well as more predictable funding requirements for the Town. In addition, significant ground work will have been laid in support of the Town's compliance with the 2023 O.Reg milestone requirements. Please provide an explanation of what the outcomes would be if the project was not approved. If this project does not proceed, the Town will no longer be in compliance with O.Reg/17. Consequently, it will be unable to access most, if not all, available provincial and federal infrastructure grant monies as a O. Reg 588 compliant asset management plan is key requirement of most grant applications. The Town will also forego all previously noted advantages of its linear tangible capital asset repair, rehabilitation & replacement being governed by clearly defined levels of service requirements. 19-12 2021 to 2022 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 34562 Active Transportation Master Plan Planning & Development Services Final Approved Budget 2021 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2021 to Q4 2021 Provide a brief overview of the project and include the key goals, objectives and performance measures. One of the recommendations of the Transportation Master Plan was to create an Active Transportation Master Plan to look at opportunities for active transportation like cycling facilities, sidewalks and trails. The Active Transportation Master Plan will rely on the recommendations of the Town’s Official Plan, Trails Master Plan and the Transportation Master Plan. The key goals for this study are: improve connectivity, provide new pedestrian, cyclist and trails connections between residential areas, schools, commercial, industrial and institutional establishments, parks, green- spaces and natural areas, create a connected network of cycling routes, trails, sidewalks and walking paths that provide Aurora’s residents with active and healthy lifestyle options and provide the ability to travel throughout the Town and beyond with ease and without having to rely on a vehicle. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Active Transportation Master Plan will focus on providing cycling and pedestrian facilities to ensure that a dedicated space for active transportation will encourage not only cycling as a viable transportation mode but also accommodating other new, sustainable mobility option (e.g. electric scooters). Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The key goals for this study are: improve connectivity, provide new pedestrian, cyclist and trails connections between residential areas, schools, commercial, industrial and institutional establishments, parks, green- spaces and natural areas, create a connected network of cycling routes, trails, sidewalks and walking paths that provide Aurora’s residents with active and healthy lifestyle options and provide the ability to travel throughout the Town and beyond with ease and without having to rely on a vehicle. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2019 2020 Forecast 2021 2022 2023-2030 Expenditures Estimated Expenditures CONTRACTS 150,000 150,000150,000 150,000 150,000150,000 150,000 150,000150,000Expenditures Total Funding Development Charges Reserve Funds GENERAL GOV'T DC CONT'N 150,000 150,000 150,000Funding Total Studies & Other Capital 2021 to 2022 Budget 19-13 Town of Aurora Capital Projects Project Department Version Year 34562 Active Transportation Master Plan Planning & Development Services Final Approved Budget 2021 Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved the Town will not benefit of a good, connected network of cycling facilities, in addition to trails and sidewalk that can provide its residents with active and healthy lifestyle options. 19-14 2021 to 2022 Budget Studies & Other Capital LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 02 CAO 03 Studies & Other 12026 Organization Structural Review 125,000 61,862 63,138 125,000 10,000 26,569 26,569 12032 Resident Survey - 2019 30,000 30,000 30,000 30,000 12038 TOA Strategic Plan Update - 2024 89,100 12039 Residents Survey - 2022 32,100 12040 Residents Survey - 2025 34,100 12042 Municipal Levels of Service Review 100,000 100,000 100,000 Total 03 Studies & Other 155,000 61,862 93,138 255,000 100,000 10,000 156,569 26,569 155,300 Total 155,000 61,862 93,138 255,000 100,000 10,000 156,569 26,569 155,300 04 Operational Services 03 Studies & Other 31081 Salt Management Plan - 109,100 34423 Green Fleet Operating Policies 57,100 43046 Water System Leak Detection Study 200,000 73260 Environmental Monitoring of 2C Lands 212,400 96,738 115,662 212,400 115,662 73332 Urban Forestry Study - 2022/23 15,000 Total 03 Studies & Other 212,400 96,738 115,662 212,400 115,662 15,000 200,000 166,200 Total 212,400 96,738 115,662 212,400 115,662 15,000 200,000 166,200 05 Community Services 03 Studies & Other 72206 Back Up Generation for Evacuation Centre 50,000 50,000 50,000 50,000 72459 Facilities Study 90,000 90,000 90,000 73318 User Fee Pricing Study 60,000 60,000 60,000 60,000 73329 Building Condition Assessment & Energy Audits 175,000 175,000 175,000 175,000 73331 Parks & Recreation Master Plan 100,000 105,000 Total 03 Studies & Other 285,000 285,000 375,000 90,000 235,000 140,000 100,000 105,000 Total 285,000 285,000 375,000 90,000 235,000 140,000 100,000 105,000 08 Planning & Development Services03 Studies & Other 31133 Photometric Analysis and Lighting Gap 100,000 100,000 100,000 100,000 31175 Parking Lot Rehabilitation Study 200,000 200,000 200,000 200,000 34529 Master Transportation Study Update - 2018 100,000 100,045 -45 100,045 45 34530 Master Transportation Study Update - 2023 100,000 34562 Active Transportation Master Plan 150,000 150,000 150,000 41012 Wastewater Hydraulic Model 100,000 42059 Storm Sewer Reserve Fund and Rates Study 150,000 47,692 102,308 150,000 102,308 42807 Community Environmental Action Plan 75,000 75,000 42809 Municipal Energy Plan 180,000 65,881 114,119 180,000 114,119 42810 Climate Change Adaptation Plan 100,000 100,000 100,000 50,000 50,000 42811 Corporate Energy Management Plan - 2024 50,000 42812 Corporate Energy Management Plan - 2028 50,000 43040 Water Hydraulic Model for the Town 100,000 75,106 24,894 100,000 24,894 100,000Studies & Other Capital2021 to 2022 Budget19-15Studies & Other Capital - 10 Year Plan LTD LTD Remainin Capital Committe Budget 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Budget Actuals Budget Spending End Change Forecast 2019 Commitm Year 81001 Official Plan Review/Conformity to Places to Grow 750,374 450,374 300,000 750,374 75,000 75,000 75,000 75,000 81021 Engineering Design Criteria Manual - Update 68,600 68,600 68,600 68,600 81023 Urban Design Guidelines for Stable Neighbourhoods Study Area 75,000 55,505 19,495 75,000 19,495 81027 Municipal Heritage Register Review and Update 100,000 100,000 100,000 15,000 42,500 42,500 81028 Secondary Plan Review 100,000 100,000 81029 Zoning By Law Update 250,000 81030 Economic Development Strategic Plan 100,000 81031 Development Review Process and Fee Structure Review 75,000 75,000 75,000 60,000 15,000 81032 Town Wide Green Development Guidelines 50,000 50,000 50,000 25,000 25,000 Total 03 Studies & Other 2,048,974 794,603 1,254,371 2,199,019 150,045 727,108 459,808 142,500 400,000 550,000 225,000 Total 2,048,974 794,603 1,254,371 2,199,019 150,045 727,108 459,808 142,500 400,000 550,000 225,000 13 Financial Services 03 Studies & Other 14067 DC Background Study - 141,900 14077 Community Benefit Charge Study 100,000 100,000 50,000 -50,000 50,000 14078 DC Background Study - 100,000 14080 Procurement 65,000 65,000 65,00014087 Town of Aurora-Second Generation Asset Management 70,000 70,000 70,000 Total 03 Studies & Other 100,000 100,000 185,000 85,000 185,000 141,900 100,000 Total 100,000 100,000 185,000 85,000 185,000 141,900 100,000 15 Corporate Services 03 Studies & Other 13011 Emergency Response Plan Update and Continuation of Operations Plan 80,000 33,191 46,809 80,000 46,809 13015 Employee Engagement Survey - 2020 50,000 50,000 50,000 50,000 13016 Employee Engagement Survey - 2022 54,700 13017 Employee Engagement Survey - 2026 58,300 13020 Appraisal of Town Buildings - 2019 55,000 28,469 26,531 44,969 -10,031 7,500 3,000 3,000 3,000 13021 Diversity and Inclusion Strategy Consultant 30,000 30,000 30,000 13022 Appraisal of Town Buildings - 2029 44,000 13025 Electoral System Review 60,000 39,400 20,600 60,000 20,600 13026 Risk Management 30,000 30,000 30,000 30,000 60,00013027 Job Hazard Assessments 30,000 30,000 30,000 30,000 14073 Information Technology Strategic Plan Implementation - Studies and Other 230,000 230,000 230,000 70,000 160,000 50,000 50,000 50,000 14074 IT Strategic Plan 91,000 14084 Maximo Gap Analysis & Implementation 100,000 100,000 100,000 100,000 Total 03 Studies & Other 535,000 101,060 433,940 554,969 19,969 194,909 253,000 113,000 153,000 150,000 100,000 245,700 58,300 44,000 Total 535,000 101,060 433,940 554,969 19,969 194,909 253,000 113,000 153,000 150,000 100,000 245,700 58,300 44,000 Total Capital Projects 3,336,374 1,054,263 2,282,111 3,781,388 445,014 1,282,679 1,194,377 282,069 568,000 350,000 100,000 1,359,100 283,300 205,000 44,00019-162021 to 2022 BudgetStudies & Other CapitalStudies & Other Capital - 10 Year Plan Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Funding Returned to Source Reason for budget variance 72121 - 22 Church St Brick Repairs 30.7 - 30.7 Project closed and merged with project 81019 Library Square 72192 - Church Street School- Exterior Doors 90.8 - 90.8 Project closed and merged with project 81019 Library Square 72218 - 22 Church LED Lighting Retrofit 50.0 - 50.0 Project closed and merged with project 81019 Library Square 72298 - ACC - Snow Melt Pit Boiler 20.0 22.9 (2.9) Repairs were required to the physical pit - identified during the project 72303 - AFLC - Blinds for Pool Windows 25.6 12.0 13.6 Better pricing than expected 72316 - SARC - Replacement of plumbing fixtures 92.1 - 92.1 Project was identified in the condition assessment report, further examination by staff and consultant determined the fixtures were not at end of life and did not need to be replaced 72347 - ACC - Replacement of suspended ceiling in Lobby 26.9 11.9 15.0 did the work internally- Budget - $26,900- cost of materials- $11902.97 72388 - 22 Church - Repaint interior wall surfaces 35.8 - 35.8 Project closed and merged with project 81019 Library Square 72389 - 22 Church - Repair wood flooring 25.0 - 25.0 Project closed and merged with project 81019 Library Square 72421 - Library - Replacement of perimeter sealant of windows 26.0 - 26.0 Project closed and merged with project 81019 Library Square 72425 - Library - Replacement of EPDM roofing 440.0 - 440.0 Project closed and merged with project 81019 Library Square 72429 - Library - Repairs to elevator door system 10.2 - 10.2 Project closed and merged with project 81019 Library Square 72431 - Library - Replacement of rooftop HVAC units 850.0 - 850.0 Project closed and merged with project 81019 Library Square 72432 - Library - Replacement of fire alarm panel 21.0 - 21.0 Project closed and merged with project 81019 Library Square 72437 - Refrigeration Plant Safety Audits 30.0 25.9 4.1 Better pricing than expected Closed Capital ($000s) Community Services These projects were closed and funding was supplemented or returned to source. Closed Capital 2021 to 2022 Budget 20-1 Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Funding Returned to Source Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 72438 - SARC - Pool - Supply, Install and Replace Bleacher System 43.0 23.3 19.7 Better pricing than expected 72451 - Library - Exterior LED Retrofit 31.4 - 31.4 Project closed and merged with project 81019 Library Square 72310 - 22 Church St - Exterior Sign 50.0 - 50.0 Project closed and merged with project 81019 Library Square 73317 - Outdoor Field Development Strategy 55.0 54.9 0.1 Project Complete 74004 - Dedicated Youth Space 7,857.8 7,805.1 52.7 Project Complete 74020 - The Great Canadian Songbook on Vinyl 16.5 14.0 2.5 costs incurred were lower than originally anticipated 74022 - AFLC - Supply, Install and Replace Change Room Lockers 108.7 100.5 8.1 Better pricing than expected 9,936.5 8,070.7 1,865.8 13014 - Employee Engagement Survey - 2018 80.0 61.7 18.3 Project complete but costs were lower than anticipated as part of the work was completed in-house 14069 - Portable Emergency Cooling Unit 25.0 8.0 17.0 Project complete, costs were lower than anticipated due to a joint effort between IT and Facilities staff to find a less expensive solution 105.0 69.7 35.3 14060 - Financial System Optimization Consulting 110.0 107.0 3.0 Project complete with a minor savings variance 110.0 107.0 3.0 21102 - Pumper for New Fire Station 565.0 337.1 227.9 565.0 337.1 227.9 34411 - Sign Truck 156.7 157.2 (0.5) Overspending due to tax expense of 1.76% not captured in budget 41011 - Sanitary Sewer CCTV Inspection 300.0 364.1 (64.1) Operating expenses for 2019 booked under capital Project Fire Operational Services Finance Corporate Services 20-2 2021 to 2022 Budget Closed Capital Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Funding Returned to Source Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 42022 - Wastewater Infrastructure Rehabilitation Program 6,290.4 5,974.4 316.0 reimbursement from a grant program for work previously completed resulting in surplus 42060 - Sanitary Inflow & Infiltration 400.0 - 400.0 Project is now part of operating budget 71103 - Parks - Wide Area Mower (#255-20)145.5 145.5 0.0 Project complete 73198 - Field Renovation Norm Weller Park 350.0 111.6 238.4 Drainage portion of project installed, park requires $80,000 in electrical upgrades not accounted for in original budget. It has been determined with Community Services through the Field Strategy, monies will be better spent if invested in an artificial turf forecasted in near future 73241 - Walkway/Basketball Repaving- Wm Kennedy Park 25.0 29.3 (4.3) Base of basketball court needed improvement to drainage to prolong life of asphalt 73268 - Wildlife Park - North Dam Rehabilitation 877.1 877.9 (0.8) Increase to budget due to design changes ocurred during construction as a result of MNRF leading to increased warrantee period 73286 - Stewart Burnett Park Playground and Parking Facility 1,500.0 1,581.6 (81.6) Variance is due to unknown servicing& infrastructure resulting in changes/additions to contract 10,044.7 9,241.5 803.2 34611 - Sidewalk Repair- Henderson Dr - Tamarac to Poplar 435.0 6.0 429.0 Operations staff has determined that the sidewalk does not require repair at this time. 34629 - S/W- Mary St. - Ind. Pkwy S to Wellington 787.4 783.8 3.6 The design closed with $3600 under the approved budget 41004 - Create a Wastewater Hydraulic Model for the Town 100.0 103.7 (3.7) Additional flow monitoring stations were used to calibrate the system model which required additional work by the consultant for creating the model Planning & Development Services Closed Capital 2021 to 2022 Budget 20-3 Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Funding Returned to Source Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 42023 - SWM Facility Retrofits - NW- 1 and NC-2 393.4 393.6 (0.2) Project Complete 42057 - Town-wide Stream Erosion Master Plan 117.8 116.0 1.8 Project complete with minor variance to budget 42062 - Flood Study for Tannery Creek 75.0 75.4 (0.4) The budget did not include the 1.76% non-refundable taxes 81022 - Economic Development Strategic Plan - Target Sector Analysis 100.0 65.5 34.5 Economic Development Strategic Master Plan has been completed - sector analysis will be completed by Town staff. 2,008.6 1,544.0 464.6 Total 22,769.8 19,370.0 3,399.8 20-4 2021 to 2022 Budget Closed Capital