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2022 Budget Binder AS APPROVED ON DECEMBER 14, 2021 Page 1-2 2022 Budget Executive Summary MESSAGE FROM THE CAO Mayor and Council, I’m pleased to present the 2022 municipal operating budget for the Town of Aurora – the third year of an approved three-year budget. 2021 was a year of continuous change for both staff and Council, as we navigated ever-evolving health regulations and guidelines, adapted programs and services to meet changing needs and expectations, while keeping top of mind the safety of our staff and residents alike. As this budget document goes to print, we are several weeks away from presenting the ﬁnal report of the Town’s municipal service delivery review. This review looked at the needs and expectations of the community, the performance and costs of the services we provide, and has as an outcome a number of recommendations for improved service delivery. With a completed service delivery review, staff are better positioned to support Council in making more informed and strategic, data- driven choices about municipal services, and to ensure that our services are delivered in a ﬁscally and operationally sustainable way. The prioritization and implementation of the recommendations emanating from the review will form part of our work in 2022. Based on the principles of the newly approved ﬁscal strategy, the 2022 operating budget includes a 2.9% tax increase – the same rate approved for the 2021 budget. This level of spending maintains all current service levels, as well as all planned initiatives of the multi-year budget, while still managing the impact of COVID-19 and of a reduction in assessment growth revenue. This has been accomplished by reducing costs in other areas, to ensure that staff were able to deliver on Council’s budget expectations. 2022 is set to be an exciting year. Not only is it a municipal election year, but it will also mark the completion of the Town’s largest capital project – Aurora Town Square, which represents 36% of a planned $83.6 million capital budget. Realizing Council’s vision for this project, which will change the landscape of our community and enhance our reputation in the region, continues to be a key priority of the entire Executive Leadership Team. With light at the end of the COVID-19 tunnel, 2022 will still bring with it a number of changes: we will be introducing new processes, policies, and systems to adapt to an evolving workplace environment, continuing to prioritize the health, safety and well-being of staff and residents, and pursuing our road to Gold Certiﬁcation under Excellence Canada. As it was in 2021, the future of Aurora is bright: on behalf of the Executive Leadership Team, I look forward to working with Council, our employees, and our community to deliver exceptional services that make people proud to call Aurora home. Executive Summary 2022 Budget Page 1-3 The budget approved a tax increase of 2.9% in 2022 The Town of Aurora’s approved 2022 operating budget includes gross spending of $108.2 million in 2022 with a tax increase of 2.9 percent. This tax increase remains at the same rate approved the previous year as part of the 2021 to 2022 budget while still maintaining all planned initiatives in the multi-year budget, managing the impact of COVID-19 and managing a 1.1 percent reduction of assessment growth revenue. The approved budget includes user rates that pay for water, wastewater and stormwater services. These rates include savings in the purchased water and wastewater wholesale costs from York Region in 2021 and an increase of 3.3 percent in 2022. The approved capital budget includes planned capital spending of $83.3 million in 2022 with multi-year capital budget authority of $1984.9 million to manage capital contractual commitments. The 10-year plan totals $301.7 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 percent in 2022. 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¢ Provincial Education 20¢ York Region 43¢ Aurora’s share of the tax bill Page 1-4 2022 Budget Executive Summary The operating budget focuses on changes to the approved budget The 2022 operating budget focuses on the changes to the budget approved last year, while the overall tax levy percentage increase has not changed the assessment growth is lower. This created a tax levy pressure that needed to be managed through a combination of increased revenues and cost savings in the budget. Last year, the budget forecasted 2.2 percent in assessment growth for 2022. This budget has reduced the assessment growth to 1.1 percent. This resulted in the need to reduce the overall net tax levy by $611,600 to maintain the 2.9 percent tax levy approved in the 2021 to 2022 budget. COVID-19 is expected to continue to have an impact in 2022, in particular resulting in lower recreation revenues and additional facilities maintenance costs. The 2021 Recovery Funding for Municipalities received from the provincial government is planned to be used to offset this impact. The impact on the average resident’s tax and water bills For the average home in Aurora assessed at $800,000, the Town’s share of the tax bill in 2021 is $2,465.70. This amount will increase by 2.9 percent or $71.51 to $2,537.21in 2022. This increase is the same amount approved in the budget last year. On average, each resident consumes 54 cubic meters of water per quarter (three months) which results in a total bill of $295.92 in 2021. The rates in this budget for water, wastewater and stormwater will increase this average bill by $16.71 to $312.63 in 2022. Compared to the rates in the multi-year budget approved last year, the average bill will be lower. The average bill in 2022 is estimated to be $312.63 which is $5.40 less. This reduction relates mostly to the savings in purchased water and wastewater services from York Region in 2021 partially offset by an increase to the rates they charge effective April 1st, 2022. Quarterly water bill* increase with an average consumption of 54m3/quarter 2022 $16.71 * Includes water, wastewater and stormwater charge Annual tax increase for house assessed at $800,000 2022 $71.51 Executive Summary 2022 Budget Page 1-5 The 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 39.1 percent. However, on a net tax levy basis, it is the second highest at 20.7 percent after Central York Fire Services at 22.7 percent. 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 2022 includes a signiﬁcant investment of $30 million to complete Aurora Town Square. This represents 36 percent of the $83.3 million planned for 2022 making growth & new projects the largest share of the 2022 planned capital spending at 65 percent. The 10-year capital plan continues to invest in asset management with rehab and replacement projects representing 52 percent of this capital plan, growth and new 47 percent which includes the completion of the construction of Aurora Town Square and studies and other at one percent. 2022 budget departmental share of the gross spending and net tax levy $0.7M, 0.6% $1.5M, 1.3% $3.0M, 2.7% $4.0M, 3.7% $6.3M, 5.9% $9.1M, 8.4% $11.7M, 10.8% $12.3M, 11.4% $17.3M, 16.1% $42.3M, 39.1% $0.6M, 1.1% $1.5M, 2.7% $2.4M, 4.5% $3.9M, 7.3% $0.8M, 1.4% $1.0M, 1.9% $10.3M, 18.9% $12.3M, 22.7% $10.2M, 18.8% $11.2M, 20.7%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 Page 1-6 2022 Budget Executive Summary The ﬁscal strategy informed the development of the 2022 budget The ﬁscal strategy was approved by Council in 2021. The ﬁscal strategy provides a long-term view of ﬁnancial sustainability through the balancing of the four strategic pillars: Revenue Management (Tab 3 Operating Budget), Capital Planning (Tab 4 Capital Budget) and Reserve Management and Debt Management (Tab 5 Reserves and Debt Management). This budget supports the ﬁscal strategy through the following: Revenue management: Maintaining a predictable tax levy at 2.9 percent by managing budget pressures through expenditure savings and revenue adjustments, continuing to reduce the budget reliance on supplementary taxes and managing one-time COVID-19 pressures through the use of grants Capital planning: Adding an additional $11 million in rehab and replacement projects and identifying future asset management needs over the long-term through the ﬁrst phase of the second generation asset management plan Reserve management: Increasing contributions to asset management reserves through the one percent increase in the tax levy for ﬁscal strategy and looking ahead at reserve balances to manage the capital plan Debt management: Identifying annual debt repayments over the 10-year plan, recommending policy to convert tax-funded debt repayment costs to asset management reserve contributions once the debt is fully paid off More work to come to improve future budgets The ﬁscal strategy’s strategic action plan identiﬁes the work to come over the next few years to support long-term ﬁnancial sustainability. In 2022 the following are included in the ﬁscal strategy strategic action plan: Alignment of the 2023 capital budget with the Development Charge Study in preparation for the next study in 2024 Development policies for reserve management and debt management Improve investment returns by moving towards becoming a prudent investor Develop a long-term forecast model for water, wastewater and stormwater services including evaluating rates needed to reach full-cost recovery for asset management needs Table of Contents 2022 Budget Table of contents Corporate overview: Tab 1 Executive Summary Tab 2 Presentation Tab 3 Operating Budget Tab 4 Capital Budget Tab 5 Reserves and Debt Management Department budgets: Tab 6 Council Tab 7 Office of the CAO Tab 8 Community Services Tab 9 Corporate Services Tab 10 Finance Tab 11 Operational Services Tab 12 Planning and Development Services Tab 13 Corporate Revenues and Expenditures Tab 14 Central York Fire Services Tab 15 Community Partners Tab 16 Departmental Objectives Capital budget project details: Tab 17 Rehabilitation and Replacement Capital Projects Tab 18 Growth and New Capital Projects Tab 19 Studies and Other Capital Projects Tab 20 Closed Capital Projects AS APPROVED ON DECEMBER 14, 2021 Page 3-2 2022 Budget Operating Budget The budget approved a tax increase of 2.9% in 2022 The 2022 budget represents the ﬁnal year of a three-year multi-year budget for the Town of Aurora. The approved budget includes $108.2 million in gross spending to support both tax- funded and user rate (water, wastewater and stormwater) funded operations. The budget includes a tax increase of 2.9% in 2022 which is the same as what was approved as part of the 2021 to 2022 budget. However, while the tax levy increase remains unchanged, the total tax levy in dollars is lower at $54.2 million as a result of a $611,600 decrease to assessment growth revenue in 2021. The tax levy increase is made up of multiple pieces. The chart below shows the breakdown of the tax levy over the three years of the multi-year budget. Assessment growth sits on top of the tax levy as this increase represents growth in the assessment base for new properties being developed. The decline in assessment growth made it challenging to maintain the initiatives included in the multi-year budget for 2022. 2020 2021 2022 2022 Approved Approved Outlook Approved 2021 Outlook Departmental: Expenditures 85,432.9 86,751.4 86,219.5 91,902.5 5,151.1 5,683.0 Non-Tax Revenues (50,951.8) (50,502.9) (47,595.1) (53,927.0) (3,424.1) (6,332.0) Net Departmental 34,481.1 36,248.5 38,624.4 37,975.5 1,727.0 (649.0) Central York Fire Services 11,755.3 11,961.6 12,257.5 12,294.9 333.3 37.4 Library 3,868.1 3,896.1 3,934.1 3,934.1 38.0 - Total Proposed Budget 50,104.5 52,106.2 54,816.0 54,204.5 2,098.3 (611.6) Assessment Growth $ 1,209.4 1,000.8 1,165.1 553.5 (447.3) (611.6) % 2.6% 2.0% 2.2% 1.1% (0.9%) (1.1%) Tax Increase $ 1,636.6 1,000.9 1,544.8 1,544.7 543.8 (0.1) % 3.4% 1.96% 2.9% 2.9% 1.0% 0.0% $000's Net Change to Multi-year operating budget by year A breakdown of the tax levy increases over the multi-year budget 1.9%1.00%1.9%1.9% 1.0% 0.46% 1.0%1.0% 0.5% 0.50% 2.6% 2.0% 2.2% 1.1% 3.4% 1.96%2.9%2.9% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 2020 Approved 2021 Approved 2022 Outlook 2022 Approved Assessment Growth Aurora Town Square Financing Fiscal Strategy Town Operations Operating Budget 2022 Budget Page 3-3 The approved 2021 to 2022 Budget formed the basis for this 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. On June 1st, 2021 a public session was held to receive input from residents and community groups on the development of the budget. This public session was part of an enhanced 2022 budget public stakeholder engagement strategy which included a much greater focus on virtual consultation. A key component of this strategy included greater public engagement through a social media campaign. The budget also undergoes multiple reviews with the Executive Leadership Team prior to being tabled with Council. This proposed budget was tabled with Council on October 26th, 2021 and over the month that follows, Budget Committee will review the proposed budget. Their recommendations were included as part of the ﬁnal approved budget on December 14th, 2021. Managing changes to the multi-year operating budget The budget includes changes that were not foreseen when the 2021 to 2022 Budget was approved. The departmental plans that follow discuss the changes speciﬁc to their budget in more detail. The following highlights the larger and corporate-wide changes in the budget. COVID-19 continues to have an impact in 2022 The COVID-19 pandemic is expected to continue to have an impact on operations into 2022. This budget estimates the impact at $1,048,700. Most of these pressures, $873,200, impact the Community Services budget. They mostly result from lost revenues and additional cleaning. The balance of the pressure, $175,500, is in Corporate Services. This pressure relates to projects from the Corporate Technology Strategic Plan that were either advanced or adapted to manage the technology needs for many staff working from home and residents accessing online services during the pandemic. These pressures are discussed in more detail in the departmental plans and are fully offset by the use of Recovery Funding received from the provincial government in 2021. The assessment growth revenue is less than forecasted in the previous budget The 2021 to 2022 Budget included an increase in assessment growth revenue equivalent to 2.2% of the tax levy. 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 2021 provides a larger base to pay for the additional cost of growth. This budget includes a reduction to assessment growth to 1.1% which is 1.1% less than what was included in the budget last year. The tables in this section do not show this as a speciﬁc change to the budget. Rather, the lower tax revenues represent a new pressure requiring an increase in the amount of other savings or revenues of $611,600 to avoid a tax increase. This budget successfully mitigates this pressure to maintain the tax increase at 2.9 percent. A reﬁnement of compensation adjustments and beneﬁts The budget includes an increase of $286,800 in 2022 compared to the previously approved budget. This includes updating beneﬁts costs, differences relating to turnover resulting in step changes and market evaluations and other adjustments. The budget also includes salary gapping for new positions gapped for the ﬁrst six months and $200,000 on existing positions. Page 3-4 2022 Budget Operating Budget The multi-year budget contingency is fully used in 2022 The multi-year budget contingency was reduced to $19,100 in the 2021 to 2022 Budget. This amount is reduced to zero in 2022 as it was used to manage pressures. This contingency will be reestablished in the next multi-year budget to help manage unforeseen pressures in the later years of the budget. Savings in water and wastewater wholesale costs from York Region A large portion of the cost for water and wastewater relates to the treatment services provided by York Region. Last year the budget assumed an increase of 2.9 percent that was waived by Regional Council for 2021. These savings were passed along through in-year rate adjustments to Aurora’s water customers. In September 2021, Regional Council approved a plan to increase water and wastewater rates by 3.3 percent annually starting on April 1st, 2022 to March 31, 2028. Managing inﬂationary pressures will be a challenge in 2022 The 2022 budget is based on information known when the budget was being developed. In recent months the Consumer Price Index (CPI) for the Toronto area has increased signiﬁcantly. The CPI year-over-year increase for October was 4.05%. The chart below shows that last year inﬂation, the dark blue solid line, was very low and negative in some months of 2020, but is now starting to exceed the normal average of two percent shown in the teal dashed line. In 2021, this lower inﬂation provided the ability to lower the portion of the tax levy for town operations. The 1.96% levy increase in 2021 included 0.5% for Aurora Town Square (ATS) debt repayment costs, 0.46% for ﬁscal strategy and 1.00% for town operations which includes the management of inﬂation on existing services. This is shown in the green background shading. As shown in the chart, using the December 2019 three-year multi-year budget approval date as the base year, inﬂationary pressures due to CPI started to exceed the levy increase for town operations in June 2021. 99 100 101 102 103 104 105 Dec 2019Jan 2020Feb 2020Mar 2020Apr 2020May 2020Jun 2020Jul 2020Aug 2020Sep 2020Oct 2020Nov 2020Dec 2020Jan 2021Feb 2021Mar 2021Apr 2021May 2021Jun 2021Jul 2021Aug 2021Sep 2021Oct 2021Nov 2021Dec 2021CPI Index Dec 2019 = 100Budget (excl. Fiscal Strategy & ATS debt)Toronto CPI 2% Inflation CPI Source: Statistics Canada. Table 18-10-0004-12 Consumer Price Index by product group, monthly, percentage change, not seasonally adjusted, provincial cities Inﬂation is trending much higher in 2021 Operating Budget 2022 Budget Page 3-5 The pressures were offset through savings and increased revenues The pressures in the budget were offset through lease revenue increases of $532,400 in Community Services, savings of $225,000 for the reduced amount of waste collected through the enforcement of the three-bag garbage limit in Operational Services and further savings which are highlighted in the departmental budget tabs. Budget changes to outlook—tax funded operations FTE $000's 2021 Approved Outlook 251 54,816.0 Non-COVID related changes: Salary & Benefits adjustment for staffing changes and revised benefits rates - 286.8 Adjustment to photocopier charges (corporate-wide adjustment) - (3.8) Economic development corporation initiatives - 100.0 Reserve draw to support economic development initiatives - (100.0) Expected savings for three-bag garbage limit in combination with the implementation of a bag tag program - (225.0) Address one-time backlog of sidewalk inspections and maintenance - 100.0 Contribution from reserve for one-time management of sidewalk maintenance - (100.0) Savings on new roads winter maintenance contract - (49.1) Yonge Street properties lease revenues net of expenses - (307.5) Department of National Defense lease finalized and not included in 2021 budget - (181.5) Other facilities lease adjustments - (43.4) IVY charging stations - 26.3 IT software maintenance, licensing and telecommunications - 64.4 Removal of multi-year contingency contribution - (19.1) Central York Fire Services increase in share to Aurora less $6k in winter maintenance - 37.4 Salary & Benefits adjustment for staffing changes and revised benefits rates less recovery from user rates - (42.8) Contribution from Tax Stabilization for delayed growth - (63.6) Other various revenue and expenditure adjustments - (90.7) - (611.6) COVID-19 related pressures: Managing net revenue losses for community programs and events resulting from reduced capacity to meet physical distancing and other COVID protocols - 491.1 Managing facility revenue losses and maintaining clean spaces -334.6 Modified services to support the community during the COVID-19 recovery and reduce in-person contacts - 47.5 Advancement or adaptation of Corporate Technology Strategic Plan initiatives in 2020/1 to support remote access and work during the pandemic - 175.5 Safe Restart/Municipal Recovery Funding - (1,048.7) -- Net change:- (611.6) Approved Budget 251 54,204.4 2022 Page 3-6 2022 Budget Operating Budget Aurora’s budget is balanced in 2022 Municipalities are required to approve a balanced budget. Since the budget is developed on a modiﬁed-accrual basis, Aurora must balance all planned expenditures and reserve contributions with a funding source. For the water, wastewater and stormwater budget the costs are funded through the changes to the rates charged for these services. For the tax-funded budget, the amount not funded by grants, revenues, reserve draws or user fees must be funded through the property tax. The image on below shows how the total budget, including tax levy and rate funded operations, is funded for 2022. The largest cost is salaries and beneﬁts at $36.2 million or 30% and the largest sources of funding is tax levy and supplementary taxes, followed by user rates for water, wastewater and stormwater services. Salaries & Benefits $36.2M30% Program Costs $22.2M22% Purchased water & wastewater York Region wholesale cost $18.4M18% Contributions to Reserves $15.3M14% Central York Fire Services $12.3M12% Library$3.9M4% Tax Levy, Supplementary Taxes & Payments in Lieu $55.1M52% User Rates Water, wastewater & stormwater $29.4M28% User Fees $12.7M10% Reserves, Grants, Interest & Tax Penalties$11.0M10% The 2022 balanced budget, what we spend and how we pay for it Operating Budget 2022 Budget Page 3-7 Revenue Management: Non-tax revenues Non-tax revenues include user rates (water, wastewater, stormwater), user fees (such as recreational program cost recovery), grants, use of reserves and investment income. These sources of revenue reduce the reliance on the tax levy and support the delivery of key services. User fees will continue to be impacted by COVID-19 in 2022 The Town of Aurora collects user fee revenues for a wide range of services including community programs, review of applications and plans, marriage licenses 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 in 2020 and 2021. Aurora experienced signiﬁcant declines in fees collected for many community programs and recreation permits. This trend is expected to continue with a smaller impact in 2022 which is why the budget shows some increase in these fees but grant funding is still being planned to offset the reduced fees. Aurora receives grants to support speciﬁc programs and the capital plan In 2022, Aurora is expecting to receive $3.2 million in grants. While some of these grants support speciﬁc programs, such as Canada Day celebrations, others such as the Canada Community Building Fund (formerly known as Federal Gas Tax) are contributed to reserves to pay for capital projects. Grant funding was received in 2020 and 2021 from the federal and provincial governments in response to the COVID-19 pandemic. The unused portion of these grants were contributed to reserve and no further grant funding is planned for at this time. Reserves will help manage the temporary loss of user fees and delayed growth The budget includes a draws from reserves to offset the impact of the COVID-19 pandemic. Aurora plans to draw $1,048,700 from the provincial grants reserve to offset revenue losses and additional costs in Community Services and Corporate Services. Additionally the budget includes a draw of $63,600 from the tax stabilization reserve to manage the pressures related to delayed growth. The large volume of home renovations during the past year has resulted in not all growth being captured in 2021. This growth is expected to be realized in 2022 through additional assessment growth and supplementary taxes. Non-tax revenue trends 2020 $% $% User Rates 28,221.1 27,835.1 (386.0) (1.4%) 29,362.7 1,527.6 5.5% User Fees 8,819.2 10,534.5 1,715.3 19.4% 12,666.5 2,132.0 20.2% Grants 5,012.7 3,146.7 (1,866.0) (37.2%) 3,163.3 16.6 0.5% Reserves 1,722.1 3,103.5 1,381.4 80.2% 3,536.5 433.0 14.0% Investment Income 1,160.9 1,600.0 439.1 37.8% 1,600.0 - - Penalties on Taxes 1,148.0 1,395.3 247.3 21.5% 1,395.3 - - Development Charges 1,361.6 1,072.1 (289.5) (21.3%) 1,290.6 218.5 20.4% Total 47,445.6 48,687.2 1,241.6 2.6% 53,014.9 4,327.7 8.9% ($000s) 2021 Budget Change Change 2022 Approved Actual Budget Budget Page 3-8 2022 Budget Operating Budget Investment income reduces the reliance on tax levy Aurora invests its cash portfolio to earn investment income. While much of this investment income will go back directly to reserves, $1.6 million per year is included as revenue in the budget to support operations. Aurora will be re-evaluating this practice as part of the ﬁscal strategy strategic actions. Development charges pay for growth-related debt Development charges are used in the operating budget to pay for the principal and interest costs on debt issued for growth capital projects. The amount of revenue changes is based on the retiring of old debt or the addition of new debt. 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 2021 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 planned 2.9 percent increase for the cost to purchase water and wastewater services on April 1st, 2021. This action reduced the combined water and wastewater rate from $5.23 per cubic meter to $4.97 per cubic meter. In September 2022, York Region Council approved a 3.3 percent rate increase for the cost of purchased water and wastewater services for 2022. This is higher than the 2.9 percent increase that was included in Aurora’s multi-year budget. However with the savings in 2021 the combined water and wastewater rate is $5.14 per cubic meter which is $0.10 less than what was included in the multi-year budget and represents an increase of $0.17 per cubic meter over the current rates being charged. Approved water, wastewater and stormwater rates* * The 2021 rates were reduced to pass along the savings from York Region forgoing the increase on the metered rates they charge to for water and wastewater treatment services. 2020 2021 2021 2022 2022 Rates Budget Current Outlook Approved Current Outlook Water and Wastwater ($/m3): Water Rate 2.18$ 2.34$ 2.18$ 2.34$ 2.27$ 4.1% (3.0%) Wastewater Rate 2.77$ 2.89$ 2.79$ 2.90$ 2.87$ 2.9% (1.0%) Combined Rate 4.95$ 5.23$ 4.97$ 5.24$ 5.14$ 3.4% (1.9%) Stormwater Rate ($/month): Residential 7.09$ 9.18$ 9.18$ 11.69$ 11.69$ 27.3% - Non-Residential 90.07$ 116.64$ 116.64$ 148.51$ 148.51$ 27.3% - Change to Operating Budget 2022 Budget Page 3-9 The stormwater rates remain the same as approved in the 2021 to 2022 Budget. The year-over- year increase reﬂects the ﬁnal year of phasing in the correction to the number of bills being issued in the year. The number was estimated too low when the stormwater rates were established. The average residential water bill will be lower than the approved outlook 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 the stormwater charge is a monthly fee. So each residential bill will include three months. Despite the increase to the stormwater rates in 2022, the average quarterly residential water bill is expected to be $5.40 less in 2022 than what was included in the 2021 to 2022 Budget. This decrease results from the rates being reduced in 2021. However, the average residential bill will increase $16.71 compared to the rates being charged in 2021. People deliver services the Town relies on This budget includes the new staff positions approved as part of the 2020 to 2022 Budget. Despite the pressures on the budget, the three-year staffing plan for the multi-year budget is maintained. This ensures that the resources needed to implement the initiatives in the multi-year budget can continue to move forward. The 2022 budget includes ﬁve new permanent positions. Average residential water bill compare to the previous budget* * The average bill 2021 was lower than budget because the rates were reduced to pass along the savings from York Region forgoing the increase on the metered rates they charge. 2020 2021 2021 2022 2022 Rates Budget Current Outlook Approved Current Outlook Water 54m3 $117.72 $126.36 $117.72 $126.36 $122.58 $4.86 ($3.78) Wastewater 54m3 $149.58 $156.06 $150.66 $156.60 $154.98 $4.32 ($1.62) Stormwater 3 months $21.27 $27.54 $27.54 $35.07 $35.07 $7.53 - Average Quarterly Bill $288.57 $309.96 $295.92 $318.03 $312.63 $16.71 ($5.40) Average Annual Bill $1,154.28 $1,239.84 $1,183.68 $1,272.12 $1,250.52 $66.84 ($21.60) Change to New permanent full-time staff positions FTE Gross Net $000 $000 Opening Full Time Equivalent (FTE) 246.0 Corporate Services Corporate Technology Strategic Plan Position 1.0 114.0 114.0 Corporate Services Legal Articling Student 1.0 90.9 90.9 Finance Procurement Analyst 1.0 91.6 91.6 Operational Services Parks Operator 1.0 80.7 80.7 Planning & Development Services Administrative Assistant - Engineering Services 1.0 75.1 75.1 Full-Time Equivalent (FTE) 251.0 452.3 452.3 2021 Budget Outlook 251.0 450.7 450.7 Change to Outlook - 1.6 1.6 Page 3-10 2022 Budget Operating Budget 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 approved operating budgets for 2022. The tables that follow show an overview of the total operating budget for each department. Permanent full-time staff 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 Service 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 Net budget by department compared to the approved multi-year budget Outlook Budget $ % 590.5 588.1 (2.3) (0.4%) 1,451.1 1,454.0 2.9 0.2% 10,633.9 10,204.2 (429.7) (4.0%) 10,051.8 10,258.2 206.4 2.1% 2,421.2 2,420.3 (0.9) (0.0%) Roads, Parks & Waste Mgmt 11,511.3 11,230.3 (281.0) (2.4%) Water, Wastewater & Stormwater - - - - 789.4 778.0 (11.5) (1.5%) 1,175.2 1,042.3 (132.9) (11.3%) 38,624.4 37,975.5 (649.0) (1.7%) 12,257.5 12,294.9 37.4 0.3% 3,934.1 3,934.1 - - 54,816.0 54,204.5 (611.6) (1.1%) $ 1,165.1 553.5 (611.6) (52.5%) % 2.2% 1.1% (1.1%) $ 1,544.8 1,544.7 (0.1) (0.0%) % 2.9% 2.9% 0.0% Community Services $000's 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 Operating Budget 2022 Budget Page 3-11 2022 operating budget by department $000's 2019 2020 Gross Net Net Fcst $ % 554.7 534.8 580.8 580.8 551.5 29.3 5.0% 1,313.0 1,203.9 1,426.4 1,426.1 1,407.3 18.8 1.3% 9,072.6 9,753.9 15,661.7 11,014.7 10,657.0 357.7 3.2% 7,780.7 8,748.3 10,452.8 9,467.4 9,267.3 200.1 2.1% 1,712.1 1,989.0 2,799.7 2,247.4 2,096.9 150.5 6.7% 10,553.4 10,232.4 12,327.6 11,029.0 10,724.9 304.1 2.8% - - 29,086.3 - - - - 595.5 102.0 6,032.1 826.8 237.7 589.1 71.3% 648.8 1,826.9 8,384.0 (343.7) 244.6 (588.3) 171.2% 32,230.8 34,391.3 86,751.4 36,248.5 35,187.2 1,061.3 2.9% 11,188.1 11,749.3 11,961.6 11,961.6 11,961.6 - - 3,843.1 3,868.1 3,950.5 3,896.1 3,896.1 - - 47,262.0 50,008.7 102,663.5 52,106.2 51,044.9 1,061.3 2.0% $000's Gross Net $ % 688.1 588.1 7.3 1.3% 1,454.3 1,454.0 27.9 2.0% 17,312.8 10,204.2 (810.5) (7.4%) 11,728.8 10,258.2 790.8 8.4% 2,975.0 2,420.3 172.9 7.7% 12,500.5 11,230.3 201.3 1.8% 29,773.1 - - - 6,337.1 778.0 (48.8) (5.9%) 9,132.8 1,042.3 1,386.0 (403.3%) 91,902.5 37,975.5 1,727.0 4.8% 12,294.9 12,294.9 333.3 2.8% 3,988.5 3,934.1 38.0 1.0% 108,185.9 54,204.5 2,098.3 4.0% 553.5 1.1% 1,544.7 2.9% 107,073.2 54,816.1 2,965.0 2.9% 1,112.7 (611.6) - Assessment Growth Tax Increase 2021 Approved Budget Change to Outlook 2022 Approved Council Net Actual Results 2021* Fcst Variance Net Budget Change Planning & Development Services Total *2021 Budget restated for compensation adjustments and organizational changes, net forecast as of August 31, 2021 Council Office of the CAO Community Services Corporate Services Finance Operational Services: Roads, Parks & Waste Mgmt Water, Wastewater & Stormwater Corporate Revenues & Expenditures Departmental Total Central York Fire Services Library Office of the CAO Community Services Corporate Services Finance Operational Services: Central York Fire Services Library Total Budget Roads, Parks & Waste Mgmt Water, Wastewater & Stormwater Planning & Development Services Corporate Revenues & Expenditures Departmental Total Page 3-12 2022 Budget Operating Budget AS APPROVED ON DECEMBER 14, 2021 Page 4-2 2022 Budget Capital Budget 2022 capital budget and 10-year plan This year, the capital budget follows a similar format to the one approved in the 2021 to 2022 Budget by providing a clear picture of the capital plan as a whole, the timing of the capital investments, clarity on multi-year budget commitments and ﬂexibility to manage rehab and replacement projects effectively. The capital budget includes capital spending of $83.3 million in 2022. The approved capital budget authority of $194.9 million includes a $13.0 million increase after the closure of 52 projects with a total budget of $3.8 million. The 10-year plan, 2022 to 2031, of $301.7 million in capital projects. Detailed project information can be found in Tabs 17 to 20 of this budget. $194.9 million of capital budget authority was approved Capital budget authority represents the multi-year commitment needed to complete the active phase of capital project. This includes contracts for 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 elements: 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 2022 capital budget authority includes actuals to December 31, 2020, plus the 2021 forecast, plus 2022 capital cash ﬂow and capital from 2023 and beyond only as required. This budget includes a total of $194.9 million in capital budget authority which is 2022 capital budget authority New Capital $13.0… Previously Approved $181.9M 93% 2022 Capital Spending Authority Rehab & Replacement 68,418.1 77,765.8 9,347.7 34,995.7 11,308.9 28,393.9 3,067.3 Growth & New 110,190.4 113,659.9 3,469.5 25,162.9 32,096.1 53,715.8 2,685.0 Studies & Other 3,337.7 3,502.7 165.0 1,194.4 1,043.7 1,164.0 100.6 Proposed Budget 181,946.2 194,928.4 12,982.2 61,353.1 44,448.8 83,273.7 5,852.9 * Includes all active project budgets, adjustments to project budgets and new budget commitments Actuals to Dec/20 2021 Forecast 2022($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change 2023+ Capital Budget 2022 Budget Page 4-3 made up of $181.9 million in previously approved capital projects and $13.0 million in new budget requests. Most of the planned $83.3 million in 2022 capital spending is for growth In 2022 the budget plans to spend $83.3 million on capital projects. This includes $28.4 million for rehab and replacement, $53.3 million for growth and $1.2 million for studies and other projects. Most of the $28.4 million approved for rehab and replacement capital is for projects included in the four capital programs: facilities, ﬂeet, roads and storm sewer with the largest share, $12.8 million for roads including: $3.8 million for the reconstruction of Poplar Crescent $1.95 million to continue the mill & overlay and underground infrastructure rehabilitation on Murray Drive, Kennedy Street West, Pinehurst Court and Wiles Court $2.4 million over two projects that includes mill and overlay for 18 streets in Aurora Other rehab and replacement projects include: $3.4 million to rehab a damaged storm pipe off Henderson Drive $0.6 million for street light improvements on Yonge Street from Wellington to Church $0.6 million for the Aurora Sports Dome retroﬁt Capital spending on growth represents most of the planned spending for 2022 at $53.9 million. Most of this is for three facilities projects: $30 million to complete Aurora Town Square, $8.2 million for the 7500 square foot gym at the Stronach Aurora Recreation Complex and $2.1 million for the design of a new recreation facility. Studies and other projects represent the smallest amount the planned spending at $1.2 million. Studies planned for 2022 include: the Parks and Recreation Master Plan and continuation of the work on the Official Plan and the Corporate Technology Strategic Plan action items. Three departments account for 85% of the capital budget authority Community Services, Operational Services and Planning & Development Services represent 85% 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 $68.6 million for Aurora Town Square. Planning & Development Services total capital budget authority includes 76% for rehab and Capital budget authority by department Community Services $68.5M 35% Operational Services $37.4M 19% Planning & Development Services $59.6M 31% Central York Fire Services $14.2M 7% Finance $7.9M 4% Corporate Services $7.0M 4% Office of the CAO $0.3M 0.2% Page 4-4 2022 Budget Capital Budget replacement projects. While the Operational Services capital budget has growth and new at 63% of their budget and rehab and replacement at 36%. More information on the capital budget priorities and initiatives can be found in the departmental business plans. Capital budget authority and 2022 budget by department Office of the CAO Rehab & Replacement 85.0 85.0 - 40.9 44.1 - - Studies & Other 255.0 255.0 - 61.9 166.6 26.6 - 340.0 340.0 - 102.7 210.7 26.6 - Community Services Rehab & Replacement 4,828.8 5,152.0 323.2 1,026.5 1,631.7 2,205.4 288.4 Growth & New 62,920.3 62,944.3 24.0 5,887.2 16,520.3 40,376.8 160.0 Studies & Other 315.0 415.0 100.0 - 175.0 240.0 - 68,064.1 68,511.3 447.2 6,913.7 18,327.0 42,822.2 448.4 Corporate Services Rehab & Replacement 4,150.9 4,685.9 535.0 2,235.1 988.7 1,327.2 134.9 Growth & New 1,385.9 1,760.9 375.0 689.5 300.7 770.7 - Studies & Other 495.0 560.0 65.0 102.8 130.9 323.3 3.0 6,031.7 7,006.7 975.0 3,027.5 1,420.3 2,421.1 137.9 Finance Rehab & Replacement 7,686.8 7,686.8 - 2,634.4 454.8 3,430.2 1,167.5 Studies & Other 185.0 185.0 - - 159.3 25.7 - 7,871.8 7,871.8 - 2,634.4 614.0 3,455.9 1,167.5 Operational Services Rehab & Replacement 13,024.2 14,724.2 1,700.0 8,227.0 1,908.6 3,521.2 1,067.4 Growth & New 19,535.0 22,481.0 2,946.0 7,401.5 3,488.0 9,066.5 2,525.0 Studies & Other 212.4 212.4 0.0 114.3 20.0 78.1 - 32,771.6 37,417.6 4,646.0 15,742.9 5,416.6 12,665.7 3,592.4 Planning & Development Services Rehab & Replacement 38,642.3 45,431.8 6,789.5 20,831.8 6,281.0 17,909.9 409.1 Growth & New 12,130.4 12,254.9 124.5 8,294.6 3,372.2 588.2 - Studies & Other 1,875.4 1,875.4 - 915.4 392.0 470.4 97.6 52,648.1 59,562.1 6,914.0 30,041.8 10,045.2 18,968.5 506.7 Departmental Total 167,727.4 180,709.6 12,982.2 58,463.0 36,033.8 80,360.0 5,852.9 Central York Fire Services Growth & New 14,218.8 14,218.8 - 2,890.1 8,415.0 2,913.7 - 14,218.8 14,218.8 - 2,890.1 8,415.0 2,913.7 - Approved Budget 181,946.2 194,928.4 12,982.2 61,353.1 44,448.8 83,273.7 5,852.9 * Includes all active project budgets, adjustments to project budgets and new budget commitments 2021 Forecast 2022 2023+ ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 Capital Budget 2022 Budget Page 4-5 The 10-year capital plan includes $301.7 million in planned spending The 10-year capital plan continues to focus its investments in asset management with rehab and replacement projects representing 52% of the capital plan, growth and new 47% and studies and other at one percent. The 10-year capital plan has increased compared to last year’s plan When comparing the nine common years of the capital plan compared to last year’s the plan, 2022 to 2030, the plan has increased $66.9 million. Part of this increase relates to the 2021 capital forecast being $48 million lower than budget. These funds are re-cash ﬂowed in to 2022. The balance of the increase is made up of new projects being added to the plan or changes to the amounts budgeted for a capital project including $11 million in new rehab and replacement capital projects. These included projects for parking lots, roads, streetlights and technology. Most of the capital spending occurs in the ﬁrst ﬁve years of the plan The ﬁrst ﬁve years of the plan includes two thirds or $207.9 million in capital spending compared to the second ﬁve years which is $114.1 million less at $93.8 million. The main reason is that the ﬁrst ﬁve years of the plan includes signiﬁcant investments in new capital including investments in new facilities such as the completion of Aurora Town Square, a new recreation facility and the addition of the gym at the Stronach Aurora Recreation Complex. The ﬁrst ﬁve years also includes signiﬁcant expenditures in parks to add two artiﬁcial turf ﬁelds to manage the planned loss of use to the Stronach ﬁelds and the addition of a new park subject to subdivision approval in the Shining Hill development. The second ﬁve years of the plan focuses more on asset management With most of the growth projects early in the plan the second half focuses more on asset management through investments in Rehab and Replacement capital projects. However even the investments in asset management decline in the second ﬁve years of the plan. As the second generation asset management plan gets further developed the Rehab and Replacement capital projects will become more certain meaning this 10-year plan is most likely under-estimating the asset management requirements particularly in the last half of the plan. 10-year plan compared to last years plan 80.3 38.2 22.3 29.4 31.0 31.6 13.0 15.4 18.2 14.0 83.3 29.4 37.0 28.7 29.5 21.7 16.2 19.5 14.8 21.7 - $20M $40M $60M $80M $100M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 20312021 Capital Budget 2022 Capital Budget Forecast Page 4-6 2022 Budget Capital Budget Capital programs are providing ﬂexibility in managing rehab and replacement projects Capital programs were established in the 2021 capital budget for facilities, ﬂeet, roads and storm sewer rehab and replacement projects. The capital budget authority for the four capital programs totals $50.3 million with $19.7 million planned to be spent in 2022. These programs also represent 65% of the rehabilitation and replacement capital spending authority. 10-year capital plan 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 1.2M 1.0M 0.3M 0.2M 0.5M 0.1M 0.2M 0.0M - 0.1M Growth & New 53.7M 10.6M 21.2M 19.2M 11.6M 10.8M 0.1M 2.3M 2.7M 10.3M Rehab & Replacement 28.4M 17.8M 15.5M 9.3M 17.4M 10.8M 15.8M 17.1M 12.1M 11.2M Total 83.3M 29.4M 37.0M 28.7M 29.5M 21.7M 16.2M 19.5M 14.8M 21.7M $83.3M $29.4M $37.0M $28.7M$29.5M $21.7M$16.2M $19.5M$14.8M $21.7M - 20.0M 40.0M 60.0M 80.0M 100.0M Capital budget authority for capital programs Rehab & Replacement Capital Programs Facilities 4,495.2 4,750.9 255.7 741.0 1,602.3 2,119.2 288.4 Fleet 705.0 1,155.0 450.0 - 705.0 450.0 - Roads 31,981.0 38,020.5 6,039.5 19,991.9 5,236.9 12,791.7 - Storm Sewer 6,263.6 6,413.6 150.0 693.3 1,044.0 4,267.2 409.1 Proposed 43,444.8 50,340.0 6,895.2 21,426.1 8,588.3 19,628.1 697.5 * Includes all active project budgets, adjustments to project budgets and new budget commitments Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Capital Budget 2022 Budget Page 4-7 The capital budget includes multiple types of approvals Council approved the capital plan in ﬁve different ways. These approvals included: Approval of each new capital project and their requested capital budget authority Approval of changes to previously approved capital budget authority by project 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) Approval of the capital program groups subject to the rules outlined for their use Approval of debt authority for speciﬁc projects which is discussed further in Tab 5— Reserves. Capital spending planned for 2022 may be adjusted for 2021 forecast variances. Projects are grouped based on approvals needed to assist in the review process Detailed lists of the capital projects are provided for Budget Committee’s review of the capital budget. The projects are split into separate lists based on the project level approval that is requested. In Tab 17—Rehab & Replacement Capital, Tab 18—Growth & New Capital and Tab 19— Studies & Other Capital two lists are provided: 1. Projects that require approval: New capital projects and projects with a proposed change to capital budget authority 2. Projects that do not require approval: Projects that were previously approved and do not require a change to capital budget authority. Capital budget sheets are included for all projects that require budget approval (the ﬁrst list). Tab 20—Closed Capital Projects includes a list of all capital projects that have been closed. This list provides the variance to the approved capital budget authority and reasons for the variance. The closing of capital projects is approved by the treasurer and this information is provided as information. The 10-year plan links to the capital planning pillar of the ﬁscal strategy The capital plan focuses on the ﬁrst 10 years of the longer term capital planning identiﬁed in the ﬁscal strategy. Over the next few years the capital plan will become more reﬁned as the strategic actions of the ﬁscal strategy are completed. The strategic actions that will provide the greatest support to the 10-year capital plan are: Further develop asset management planning Ensure the development charge study and the capital plan are aligned Improve longer-term growth forecasts to maintain existing levels of service Page 4-8 2022 Budget Capital Budget 10-year rehab and replacement capital will be based on the asset management plan Managing the rehab and replacement projects within the 10-year plan will become more clearly deﬁned once all three phases of the second generation asset management plan are complete. Based on the provincial regulations they must be done by July 1st, 2025. This work should streamline the rehab and replacement capital plan as the ﬁrst 10-years of the asset management plan could be used. Then only asset management needs for new assets would need to be added. This will effectively create a long-term reliable capital plan for asset management. The capital plan will need to continue to adapt to the pace of growth Growth projects in the capital plan need to be aligned with the timing of when the growth will happen. This means the budget must adapt to the timing of growth. One of the key pieces for managing growth projects in the plan is the amount of development charge revenues available. These can slow or accelerate based on market conditions but can also be constrained by servicing capacity (the ability to provide water and wastewater services to new properties). These factors need to be considered when planning new growth projects. $20 $34 $47 $100 $76 $69 $77 $19 $54 $63 $55 $42 $28 $69 $115 $188 $233 $231 $172 $253 $331 $0M $50M $100M $150M $200M $250M $300M $350M 20s 30s 40s 50s 60s 70s 80s Water and Wastewater Storm Water Tax Funded Source: Town of Aurora CityWide Asset Managment System Asset management forecasted capital needs by decade AS APPROVED ON DECEMBER 14, 2021 Page 5-2 2022 Budget Reserve and Debt Management Reserves and debt management The ﬁscal strategy includes four pillars to ensure long-term ﬁnancial sustainability. The previous two sections of the budget addressed revenue management and capital planning, this section focuses on reserve management and debt management. Balancing the use of reserves and debt must be carefully managed in the capital plan. Reserve contributions and draws (both capital project funding and debt repayment) must be considered when developing the plan. This section explores that balance further. Reserves are an important part to long-term ﬁnancial sustainability Reserves are used 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 and other development revenues collected for growth Operating budget surpluses which are allocated based on the Council approved surplus management strategy. The operating budget ﬁscal shocks are managed with stabilization reserves In the operating budget, reserves are used to manage ﬁscal shocks to the budget which could result in large swings to the tax levy or user rates. This is done by smoothing the contributions to capital reserves and through the tax rate stabilization reserve or user rate reserves. In 2021 Aurora received an additional $1,754,155 in Safe Recovery Funding from the provincial government. The unused funds were contributed to reserve to be used to support the recovery from COVID-19 in 2022. This action helped avoid one-time shocks to the tax rate. Capital reserves forecasted balances for the 10-year plan * The Hydro Sale Reserve shows the major draw from reserve at the time the capital loan for ($20M) - $20M $40M $60M $80M $100M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Reserve Total Rate Reserves Hydro Reserve* Cash-In-Lieu Park Land Development Charge Reserve Tax Levy Reserves Reserve and Debt Management 2022 Budget Page 5-3 Reserves are used to fund capital projects Capital projects in the 10-year plan are funded from reserves. There are a number of reserves that are used to fund capital projects and the funds are applied to the project based on the purpose for which each reserve can be used. The graph that follows shows the balance of these reserves over the next 10 years. While some reserves do go into a negative balance, the overall capital reserves balance stays positive in all years. Forecasted capital reserve balances ($M) 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Tax Levy Funded Rehab & Replacement Roads 5.3 1.4 0.9 (0.4) (0.1) 0.0 0.3 (0.1) 0.2 0.4 0.7 Facilities 5.7 3.6 2.5 1.1 1.4 0.1 0.1 0.5 1.6 3.1 5.0 Information Technology 1.1 (0.4) (1.0) (1.1) (1.1) (1.0) (0.8) (0.6) (0.4) (0.1) 0.2 Fleet 0.4 0.4 0.2 0.5 0.5 (2.8) (3.4) (3.3) (3.6) (4.7) (5.2) Parks & Recreation 3.4 1.5 0.8 1.0 1.0 0.4 0.3 0.5 0.1 0.3 1.0 16.0 6.4 3.4 1.0 1.6 (3.3) (3.5) (3.0) (2.1) (0.9) 1.6 Growth & New 1.3 0.4 (0.9) (2.8) (1.7) 0.0 (3.0) (0.9) 1.1 3.6 (2.4) Studies & Other 0.8 0.2 (0.2) (0.2) (0.1) (0.4) (0.2) (0.2) 0.1 0.4 0.6 18.1 7.0 2.3 (2.0) (0.2) (3.6) (6.7) (4.2) (0.9) 3.1 (0.1) Rate Funded Water 10.3 8.5 9.5 10.2 11.3 12.4 13.8 14.8 16.3 17.9 19.6 Wastewater 3.1 3.5 4.7 5.8 6.9 7.9 9.0 10.2 11.4 12.6 13.8 Stormwater 6.3 2.2 (3.6) (5.7) (4.2) (4.5) (2.7) (5.4) (9.5) (8.3) (6.9) 19.8 14.2 10.5 10.3 14.0 15.8 20.2 19.7 18.2 22.2 26.5 Development Charges Fire Services (2.9) (3.1) (3.8) (5.4) (5.7) (5.6) (5.5) (5.3) (6.0) (5.9) (5.8) Roads & Related 7.7 7.8 7.9 7.4 6.7 7.3 7.5 8.2 8.8 9.5 10.2 Parks & Recreation 0.6 (5.9) (4.6) (5.2) (4.7) (7.1) (7.9) (8.6) (9.4) (12.4) (14.6) Library Services 3.5 3.8 3.4 3.1 2.9 2.5 2.1 2.2 2.3 2.4 2.5 Water Supply & Distribution 0.6 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 Sewer 0.7 0.9 1.1 1.4 1.5 1.7 0.5 0.7 0.8 1.0 1.2 General Government* (0.3) (0.3) (0.3) (0.2) 0.0 0.2 0.4 0.5 0.7 0.9 1.1 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 10.3 4.3 4.8 2.3 2.0 0.4 (1.4) (0.8) (1.0) (2.7) (3.5) Cash-In-Lieu Park Land Cash-In-Lieu Park Land 14.7 14.6 12.9 12.8 12.8 12.6 12.6 12.5 12.5 12.2 12.0 Hydro Reserve Hydro Reserve 32.9 32.9 32.9 32.9 32.9 32.9 10.1 10.1 10.1 10.1 10.1 Total 95.8 73.0 63.5 56.3 61.5 58.1 34.7 37.4 38.9 44.9 45.0 * To be converted to a Community Benefit Charge or reclassified within Development Charges Page 5-4 2022 Budget Reserve and Debt Management Most of the tax levy funded reserves support asset management The operating budget includes a cash-to-capital contribution to reserves which is part of the overall tax levy. This reserve contribution is increasing on an annual basis through the one percent tax levy increase to support the ﬁscal strategy. Most of these funds go to support asset management reserves, the balance supports contributions to the growth & new and studies & other reserves. In this 10-year plan, additional asset management projects were added to the rehab and replacement budget. They included projects for parking lots, streetlights, roads and technology. This has put some pressure on the tax-funded rehab and replacement reserves resulting in its balance being negative from 2026 to 2030. The recently developed second generation asset management plan identiﬁed the need to further increase these reserve contributions on an annual basis for the next 20 years to address a long- term infrastructure asset management funding gap. The funding gap was based on each asset’s accounting estimated useful life. The next phases of the asset management plan will base asset replacement needs on approved service levels which need to be established by July 1, 2025. This additional work will reﬁne just how big the funding gap is and it is expected to reduce this gap but will not eliminate it. Over the next few years the reserve requirements will need to be re-evaluated based on the completion of the ﬁnal phases of the second generation asset management plan. Other tax-funded reserves support studies and part of some growth projects 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. Rehab and replacement 10 year reserve balances 6.2 14.6 8.6 8.2 5.8 11.7 7.5 7.4 7.5 7.8 7.1 5.3 5.0 5.6 5.9 6.3 6.8 7.3 7.8 8.4 9.0 9.7 ($5M) - $5M $10M $15M $20M $25M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Reserve Draws Reserve Contributions Reserve Balance Reserve and Debt Management 2022 Budget Page 5-5 In this budget the growth & new reserve is forecasted to have a negative balance over the 10-year period. The major projects contributing to these negative balances are: Project 73201 Design and construction of two new artiﬁcial turfs funded in 2024 and 2025 Project 72113 New Recreation Facility for the non-growth portion of the new recreation facility with funding to be drawn in 2027 Project 31246 for the trail pedestrian underpass at Cousins Drive funded in 2031 The future contributions to this reserve and the management of large projects will be addressed as part of the ﬁscal strategy strategic actions. The studies and other reserve is relatively small as it represents the smallest portion of the capital plan. The reserve has a few years where the balance dips negative but returns to a positive balance by the end of the 10-year capital plan. User rate reserves continue to grow over the next 10 years to support future needs The user rate reserves are funded from the water, wastewater and stormwater rates. The reserve balances for water and wastewater are growing over this 10 year period. Most of Aurora’s water and wastewater assets are relatively young as many have a life-span of up to 80 years. The asset Growth and new 10 year reserve balances 1.6 2.2 2.8 3.5 0.6 0.2 5.1 0.1 0.3 0.1 8.7 1.0 1.4 1.5 1.6 1.7 1.9 2.0 2.2 2.4 2.6 2.7 ($4M) ($2M) - $2M $4M $6M $8M $10M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Reserve Draws Reserve Contributions Reserve Balance ($15M) ($10M) ($5M) - $5M $10M $15M $20M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Water Wastewater Stormwater User rate 10 year reserve balances (water, wastewater and stormwater) Page 5-6 2022 Budget Reserve and Debt Management management needs for water and wastewater peak in the 2050s providing time to save for the future which is why growth in these reserve balances continues to be important. However, the stormwater reserve does not have enough funding to support the existing short term capital plan based upon current service level standards and before considering the longer term asset management needs. The budget includes a capital project for a stormwater rate study which will advise on the rates to be charged in the future to support the capital needs. Development charges pay for growth Development charges are collected on residential and non-residential developments for the capital projects that are included in the Development Charge Study and bylaw. These funds are used to pay for the growth-related costs of capital projects need to maintain consistent level of service to a growing community. 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 historical service levels for each category and any beneﬁt to existing residents; these costs are then distributed over the projected growth period included in the study. In 2021, Aurora updated the Development Charge Study and bylaw for recent changes to the Development Charge Act. The next phase of this project is to evaluate the ﬁnancial feasibility of adopting a Community Beneﬁt Charge and enact the bylaw by September 19th, 2022. Over the last few years development charge revenues were lower than what was forecasted in the 2019 Development Charge Study. The 2019 study forecasted that Aurora would receive $15.1 million on average over the ﬁve-year period from March 2019 to March 2024. The reserve forecast below shows that the contributions (development charge collections) are expected to continue to be lower than what was included in the study. Collecting less in development charges will put some pressure on the growth capital portion of the budget. It will make it more challenging to make signiﬁcant investments in larger growth projects. The development charge reserve forecast already assumes that the new recreation facility project will have the development charges debt ﬁnanced. However this is not enough to return the overall development charge reserve balance to a positive balance during the 10-year Development Charge reserve forecast 5.1 11.4 5.7 9.8 8.6 6.8 7.0 4.6 5.4 6.9 6.1 3.9 5.3 6.3 7.3 8.3 5.2 5.2 5.2 5.2 5.2 5.2 ($5M) - $5M $10M $15M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Reserve Draws Reserve Contributions Reserve Balance Reserve and Debt Management 2022 Budget Page 5-7 capital plan. Unless development charge collections signiﬁcantly increase over the next few years, some growth projects will need to be deferred. Debt management enables capital to be built sooner Debt is a ﬁnancing tool which enables Aurora to manage the timing difference between when a capital project is constructed and when the funds are collected to pay for the project. This timing difference is most common for growth projects. Aurora’s 10-year plan includes the repayment of debt issued for projects funded from development charges, user fees and the tax levy. Most of Aurora’s debt is funded by development charges Larger growth capital projects require signiﬁcant funding from development charges. Development charges are collected over an extended period of time and often the project needs to be built in advance of growth. In this 10-year plan the development charge funded debt on two projects will be paid off: 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 While these debentures are being paid off, development charge funded debt was recently issued for the Hallmark Baseball Diamonds and will be issued soon for the new gym to be constructed at the Stronach Aurora Recreation Complex. The 2022 budget does not include any new debt authority to be approved at this time. However, the 10-year capital plan includes development charge funded debt be issued to fund the new recreation facility project in 2024 and for a sidewalk construction on Bathurst to Bloomington side road in 2026. This is why the debt repayment forecast for development charges peaks in 2024 to 2027 prior to leveling off in 2028 after the debt two projects mentioned above are fully paid off. New development charge funded debt should only be considered if the forecast can show that enough development charge revenues will be collected in the future to pay the debt principal and interest. Prior to issuing new development charge funded debt, the development charge revenue Annual debt repayment by funding source - $1M $2M $3M $4M $5M $6M $7M 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Debt Repayment Total Development Charge Tax Levy User Fee Page 5-8 2022 Budget Reserve and Debt Management forecast needs to be further developed. This forecast should consider the certainty of the development charges being collected which is why it needs to consider future servicing capacity available to build new developments. Without adequate servicing capacity funding may not be available to repay development charge funded debt in the future. Debt ﬁnancing is an option when user fees will pay back the investment User fees are collected for permits on facilities, recreation programs and room rentals. In 2021, Aurora purchased and will shortly rejuvenate the Aurora Sports Dome. Rather than using tax funded reserves for this purchase and rehabilitation work, debt ﬁnancing was issued with the plan to repay the debt through future user fees earned on the use of the facility. Tax funded debt can increase the overall tax levy The outstanding debt for Aurora includes tax funded debt for Aurora Town Square and the LED Streetlight Conversion project which will be paid off in 2026. The LED project was funded through the savings in utilities costs on the operating budget. Where the Aurora Town Square debt was funded through a phased in increase to the levy in 2020 and 2021. When the debt repayment is completed for these two projects they will provide some relief on the tax levy. As part of the ﬁscal strategy, a reserve management policy will be brought forward recommending that the tax levy funds used to repay debt be converted to asset management reserve contributions once the debt is fully paid off. The ﬁscal strategy will continue to shape future budgets Currently the operating budget includes a one percent increase to the tax levy annually to reduce the reliance on supplementary taxes and contributions to tax funded reserves. The ﬁscal strategy, approved in 2021, sets out a number of strategic actions that will support setting the policy framework around how reserves and debt will be managed. In addition, further work will be done on the second generation asset management plan which will help Aurora deﬁne the amount of funding needed to support asset management through setting service levels for each asset class. AS APPROVED ON DECEMBER 14, 2021 Page 6-2 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. Environmental Advisory Committee was established to address ongoing climate change, adaptation and mitigation initiatives, energy conservation, environmental matters, and to contribute comments on the development of the Climate Change Adaptation Plan and toward implementation of the Community Energy Plan, the Corporate Energy Conservation and Demand Management Plan, the Corporate Environmental Action Plan, and York Region's Climate Change Action Plan. 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 2022 Budget Page 6-3 2022 operating budget Overview The operating budget for Council is approved to increase by $7,300 in 2022. The main driver of the increase is salaries and beneﬁts including a cost of living adjustment for 2022. Operating ﬁnancial summary Council operating budget by program Budget ($000's) Council Administration 568.8 576.1 Education Grants 12.0 12.0 Net Budget 580.8 588.1 Budget Change 7.3 2021 Approved Multi-Year Budget 590.5 Change to Multi-Year Budget (2.3) Permanent Full-Time Staffing (FTE): Opening Staffing (excludes 7 elected Council) 1.0 New - Conversion - Approved Staffing 1.0 2021 Approved Multi-Year Budget 1.0 Change to Multi-Year Budget - 20222021 $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 589.8 534.8 553.7 580.8 688.1 Non-Tax Revenues (35.0) - (2.2) - (100.0) Net Tax Levy 554.7 534.8 551.5 580.8 588.1 % Tax Funded 94% 100% 100% 100% 85% Net Budget Change $ (19.9) 16.7 29.3 7.3 % (3.6%) 3.1% 5.3% 1.3% Approved Outlook $ 590.5 Change to Approved $ (2.3) *Net forecast as of August 31, 2021 Net Actual Results Page 6-4 2022 Budget Council Council budget changes Changes to the multi-year budget The approved budget for 2022 is $2,300 lower than the multi-year budget approved last year. The main driver of this decrease is an adjustment for salaries and beneﬁts which reﬂect Council’s decision to forgo a cost of living increase in 2021. The budget also now includes $100,000 to support initiatives for the Economic Development Corporation. This increase is funded fully from the economic development reserve in 2022. FTE $000's Starting Budget 1 580.8 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 9.1 Other miscellaneous base changes - 0.6 - 9.7 2021 Budget Approved Change - 9.7 Changes to Multi-Year Budget: Salaries & Benefits adjustment for no COLA increase in 2021 - (3.9) Adjustment to photocopier charges (corporate-wide adjustment) - 1.6 Economic development corporation initiatives - 100.0 Reserve draw to support economic development initiatives - (100.0) - (2.3) Revised Budget Change - 7.4 Approved Net Budget 1 588.1 2021 Approved Budget 1 590.5 2022 AS APPROVED ON DECEMBER 14, 2021 Page 7-2 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 578.4 583.0 Corporate Communications 847.7 871.0 Net Budget 1,426.1 1,454.0 Budget Change 27.9 2021 Approved Multi-Year Budget 1,451.1 Change to Multi-Year Budget 2.9 Permanent Full-Time Staffing (FTE): Opening Staffing 7.0 New - Conversion - Approved Staffing 7.0 2021 Approved Multi-Year Budget 7.0 Change to Multi-Year Budget - 2021 2022 Office of the CAO 2022 Budget Page 7-3 2021 Accomplishments In 2021, the Office of the CAO accomplishments included: Led the organization through the COVID-19 pandemic, including facilitating numerous service delivery adaptations and modernizations to support continued service delivery to the community, including new technologies to facilitate operations, governance leadership, and information-sharing with Council, staff and the community Facilitated the completion of the Town’s ﬁrst comprehensive service delivery review with recommendations brought to Council in fall 2021 Continued to facilitate the management of the Aurora Town Square project, including monthly updates to Council on project progress, as well as the development of a unique visual identity to support marketing and promotion plans for 2022 Corporate Communications issued hundreds of communications to the community and the organization in response to the COVID-19 pandemic, ensuring information was shared in a timely and effective way to relevant target audiences Corporate Communications led the development of the Town’s second organization-wide Communications Strategic Plan, to be presented to Council later this fall, with a focus on the implementation of a more strategic framework for the organization’s communications function Aurora Armoury recognized by the LIV Hospitality Design Awards in the Architectural Design Event Space Category Page 7-4 2022 Budget Office of the CAO 2022 operating budget Overview The operating budget for the Office of the CAO is approved to increase by $27,900 in 2022. The main driver of the increase relates to salary and beneﬁt adjustments for cost of living adjustments, salary progression and beneﬁts. Changes to the multi-year budget The multi-year budget is approved to increase by $2,900 over the budget approved last year. This increase relates to a pressure from updating the salaries and beneﬁts to the latest staff complement which was offset by savings in Communications on events and promotions and contracts and memberships in the CAO’s Office. The remaining pressure relates to the corporate- wide redistribution of photocopier charges to reﬂect the latest contract. Continuing the key priorities of the multi-year budget The 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 raise awareness of the activities, events, programs and initiatives available to the Town’s diverse population. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 1,313.1 1,216.0 1,407.3 1,426.4 1,454.3 Non-Tax Revenues (0.1) (12.1) 0.0 (0.3) (0.3) Net Tax Levy 1,313.0 1,203.9 1,407.3 1,426.1 1,454.0 % Tax Funded 100% 99% 100% 100% 100% Net Budget Change $ (109.1) 203.4 18.8 27.9 % (8.3%) 16.9% 1.3% 2.0% Approved Outlook $ 1,451.1 Change to Approved $ 2.9 *Net forecast as of August 31, 2021 Net Actual Results Office of the CAO 2022 Budget Page 7-5 Communications Strategic Plan The CAO’s Office, through the Corporate Communications division, will lead the implementation of the Town’s new Communications Strategic Plan. This includes enhancing the Town’s proﬁle in local and regional media, continuing to build the strategic communications capacity of the Corporate Communications team as well as the organization, and providing communications leadership and support signiﬁcant 2022 projects, such as the municipal election. 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. Town Services Review The CAO’s Office, with support from the Executive Leadership Team, will be responsible for leading the implementation of approved initiatives of the 2021 municipal services delivery review, the ﬁnal report of which was presented to Council in the fall of 2021. 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 completion of the Aurora Town Square project and, through the Corporate Communications division, conducting a municipal citizen satisfaction survey. Office of the CAO budget changes FTE $000's Starting Budget 7 1,426.1 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 23.8 Communications online and social media subscriptions - 0.6 Events and promotions offset for subscriptions plus inflation - 0.6 - 25.0 2021 Budget Approved Change - 25.0 Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates - 17.2 Adjustment to photocopier charges (corporate-wide adjustment) - 2.8 Communications savings on events and promotions - (10.0) CAO's office savings on contracts and memberships - (7.0) - 2.9 Revised Budget Change - 27.9 Approved Net Budget 7 1,454.0 2021 Approved Budget 7 1,451.1 2022 Page 7-6 2022 Budget Office of the CAO 2022 capital budget Overview The Office of the CAO plans to spend $26,600 in 2022 on capital projects of the total $340,000 in Capital Budget Authority. This includes $85,000 for rehab and replacement projects and $255,000 in studies and other. The 10-year capital plan The 10-year capital plan includes $181,900 in capital projects. These capital projects all belong to the studies and other group as all rehab and replacement capital is expected to be completed in 2021. Key capital initiatives in 2022 The capital plan for the Office of the CAO includes studies which support the CAO in leading the organization. The 2022 budget includes $26,600 to support a comprehensive organizational structural review project. 2022 capital budget authority Rehab & Replacement 85.0 85.0 - 40.9 44.1 - - Growth & New - - ----- Studies & Other 255.0 255.0 - 61.9 166.6 26.6 - Approved Budget 340.0 340.0 - 102.7 210.7 26.6 - * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ Office of the CAO 2022 Budget Page 7-7 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 26.6 - - - 155.3 - - - - - Growth & New ---------- Rehab & Replacement ---------- Total 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 2022 Budget Office of the CAO Office of the CAO initiatives Community: Improve community engagement processes with a focus on diversity of audiences and on increased participation from residents Conduct a citizen satisfaction survey to support data-driven decision-making and recommendations to Council Facilitate the completion of the Aurora Town Square construction project Customer Implement approved recommendations from the 2021 service delivery review to support the efficient and effective delivery of municipal services and programs Model and lead organization in the implementation of the Customer Experience Plan Modernization Facilitate the rollout and adoption of key technological systems to support enhanced employee collaboration and performance People Continue to invest in the Town’s employees, and in particular the Corporate Management Team, to grow and accelerate leadership development, strategic planning, business acumen, and proactive collaboration in support of Council’s and the organization’s priorities Office of the CAO 2022 Budget Page 7-9 Page 7-10 2022 Budget Office of the CAO AS APPROVED ON DECEMBER 14, 2021 Page 8-2 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 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 includes the Museum & Archives which 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 Aurora Town 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 rehab of current facilities through asset management and capital forecasting. Community Services operating budget by division Budget ($000's) Director's Office 337.1 346.9 Recreation Services 2,687.6 2,346.5 Cultural Services 972.9 1,017.2 Business Support Services (146.7) (358.4) Facilities Management 7,163.9 6,852.0 Net Budget 11,014.7 10,204.2 Budget Change (810.5) 2021 Approved Multi-Year Budget 10,633.9 Change to Multi-Year Budget (429.7) Permanent Full-Time Staffing (FTE): Opening Staffing 62.0 New - Conversion - Approved Staffing 62.0 2021 Approved Multi-Year Budget 62.0 Change to Multi-Year Budget - 2021 2022 Community Services 2022 Budget Page 8-3 2021 Accomplishments In 2021, Community Services accomplishments include: Continuation of Aurora Town Square Construction Project Acquisition of the Aurora Sports Dome Issued and awarded SARC Gymnasium design project Managed the Return-to-Sport permitting of facilities for local sport organizations Completed customer service enhancements in recreation centres Initiation of a Public Art Working Group to develop Public Art Master Plan Call for Artists and selection process for two murals in the downtown core Completed numerous maintenance and capital projects in our facilities Installation of Ivy Charging stations at various Town Facilities Received $101,000 via Reconnect Festivals/Events grant to enhance event programming Aquatics created the “Zero to Hero” leadership program with Safe Restart funding Summer camps resumed in-person with 100% participation rate totalling 1022 campers. The Play in the Park program was enhanced in 2021. Seniors Centre Without Walls program (10,000 participants) Youth Engagement committee provided input to the Sport Plan, the Budget process, and the Official plan review and liaised with Canadian Mental Health Association. Launched the development of a Sport Tourism strategy Women and Girls in Sport progressed with the implementation of a gender equity policy Programming with various community partners for Town’s ﬁrst Black History Month Collaboration with Cultural Partners, development of Culture Days and Cultural Master Plan Launched redesigned and updated Museum and Archives website Launched two online exhibitions (Plow in the Crest and A Legacy of Sport) both based on past physical exhibitions Installed Wardrobes of Aurora mini exhibition in Town Hall. Aurora Museum and Archives documentary ‘Swift and Bold – The Queen’s York Rangers’ was officially selected for the ROMA Cinema Doc Festival in Italy Successful community outreach campaign for Korean War Memorial design Provided virtual space for Indigenous voice to share messaging on National Indigenous Peoples Day Page 8-4 2022 Budget Community Services 2022 operating budget Overview The operating budget for Community Services is approved to decrease by $810,500 in 2022. The main driver of the decrease relates to $707,600 for the reversal of the COVID-19 pressures in 2021 which were offset in Corporate Revenues and Expenditures. In this budget the pressures are offset within the Community Services budget. The department has also increased revenues through updated and new leases. Changes to the multi-year budget The approved 2022 budget is $429,700 less than the multi-year budget approved last year. The main driver for this is new and revised lease revenues. Since the 2021 budget was approved the lease with the Department of National Defense (DND) was ﬁnalized among a few others. In 2021 the Town also purchased properties on Yonge Street and is managing those lease revenues with a long-range vison of supporting improvements to the downtown core. COVID-19 continues to have a signiﬁcant impact in 2022 The COVID-19 pandemic is expected to continue to have an impact on the 2022 budget. The budget includes revenue losses and additional costs that are offset through draws from the Safe Recovery Grant funding received from the province. The funding is being used to support revenues losses resulting from lower capacity limits to meet physical distancing, additional cleaning requirements and changes to services to reduce in-person contacts. The use of the funding is shown in the Safe Recovery Funding table . 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: Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 14,194.0 12,150.7 13,121.6 15,661.7 17,312.8 Non-Tax Revenues (5,121.3) (2,396.8) (2,464.6) (4,646.9) (7,108.6) Net Tax Levy 9,072.6 9,753.9 10,657.0 11,014.7 10,204.2 % Tax Funded 64% 80% 81% 70% 59% Net Budget Change $ 681.3 903.1 357.7 (810.5) % 7.5% 9.3% 3.4% (7.4%) Approved Outlook $ 10,633.9 Change to Approved $ (429.7) *Net forecast as of August 31, 2021 Net Actual Results Community Services 2022 Budget Page 8-5 Aurora Town Square continues to be a priority The Aurora Town 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 began in the fall of 2020 with a completion date of 2022. The addition of a community space like Aurora Town Square will contribute to local economic activity and the growth of Aurora’s creative sector. Recovery Funding for Community Services 2022 $000's Managing net revenue losses for community programs and events resulting from reduced capacity to meet physical distancing and other COVID protocols: Fitness programs, memberships and personal training 137.0 Aquatics programs net loss in revenue after savings in part-time salaries and other expenses 117.0 Children's programs 70.0 Seniors programs 65.0 Security for managing COVID protocols for entry to recreation facilities 61.1 Youth programs including public skating and shinney hockey 30.0 Special events 11.0 491.1 Managing facility revenue losses and maintaining clean spaces: Renegotiation of lease start dates deferred due to COVID 157.5 Additional costs for cleaning and contracted services to maintain facilities 145.0 Reduced room rental revenues 29.9 Reduced facilities advertising revenue 2.2 334.6 Modified services to support the community during the COVID-19 recovery and reduce in- person contacts: Continue the expanded Seniors Without Walls services 37.5 Fees to use online forms for camps 10.0 47.5 2022 Recovery Funding for Community Services 873.2 Page 8-6 2022 Budget Community Services Community Services budget changes FTE $000's Starting Budget 62 11,014.7 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 102.6 Utilities and Heating Fuel - 75.2 Operating Materials - All - 15.9 Other Contracts - 65.8 Equipment Service Contracts - All - 1.0 Repair & Maintenance - All - 4.7 Revenue - All - (57.8) Leases Revenue - 103.9 Contributions to/from Reserves - 7.0 Other operating changes - 8.5 2021 COVID-19 net impacts - one-time adjustments, 2022 impacts are shown below - (707.6) - (380.8) 2021 Budget Approved Change - (380.8) Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates - 66.7 Adjustment to photocopier charges (corporate-wide adjustment) - (7.0) Yonge Street properties lease revenues net of expenses - (307.5) Department of National Defense lease finalized and not included in 2021 budget - (181.5) Other facilities lease adjustments - (43.4) Facilities expenditure adjustments - 7.8 IVY charging stations - 26.3 Mobile device app for ActiveNet - 6.0 Increased costs to hold annual special events offset by an increase in grant funding for Canada celebrations. - 3.5 Continue Saturday Night Fever on Yonge Steet as an annual event (funded by grants in 2021 only) - 23.0 Continue Cycle Aurora as an annual event - 4.0 Sports Dome utilities covered by user fees - (19.8) Various minor variances to expenditures and revenues - (7.7) - (429.7) Revised Budget Change - (810.5) Approved Net Budget 62 10,204.2 2021 Approved Budget 62 10,633.9 2022 Community Services 2022 Budget Page 8-7 Community Services needs to keep pace with growth Although COVID-19 will impact plans for 2022, Community Services continues to experience growth pressures affecting both operating and capital budgets. Aurora 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, User Fee Review and Sport Tourism Strategy. In 2022, Aurora will also update the Parks and Recreation Master Plan which will help guide the future of decisions for new recreation facilities. Where possible, partnerships will be considered to support recreation needs and to offset capital costs. 2022 capital budget Overview Community Services plans to spend $42.8 million in 2022 on capital projects of the total approved $68.1 million in Capital Budget Authority. This includes $5.2 million for rehab and replacement projects, $62.9 million for growth and new and $0.4 million studies and other. Capital programs The 2022 capital budget includes capital program approval for facilities rehab and replacement capital projects. These programs provide the Town the ﬂexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2022 capital cash ﬂow. The detailed list of projects in the program are included in Tab 17 - Rehab & Replacement Capital. The 10-year capital plan The 10-year capital plan includes $97.4 million in capital projects. The 10-year plan will invest $15.4 million in Rehab & Replacement capital which supports good asset management. This represents 16% of the 10-year plan. Growth & new projects represent 84% of the 10-year plan. This includes the $30.0 million to complete the Aurora Town Square project, $8.2 million for the new gym at the Stronach Aurora Recreation Complex and $42.8 million for a new recreation facility. 2022 capital budget authority Rehab & Replacement 4,828.8 5,152.0 323.2 1,026.5 1,631.7 2,205.4 288.4 Growth & New 62,920.3 62,944.3 24.0 5,887.2 16,520.3 40,376.8 160.0 Studies & Other 315.0 415.0 100.0 - 175.0 240.0 - Approved Budget 68,064.1 68,511.3 447.2 6,913.7 18,327.0 42,822.2 448.4 Capital Program Facilities R&R 4,495.2 4,750.9 255.7 741.0 1,602.3 2,119.2 288.4 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ Page 8-8 2022 Budget Community Services Key capital initiatives in 2022 The capital plan for Community Services supports a combination of refurbishing existing assets while developing new assets to meet the growing community. The 2022 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 2022 the maintenance on Town facilities includes lifecycle replacement projects identiﬁed through the Building Condition Assessments such as: Ice Plant equipment Window replacement and sealant repairs on various facilities Security systems replacement and enhancements Exterior repairs – Entrances and walkways Developing new assets Community Services develops new assets that support recreation and culture for the Town. The 2022 budget includes completing the construction of the Aurora Town Square, completion of the design for the SARC Gymnasium addition and completion of the Parks and Recreation Master Plan update. The results of the Parks and Recreation Master Plan, and other relevant studies, will guide the next steps for future asset development. 10-year capital plan 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 240.080.0-------105.0 Growth & New 40,376.8 275.0 12,984.0 10,100.0 10,050.0 7,650.0 50.0 50.0 - - Rehab & Replacement 2,205.4 2,505.7 2,697.8 1,123.5 2,787.2 1,550.9 1,278.8 675.0 375.0 150.0 Total 42,822.2 2,860.7 15,681.8 11,223.5 12,837.2 9,200.9 1,328.8 725.0 375.0 255.0 - 5,000.0 10,000.0 15,000.0 20,000.0 25,000.0 30,000.0 35,000.0 40,000.0 45,000.0($000s) A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. Community Services 2022 Budget Page 8-9 Page 8-10 2022 Budget Community Services Community Services initiatives Community: Continuation of Aurora Town Square construction with targeted completion date of Fall 2022 Ongoing implementation of the Hybrid Governance Model for Aurora Town Square Continuation of the Aurora Town Square fundraising campaign Creation of two murals in the downtown core Update the Parks and Recreation Master Plan Continued implementation of multi-year Museum Plan Completion of the Cultural Master Plan update and Public Art Master Plan Advance recommendations from the Sport Plan Consider results of the Outdoor Sports Field and Aquatics Feasibility studies to guide the decisions for new recreation facilities Design and tender construction for SARC Gymnasium project 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 offering programs such as Seniors Centre Without Walls and other modiﬁed programming, including unique community events and programming Continue to build innovative partnerships in all areas of programming with a focus on diversity and inclusion to ensure we reach the broadest segment of the Community 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 Implement procedures related to pricing programs and services and the ability to pay program based on the results of the review Continue to provide timely support to the public and internal staff regarding archival reference requests Continue to implement initiatives from the Parks and Recreation Master Plan. Community Services 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 Aurora Town Square features various sustainable design elements with respect to building massing, detailing, product selection and speciﬁcations, and energy management. 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 and continue to convert past physical museum exhibitions into online experiences. 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 refresh plan, continue with the Town Hall refresh project Page 8-12 2022 Budget Community Services AS APPROVED ON DECEMBER 14, 2021 Page 9-2 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 2022 Budget Page 9-3 Corporate Services operating budget by division Budget ($000's) Legal Services 1,736.5 1,934.1 Legislative Services 778.2 817.0 Elections 92.5 98.0 Human Resources 1,089.7 1,132.8 Information Technology 3,293.1 3,752.2 Bylaw Services 726.4 736.5 Animal Services 306.1 316.0 Access Aurora 946.3 938.2 Corporate Initiatives 498.4 533.4 Net Budget 9,467.4 10,258.2 Budget Change 790.8 2021 Approved Multi-Year Budget 10,051.8 Change to Multi-Year Budget 206.4 Permanent Full-Time Staffing (FTE): Opening Staffing 56.0 New 2.0 Conversion - Approved Staffing 58.0 2021 Approved Multi-Year Budget 58.0 Change to Multi-Year Budget - 20222021 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. Page 9-4 2022 Budget Corporate Services 2021 Accomplishments Launched Human Resources Information System (HRIS) June of 2021, ﬁrst module being time and attendance, talent management module planned to go live by year end Advanced Wellness Committee strategy/initiatives based on the four pillars of Physical and Mental Health, Life and Work to support employees working remotely Developed multi-year Diversity and Inclusion Strategy and Action Plan with eight goals identiﬁed in the strategy Finalized Customer Experience Plan, project team and implementation plan established Redeveloped Civil Ceremony Wedding program to offer a safe and compliant celebration of love Reviewed and updated Risk Management Policy Conﬁrmed both internet voting and paper ballot at polling stations as methods of voting for the 2022 Municipal Election Increased maturity of Project Management Office through continued staff training, development of tools and templates, establishing change management methodology and managing resources and delivery of the Enterprise and Transformational projects Modernized Noise Bylaw brought forward for enactment to better address changing community expectations Launched online Just-in-Time Parking Permits for overnight parking during the winter months with some limitations ensuring our winter maintenance program is not compromised Continued implementation of the Corporate Technology Strategic Plan including supporting the HRIS implementation and e-permitting for building permits, deployment of Office O365 and Microsoft Teams, a new telephony system, transitioned to Maximo Enterprise Asset Management (EAM) for Cities with initial module being used for ﬂeet management. Established the IT Governance Committee, engaged with the business units to better understand needs and improve collaboration. Conducted an IT customer satisfaction survey to benchmark performance and identify opportunities Developed a Facility Accessibility Design standard to improve accessibility at all Town facilities and public spaces Established a Corporate “Measure What Matters” performance framework with a one year pilot scheduled for 2022 Continued with Excellence Canada initiatives with Gold certiﬁcation submission on schedule for December of 2022 Corporate Services 2022 Budget Page 9-5 2022 operating budget Overview The operating budget for Corporate Services is approved to increase by $790,800 in 2022. The main drivers of the increase includes initiatives that support the Corporate Technology Strategic Plan which identiﬁed a signiﬁcant gap in technology business solutions and the need for additional resources to deliver on major projects planned in the near future. The approved 2022 budget includes one additional position to support IT and an articling student to support Legal Services. These increases support modernization and growth corporate wide. Changes to the multi-year budget The approved 2022 budget includes an increase of $206,400 compared to the multi-year budget approved last year. This increase includes a $144,000 salary and beneﬁts adjustment to reﬂect the latest staff complement including changes to staff and update to beneﬁts, an increase of $15,900 for increased insurance costs and savings of $12,000 on contracted services for the election. COVID-19 continues to have an impact in 2022 The COVID-19 pandemic continues to have an impact for IT. In 2020 and 2021, initiatives in the Corporate Technology Strategic Plan were brought forward and adjusted as needed to support the increased reliance on remote access to information and remote work for many office staff. This resulted in a pressure of $239,900 for software maintenance, licenses and telecommunications. These costs have been partially offset through $175,500 from the Safe Recovery Grant funding to help phase-in the advancement of these costs. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 8,733.3 9,655.3 10,436.7 10,452.8 11,728.8 Non-Tax Revenues (952.6) (907.0) (1,169.4) (985.4) (1,470.6) Net Tax Levy 7,780.7 8,748.3 9,267.3 9,467.4 10,258.2 % Tax Funded 89% 91% 89% 91% 87% Net Budget Change $ 967.6 519.0 200.1 790.8 % 12.4% 5.9% 2.2% 8.4% Approved Outlook $ 10,051.8 Change to Approved $ 206.4 *Net forecast as of August 31, 2021 Net Actual Results Page 9-6 2022 Budget Corporate Services Corporate Services budget changes FTE $000's Starting Budget 56 9,467.4 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 187.5 Net Revenue Changes - (18.5) Insurance Fees - 66.8 Contracts (including software annual maintenance) - 2.9 Courses & Seminars (including Corporate Courses) - 1.1 Consulting - (10.0) Other operating changes - 42.9 Subscription fees for HRIS deferred from 2021 - 115.0 2021 COVID-19 net impacts - one-time adjustments, 2022 impacts are shown below - (5.0) - 382.7 Maintaining Service Levels for Growth IT Positions (1) - Corporate Technology Strategic Plan Implementation 1 111.8 Legal Articling Student 1 90.0 2 201.8 2021 Budget Approved Changes 2 584.5 Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates - 144.0 Adjustment to photocopier charges (corporate-wide adjustment) - 8.5 Increase for insurance costs - 15.9 Legal Services increase to administrative fees, subscription costs and office equipment - (4.3) Elections savings on contracted services - (12.0) Access Aurora savings on postage and revenue adjustments - (8.0) Bylaw revenues adjustments to reflect latest trends offset by expenditure savings - (2.0) IT minor adjustments - (0.2) - Annual software licences to support IT Strategic Plan - 100.0 - Annual software maintenance to support IT Strategic Plan - 87.4 - Modernization of telecommunications - 52.5 - Less: Safe recovery grant funding - (175.5) - 206.4 Revised Budget Change 2 790.8 Approved Net Budget 58 10,258.2 2021 Approved Budget 58 10,051.8 2022 Advancement or adaptation of Corporate Technology Strategic Plan initiatives in 2020/1 to support remote access and work during the pandemic: Corporate Services 2022 Budget Page 9-7 Continuing the key priorities of the multi-year budget The 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. 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 Corporate 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 2022 Budget Corporate Services 2022 capital budget Overview Corporate Services plans to spend $2.4 million in 2022 on capital projects of the total approved $7.0 million in Capital Budget Authority. This includes $4.7 million for rehab and replacement projects, $1.8 million for growth and new projects and $0.6 million studies and other. The 10-year capital plan The 10-year capital plan includes $6.8 million in capital projects. The 10-year plan will invest $4.7 million in Rehab & Replacement capital which supports good asset management. This represents 67% of the 10-year plan. Most of the planned spending in 2022 is to support rehab and replacement projects in IT. 2022 capital budget authority Rehab & Replacement 4,150.9 4,685.9 535.0 2,235.1 988.7 1,327.2 134.9 Growth & New 1,385.9 1,760.9 375.0 689.5 300.7 770.7 - Studies & Other 495.0 560.0 65.0 102.8 130.9 323.3 3.0 Approved Budget 6,031.7 7,006.7 975.0 3,027.5 1,420.3 2,421.1 137.9 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 323.3 143.0 104.7 - 149.3 - - 44.0 - - Growth & New 770.7 190.0 450.6 100.0 - - - - - - Rehab & Replacement 1,327.2 831.9 483.0 382.0 284.0 260.2 233.5 240.0 250.0 260.0 Total 2,421.1 1,164.9 1,038.3 482.0 433.3 260.2 233.5 284.0 250.0 260.0 - 500.0 1,000.0 1,500.0 2,000.0 2,500.0 3,000.0($000s) Corporate Services 2022 Budget Page 9-9 Key capital initiatives in 2022 The capital plan for Corporate Services supports modernization and the customer experience. The 2022 budget includes the following key projects to support these initiatives: Continued implementation of the Corporate Technology Strategic Plan Projects identified for 2022 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. Page 9-10 2022 Budget Corporate Services Corporate Services initiatives Customer Corporate launch of Customer Experience Plan with a purpose of delivering exceptional and authentic customer experiences. Lead and coordinate the 2022 Municipal Election that is accessible for all Aurorans Continue to develop Corporate wide Risk Management Program by creating policies and procedures and increasing awareness through training Develop a Business Continuity Management Program and Disaster Recovery Plan Update multi-year Accessibility Plan in consultation with the Accessibility Advisory Committee Modernization Continue implementation of the Corporate Technology Strategic Plan to provide a better customer experience including launching Cityview portal and other digital services. Utilize our existing Records Management System, Laserﬁche for Contract Management Transition to Administrative Monetary Penalty System (AMPS) creating an effective and efficient enforcement framework that removes matters from the Courts Review and update Licensing and Regulatory Bylaw and Property Standards Bylaw Development of a Corporate Innovation platform People Expand Human Resources Information System (HRIS) Develop and Implement an Employee Engagement (EE) Action Plan based on EE Survey Results Development of a Human Resources Plan focused on career development and succession planning Implement Diversity and Inclusion Action Plan Continue planning for the Excellence Canada Go for Gold certiﬁcation with a goal of submitting in December of 2022 Corporate Services 2022 Budget Page 9-11 Page 9-12 2022 Budget Corporate Services Corporate Services 2022 Budget Page 9-13 The Corporate 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 Corporate 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 2022 Budget Corporate Services Corporate Services 2022 Budget Page 9-15 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 9-16 2022 Budget Corporate Services AS APPROVED ON DECEMBER 14, 2021 Page 10-2 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’s ﬁnancial goals. Internally, Finance provides strategic ﬁnancial advice to help the achieve both short and long-term goals. 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. The team performs analysis and makes recommendations that support the Fiscal Strategy. They also manage Aurora’s cash ﬂow and investments to align with reserve and investment strategies. Other responsibilities include grant management and playing a key supporting role in 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 collections relating to 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 Bylaw and Trade Treaties The table on the following page shows the breakdown of the budget for each Finance department division. Finance 2022 Budget Page 10-3 Finance operating budget by division 2021 Accomplishments In 2021, the Finance accomplishments include: Developed the Council approved long-term Fiscal Strategy and action plan to support the implementation Completed the development of the second generation asset management plan including service level measures for many of Aurora’s assets Updated the Development Charge Study and bylaw to meet changes to recent legislation Worked closely with the Project Management Office to streamline capital input and project prioritization Improved interim ﬁnancial reporting by adding an update on planned capital spending. Completed the requirements and issued the request for proposal for a new ﬁnancial system Implemented the payroll module of the new human resource information system Engaged a consultant to assist in the Procurement Modernization project and revised bylaw Worked with staff across departments to improve procurement forms and streamline the extension process Provided updates to Finance Advisory Committee and Council with updates the impact to Aurora of emerging legislation for property taxes Budget ($000's) Treasurer's Office 384.0 394.5 Financial Management 699.5 704.7 Financial Reporting and Revenues 618.5 671.3 Procurement Services 545.4 649.8 Net Budget 2,247.4 2,420.3 Budget Change 172.9 2021 Approved Multi-Year Budget 2,421.2 Change to Multi-Year Budget (0.9) Permanent Full-Time Staffing (FTE): Opening Staffing 21.0 New 1.0 Conversion - Approved Staffing 22.0 2021 Approved Multi-Year Budget 22.0 Change to Multi-Year Budget - 2021 2022 Page 10-4 2022 Budget Finance 2022 operating budget Overview The operating budget for Finance is approved to increase by $172,900 in 2022. The main driver of the increase relates to the addition of one position in procurement to support procurement modernization to provide better analysis, salary and beneﬁt adjustments for existing positions and bank charges for increased merchant fees from receiving credit card transactions. Changes to the multi-year budget The approved budget is $900 less than the budget approved last year for 2022. This decrease stems from increases to revenue for tax certiﬁcates, an reduction to photocopier charges and other minor savings in various accounts which more than offset the pressures from additional bank changes and salary and beneﬁt adjustments. 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 modernize and keep up with the pace of 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. In 2021 the procurement modernization project was underway. This project involved updating processes, training, procedures and the bylaw. This project will help procurement refocus on procurements where they can provide value and also in providing better support and advice to the organization. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 2,170.0 2,353.6 2,662.3 2,799.7 2,975.0 Non-Tax Revenues (457.9) (364.6) (565.4) (552.3) (554.6) Net Tax Levy 1,712.1 1,989.0 2,096.9 2,247.4 2,420.3 % Tax Funded 79% 85% 79% 80% 81% Net Budget Change $ 277.0 107.9 150.5 172.9 % 16.2% 5.4% 7.2% 7.7% Approved Outlook $ 2,421.2 Change to Approved $ (0.9) *Net forecast as of August 31, 2021 Net Actual Results Finance 2022 Budget Page 10-5 Finance budget changes FTE $000's Starting Budget 21 2,247.4 Budget Changes per 2021 Budget: Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 67.6 Revenue adjustments including tax and water certificate revenues - 13.0 Other minor operating changes - 2.3 - 82.9 Maintaining Service Levels for Growth Modernization of procurement including enhanced analytics - Procurement Analyst 1 90.9 1 90.9 2021 Budget Approved Change 1 173.8 Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates - 23.4 Adjustment to photocopier charges (corporate-wide adjustment) - (11.2) Increased revenue for tax certificates and property ownership changes - (15.9) Various other minor adjustments - (5.2) Bank charges increase for additional merchant fees for increased payments received by credit card - 8.0 - (0.9) Revised Budget Change 1 172.9 Approved Net Budget 22 2,420.3 2021 Approved Budget 22 2,421.2 2022 Page 10-6 2022 Budget Finance The Procurement team is seeking to add a Procurement Analyst to the team in 2022. This role will provide the capacity the team needs to 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. Finance is focusing more on policy development and providing strategic advice In 2022 Finance will continue to implement the actions identiﬁed in the ﬁscal strategy which includes developing ﬁnancial policy and analysis to support long-term ﬁnancial sustainability. The implementation of a new ﬁnancial system will also enable the department to spend less time on routine tasks and more time on analysis. This will result in improved reporting for internal management and supporting future Council decisions. 2022 capital budget Overview Finance plans to spend $3.5 million in 2022 on capital projects of the total approved $7.9 million in Capital Budget Authority. This includes $7.7 million for Rehab and replacement projects and $185,000 for studies and other. Finance is not seeking any changes to capital budget authority for their projects in 2022. The 10-year capital plan The 10-year capital plan includes $6.2 million in capital projects. The 10-year plan will invest $5.9 million in Rehab & Replacement capital which supports good asset management. This represents 96% of the 10-year plan. Key capital initiatives in 2022 The capital plan for Finance focuses on the replacement and modernization of existing assets. The 2022 budget includes the following key projects to support these initiatives: Financial system replacement In 2021 the Finance department completed the development of the requirements for a new ﬁnancial system and started the procurement process. The implementation of the ﬁnancial system is expected to start in 2022 and is expected to continue through 2023. 2022 capital budget authority Rehab & Replacement 7,686.8 7,686.8 - 2,634.4 454.8 3,430.2 1,167.5 Growth & New - - ----- Studies & Other 185.0 185.0 - - 159.3 25.7 - Approved Budget 7,871.8 7,871.8 - 2,634.4 614.0 3,455.9 1,167.5 * Includes all active project budgets, adjustments to project budgets and new budget commitments Capital Budget Authority Cash Flow Actuals to Dec/20 2021 Forecast 2022 2023+ Budget Change Capital Budget Authority* ($000s) 2022 BudgetPreviously Approved Budget Finance 2022 Budget Page 10-7 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. 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 25.7 125.0 - - - - 100.0 - - - Growth & New ---------- Rehab & Replacement 3,430.2 665.0 502.5 455.9 233.0 238.1 243.3 200.0 - - Total 3,455.9 790.0 502.5 455.9 233.0 238.1 343.3 200.0 - - - 500.0 1,000.0 1,500.0 2,000.0 2,500.0 3,000.0 3,500.0 4,000.0($000s) Page 10-8 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 Continue to expand the uptake of email billing for water accounts Modernization Implement integrated ﬁnancial systems which will automate processes within Finance and create capacity within the department to do improved analysis and create better reporting tools Implement new procurement bylaw and protocols to ensure the procurement process and bylaw adapt to changing legislation and provide a fair and competitive process for procuring goods and services effectively Implement the actions identiﬁed in the Fiscal Strategy Development of a clear development charge administration process Ongoing review of procurement forms to streamline processes People Develop a ﬁnancial management policy and training program that ensures non-ﬁnancial staff have the tools and the know-how to manage their budgets and ﬁnancial transactions Develop a procurement training program that aligns with the outcome of the procurement modernization project Other—Legislated Continue with the next phases of the second generation asset management plan legislative requirements and operationalize the plan for future asset management budget planning Development of a Community Beneﬁt Charge study and bylaw Address any Legislative initiatives for property taxes, including the optional small business subclass Finance 2022 Budget Page 10-9 Page 10-10 2022 Budget Finance Finance 2022 Budget Page 10-11 Page 10-12 2022 Budget Finance AS APPROVED ON DECEMBER 14, 2021 Page 11-2 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 Rehab and replacement forecast. The division manages and administers multiple operational contracts associated with winter road and sidewalk maintenance, curb and sidewalk Rehab 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 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 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 302.0 308.8 Fleet & Equipment 900.1 903.9 Snow Management 1,730.2 1,725.1 Road Network Operations 2,707.4 2,730.6 Parks & Open Spaces 2,819.7 3,040.6 Waste Management 2,569.7 2,521.3 Net Budget - Tax Levy 11,029.0 11,230.3 Budget Change 201.3 2021 Approved Multi-Year Budget 11,511.3 Change to Multi-Year Budget (281.0) User Rate-Funded Budget ($000's) Water 11,526.7 11,437.5 Wastewater 14,307.5 14,514.9 Stormwater 2,519.2 3,410.3 Net Budget - Rate Revenue 28,353.4 29,362.7 Budget Change 1,009.4 2021 Approved Multi-Year Budget 29,761.1 Change to Multi-Year Budget (398.3) Permanent Full-Time Staffing (FTE): Opening Staffing 55.0 New 1.0 Conversion - Approved Staffing 56.0 2021 Approved Multi-Year Budget 56.0 Change to Multi-Year Budget - 2021 2022 Page 11-4 2022 Budget Operational Services 2022 operating budget Overview The operating budget for Operational Services is approved to increase by $201,300 in 2022. The main drivers of the increase are salaries and beneﬁts, growth driven increases in recycling and the addition of one full-time parks operator. The Operational Services budget also includes increases for the cost of purchased water and wastewater services from York Region. However these costs are fully offset from user rates charged for these services. 2021 Accomplishments In 2021, the Operational Services accomplishments include: Kwik Copy Trail Emerald Ash Borer (EAB) Hallmark Park started construction of new baseball diamonds Phase design on David Tomlinson Nature Reserve Encroachment By-law Implementation of the three-bag limit for solid waste Initiated the Backﬂow Prevention Program (BFPP) Introduction of Green Fleet Strategy Completed our inventory of curbs, sidewalks and catch basins Inventoried all street lights Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 38,495.2 40,346.0 41,308.3 41,413.9 42,273.6 Non-Tax Revenues (27,941.8) (30,113.5) (30,583.4) (30,384.9) (31,043.3) Net Tax Levy 10,553.4 10,232.4 10,724.9 11,029.0 11,230.3 % Tax Funded 27% 25% 26% 27% 27% Net Budget Change $ (321.0) 492.5 304.1 201.3 % (3.0%) 4.8% 2.8% 1.8% Approved Outlook $ 11,511.3 Change to Approved $ (281.0) *Net forecast as of August 31, 2021 Net Actual Results Operational Services 2022 Budget Page 11-5 Operational Services tax-funded budget changes FTE $000's Starting Budget 55 11,029.1 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 115.3 Garbage Contract Changes - 130.1 Waste collection recycling contracts - (11.0) Parks building repairs and maintenance - 59.0 Operating Materials Increase - 11.3 Winter Maintenance Contract Increase - 22.4 Utilities - 20.0 Streetlight Contract - 10.0 Fuel Increase - 5.0 Minor adjustments to revenues - 0.6 Minor variances to expenditures under $1000 - (1.3) - 361.4 Maintaining Service Levels for Growth Recycling Contract 37.8 Parks Operator - Full Time 1 83.0 1 120.8 2021 Budget Approved Changes 1 482.3 Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates - (20.8) Adjustment to photocopier charges (corporate-wide adjustment) - 6.1 Expected savings for three-bag garbage limit in combination with the implementation of a bag tag program - (225.0) Address one-time backlog of sidewalk inspections and maintenance - 100.0 Contribution from reserve for one-time management of sidewalk maintenance backlog - (100.0) Savings on new roads winter maintenance contract (49.1) Adjustment to correct budget for parks facilities cleaning and repairs - (42.0) Increase in parks revenues for tree permits and access agreements - (14.5) Fleet recovery from water and wastewater - (16.0) Reduction of contracts for management consulting services - (10.0) Increase to reserve contribution to match parks revenues for development related fees 42.3 Increase to shrub bed maintenance for the addition of a boulevard and entry feature 28.0 Increased costs for recycling collections - 14.0 Various minor adjustments to revenues and expenditures $5,000 or less - 6.0 - (281.0) Revised Budget Change 1 201.2 Approved Net Budget 56 11,230.3 2021 Approved Budget 56 11,511.3 2022 Page 11-6 2022 Budget Operational Services Changes to the multi-year tax-funded budget The approved 2022 budget is $281,000 less than the multi-year budget approved last year. The main reason for this decrease is the enforcement for the three-bag limit for garbage collection and implementation of a bag tag program. This program includes both cost savings from the reduced amount of garbage collected and the costs and revenues to run the bag tag program. In 2022 this program is expected to save the Town $225,000. Savings of $49,100 were also realized on the new winter roads maintenance contract by no longer requiring the vendor to provide new trucks at the start of the contract. The budget also includes additional funding to manage backlog of sidewalk repairs of $100,000 which is funded from reserve. 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 approved budget decreases by $398,300 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. Operational Services budget changes—rate funded budget $000s 2022 Starting Budget - Rate Revenue 28,353.4 Salary & Wages including COLA, step increases and other approved staffing actions 33.4 Wholesale Water and Treatment - York Region 691.9 Revenue for Ownership Change Fees (20.0) Adjustment to cost reallocations/overhead 47.2 Adjustment to correct billing volume for storm water rates 439.8 Contributions to Reserve (50.0) Inflationary pressures on maintenance contracts 257.4 Other miscellaneous base pressures 8.1 2021 Budget Approved Changes 1,407.7 Changes to Multi-Year Budget: Net decrease in wholesale water and wastewater costs from York Region from forgoing the 2021 increase of 2.9% and increasing 2022 rates to 3.3%(459.6) Savings on internal equipment rental (13.7) Increase in corporate overhead and billing and administration 75.0 (398.3) Revised Budget Change 1,009.4 Approved Net Budget 29,362.8 2021 Approved Budget 29,761.1 Operational Services 2022 Budget Page 11-7 Water, wastewater and stormwater 2022 budget Budget Forecast* Change Outlook Budget Change Water 7,388.6 7,606.1 217.5 7,575.7 7,272.8 (302.9) Aurora Costs: Operations & Maint. 877.2 962.1 84.9 874.8 862.8 (12.0) Billing & Admin 1,417.9 1,214.0 (203.9) 1,394.9 1,398.1 3.1 Corporate Overhead 784.9 784.9 0.0 871.4 865.8 (5.6) Reserve Contribution 1,700.0 1,749.3 49.4 1,700.0 1,700.0 - Revenues & Recoveries (641.9) (756.0) (114.1) (661.9) (661.9) - 11,526.7 11,560.5 33.8 11,754.9 11,437.5 (317.4) Wastewater 10,739.1 10,989.0 249.9 11,243.9 11,087.2 (156.7) Aurora Costs: Operations & Maint. 1,233.9 1,122.2 (111.7) 1,271.6 1,269.8 (1.7) Billing & Admin 261.4 261.4 - 261.4 261.4 - Corporate Overhead 613.1 613.1 - 633.2 710.7 77.5 Reserve Contribution 1,550.0 1,681.4 131.4 1,300.0 1,300.0 - Revenues & Recoveries (90.0) (77.4) 12.6 (114.3) (114.3) - 14,307.5 14,589.7 282.2 14,595.8 14,514.9 (80.9) Stormwater ------ Aurora Costs: Operations & Maint. 1,016.4 1,253.5 237.2 1,266.5 1,266.5 - Billing & Admin 105.4 105.4 - 105.4 105.4 - Corporate Overhead 38.2 38.2 - 39.5 39.5 - Reserve Contribution 1,360.2 1,381.0 20.8 2,000.0 2,000.0 - Revenues & Recoveries (1.0) (162.3) (161.3) (1.0) (1.0) - 2,519.2 2,615.8 96.6 3,410.3 3,410.3 - Total Rate Budget 18,127.7 18,595.2 467.5 18,819.6 18,360.0 (459.6) Aurora Costs: Operations & Maint. 3,127.5 3,337.8 210.4 3,412.8 3,399.1 (13.7) Billing & Admin 1,784.7 1,580.8 (203.9) 1,761.7 1,764.9 3.1 Corporate Overhead 1,436.2 1,436.2 0.0 1,544.1 1,616.0 71.9 Reserve Contribution 4,610.2 4,811.8 201.6 5,000.0 5,000.0 - Revenues & Recoveries (732.9) (995.7) (262.9) (777.2) (777.2) - 28,353.4 28,766.0 412.6 29,761.1 29,362.7 (398.3) 1,407.7 1,009.4 (398.3) * Forecast as of August 31, 2021: The forecast surplus is reflected in the reserve contribution Stormwater Revenue York Region: Wholesale Cost Approved Rate Budget Budget Change Water Revenue York Region: Wholesale Cost Wastewater Revenue York Region: Wholesale Cost $000's 2021 2022 York Region: Wholesale Cost Page 11-8 2022 Budget Operational Services This decrease is a result of York Region forgoing their planned increase of 2.9 percent in 2021. However, in Regional Council approved an increase of 3.3 percent for 2022 compared to the increase of 2.9 percent which was included in the multi-year budget last year. This results in an overall savings of $459,600 which is partially offset by an increase for overhead to rate funded services. Continuing the key priorities of the multi-year budget The 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 and railing 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. 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. Staff are prioritizing efforts on high-risk properties for compliance. Backﬂow prevention ensures that water on private property does not get returned to the public water system. This program focuses on maintaining 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 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. In addition, the Town is replacing all older water meters which newer ones which detect a lower ﬂow and staff are considering additional programs such as ﬂow monitoring 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. 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 Operational Services 2022 Budget Page 11-9 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. 2022 capital budget Overview Operational Services plans to spend $12.7 million in 2022 on capital projects of the total approved $37.4 million in Capital Budget Authority. This includes $14.7 million for Rehab and replacement projects, $22.5 million for growth and new projects and $0.2 million studies and other. Capital programs The 2022 capital budget includes capital program approval for ﬂeet Rehab and replacement capital projects. These programs provide the Town the ﬂexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2022 capital cash ﬂow. The detailed list of projects in the program are included in Tab 17 - Rehab & Replacement Capital. 2022 capital budget authority Rehab & Replacement 13,024.2 14,724.2 1,700.0 8,227.0 1,908.6 3,521.2 1,067.4 Growth & New 19,535.0 22,481.0 2,946.0 7,401.5 3,488.0 9,066.5 2,525.0 Studies & Other 212.4 212.4 0.0 114.3 20.0 78.1 - Approved Budget 32,771.6 37,417.6 4,646.0 15,742.9 5,416.6 12,665.7 3,592.4 Capital Program Fleet R&R 705.0 1,155.0 450.0 - 705.0 450.0 - * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ Page 11-10 2022 Budget Operational Services The 10-year capital plan The 10-year capital plan includes $49.2 million in capital projects. The 10-year plan will invest $20.9 million in Rehab & Replacement capital which supports good asset management. This represents 42% of the 10-year plan. Key capital initiatives in 2022 The capital plan for Operational Services supports a combination of refurbishing existing assets while developing new assets to meet the growing community. The 2022 budget includes the following key projects to support these initiatives: Wildlife Park-Phase 2 Continued implementation of the Wildlife Park Master Plan. The ﬁnal phase of construction will occur in 2022 including the wetland component, additional trails/boardwalk and interpretive signage. Emerald Ash Borer Implementation of a long-term 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. 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 78.1 115.0 - - 57.1 - - - - - Growth & New 9,066.5 8,673.9 3,850.8 211.0 1,589.7 96.0 96.0 96.0 2,669.7 1,637.1 Rehab & Replacement 3,521.2 2,386.3 789.7 1,149.0 4,997.4 1,810.3 990.3 1,974.7 2,180.7 1,134.0 Total 12,665.7 11,175.2 4,640.5 1,360.0 6,644.2 1,906.3 1,086.3 2,070.7 4,850.4 2,771.1 - 2,000.0 4,000.0 6,000.0 8,000.0 10,000.0 12,000.0 14,000.0($000s) Operational Services 2022 Budget Page 11-11 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 Crescent, 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 Authority (LSRCA), where the conservation authority will conduct an in depth inspection and evaluation of all 64 storm water management facilities within the Town. Work in 2021 included the implementation of 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. This work will continue in 2022. Fire Station 4-5 The construction of Fire Station 4-5 which started on May 20, 2020 is anticipated to be complete in the spring of 2022. The rough grading and service connections are completed and the foundation work is in progress. Sidewalk repairs and restoration The Town has completed a detailed inspection of all sidewalks. This revealed the need to address an outstanding backlog of repairs. The work for these repairs is included in the 2022 operating budget and is offset by a draw from reserve to manage this one-time increase for the backlog. Page 11-12 2022 Budget Operational Services Operational Services initiatives Community: Ongoing trail construction (Joseph Hartman, Mattamy, Degraff) Non Program Park Construction Fire Station 4-5 Completion Phase 2 construction of David Tomlinson Wildlife Reserve Implement Dog Waste Pilot Program Hallmark Land Ball diamonds completion and opening Resurfacing of McKenzie Marsh Boardwalk Customer Implementation of Bag Tag program Continuation of Backﬂow Prevention Program (BFPP) Update road occupancy permit website and By-law Low Impact Development (LID) Maintenance Infrastructure maintenance (sidewalk, curbs, retaining walls, catch basins and storm water repairs) Modernization CCTV infrastructure Inspection Program continues Green Fleet strategy implementation Urban Forestry Study Update initiated Implementation of GPS tracking in all Operation vehicles Operational Services 2022 Budget Page 11-13 Page 11-14 2022 Budget Operational Services Operational Services 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. The Town of Aurora continues to grow and the number of trees in the urban forest 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 20,284 23,820 25,130 0 5,000 10,000 15,000 20,000 25,000 30,000 2016 2018 2020 Number of Street Trees Page 11-16 2022 Budget Operational Services AS APPROVED ON DECEMBER 14, 2021 Page 12-2 2022 Budget Planning and Development Services PLANNING AND 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 and Development Services provides professional planning advice to Council, Town departments, the public and Council endorsed committees on a variety of planning, engineering and land use 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 delivers its activities and support to internal and external clients through four divisions: Development Planning, Policy Planning & Economic Development, Engineering & Capital Delivery and Building. Planning and Development Services organization Planning and Development Services is comprised of four multi-disciplinary divisions each headed by a manager who reports directly to the Director, Planning and 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 and liaising with the BIA. 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 and Development Services 2022 Budget Page 12-3 Planning and Development Services operating budget 2021 Accomplishments In 2021, the Planning and Development Services accomplishments include: Re-established the Aurora BIA, updated the BIA by-law, facilitated an election for additional directors, established a marketing committee and developed joint initiatives to improve member communication, events and marketing of the area Developed and launched and open-air urban public space in Downtown Aurora with the assistance of other Town departments and partners Completed the Community Energy Plan Development Planning completed a review of Development Planning Application Processes which identiﬁed opportunities for efficiencies and provided recommendations to streamline work and improve service delivery including implementation of a new development fee schedule Completed the implementation of Electronic Plan Review for Building Permit applications Building completed a review of its permitting process which identiﬁed opportunities for efficiencies and provided recommendations to streamline work and improve service delivery Budget ($000's) Development Planning (420.6) (576.5) Policy Planning & Economic Development 733.4 726.8 Engineering & Capital Delivery 514.0 627.7 Building 629.4 443.5 Contribution to/from Building Reserve (629.4) (443.5) Net Budget 826.8 778.0 Budget Change (48.8) 2021 Approved Multi-Year Budget 789.4 Change to Multi-Year Budget (11.5) Permanent Full-Time Staffing (FTE): Opening Staffing 44.0 New 1.0 Conversion - Approved Staffing 45.0 2021 Approved Multi-Year Budget 45.0 Change to Multi-Year Budget - 2021 2022 Page 12-4 2022 Budget Planning and Development Services 2022 operating budget Overview The operating budget for Planning and Development Services is approved to decrease by $48,800 in 2022. The main driver of the decrease relates to revenues returning to a more normal level after they were decreased because of COVID-19 in 2021, an update of planning application revenues from the latest fee policies and these are offset partially one additional staff to provide administrative support to the Engineering division. Changes to the multi-year budget The multi-year budget is approved to decrease by $11,500 compared to the budget approved in the 2021 budget after restatements. The changes include increases to the planned revenue for planning and engineering of $26,400, savings of $42,800 to remove the Business Improvement Area (BIA) payment which was duplicated in the 2022 Budget and these savings are partially offset by $68,700 in salary and beneﬁt adjustments to reﬂect the latest staffing complement and reﬂect any recent staffing changes. Continuing the key priorities of the multi-year budget The 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. 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. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 5,111.9 4,939.9 6,478.2 6,032.1 6,337.1 Non-Tax Revenues (4,516.4) (4,837.8) (6,240.5) (5,205.3) (5,559.1) Net Tax Levy 595.5 102.0 237.7 826.8 778.0 % Tax Funded 12% 2% 4% 14% 12% Net Budget Change $ (493.4) 135.7 589.1 (48.8) % (82.9%) 132.9% 247.8% (5.9%) Approved Outlook $ 789.4 Change to Approved $ (11.5) *Net forecast as of August 31, 2021 Net Actual Results Planning and Development Services 2022 Budget Page 12-5 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 and Development Services budget changes FTE $000's Starting Budget 44 826.8 Base Salaries & Benefits including COLA, step increases and other approved staffing actions - 81.0 Contracts - 0.8 Consulting - 0.1 Development application revenues - (47.9) Engineering fee revenues - (51.0) Other revenues - (30.3) Other operating changes - 5.7 2021 COVID-19 net impacts - one-time adjustments, 2022 impacts are shown below - (70.7) - (112.3) Maintaining Service Levels for Growth Administrative Assistant - Engineering Department 1 75.0 1 75.0 2021 Budget Approved Change 1 (37.3) Changes to Multi-Year Budget: Salary & Benefits adjustment for staffing changes and revised benefits rates less recovery from user rates - 68.7 Adjustment to photocopier charges (corporate-wide adjustment) - (4.6) Reduction for the duplication of BIA payment - (42.8) Planning and engineering revenues adjustments to reflect trends and latest fee policies - (26.4) Minor various expenditure adjustments/savings - (6.4) -(11.5) Revised Budget Change 1 (48.8) Approved Net Budget 45 778.0 2021 Approved Budget 45 789.4 2022 Page 12-6 2022 Budget Planning and Development Services Planning and Development Services 2022 Budget Page 12-7 2022 capital budget Overview Planning and Development Services plans to spend $19.0 million in 2022 on capital projects of the total approved $59.6 million in Capital Budget Authority. This includes $45.4 million for Rehab and replacement projects, $12.3 million for growth and new projects and $1.9 million studies and other. Capital programs The 2022 capital budget includes capital program approval for roads and sewer Rehab and replacement capital projects. These programs provide the Town the ﬂexibility to move funding between projects while not exceeding the capital budget authority for the capital program and the planned 2022 capital cash ﬂow. The detailed list of projects in the program are included in Tab 17 - Rehab & Replacement Capital. The 10-year capital plan The 10-year capital plan includes $133.7 million in capital projects. The 10-year plan will invest $108.6 million in Rehab & Replacement capital which supports good asset management. This represents 81% of the 10-year plan. 2022 capital budget authority Rehab & Replacement 38,642.3 45,431.8 6,789.5 20,831.8 6,281.0 17,909.9 409.1 Growth & New 12,130.4 12,254.9 124.5 8,294.6 3,372.2 588.2 - Studies & Other 1,875.4 1,875.4 - 915.4 392.0 470.4 97.6 Approved Budget 52,648.1 59,562.1 6,914.0 30,041.8 10,045.2 18,968.5 506.7 Capital Programs Roads R&R 31,981.0 38,020.5 6,039.5 19,991.9 5,236.9 12,791.7 - Storm Sewer R&R 6,263.6 6,413.6 150.0 693.3 1,044.0 4,267.2 409.1 * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 2023+ Page 12-8 2022 Budget Planning and Development Services Key capital initiatives in 2022 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 2022 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 plan 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. The location of the projects is included on the map on the following page. Creek rehabilitation and ﬂood control program Planning and 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 broarder watershed management strategies. 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other 470.4 522.6 200.0 200.0 150.0 125.0 100.0 - - - Growth & New 588.2 523.0 2,000.0 8,236.0 - 3,041.9 - 200.0 - 8,700.0 Rehab & Replacement 17,909.9 11,460.8 11,059.3 6,158.8 9,062.6 6,933.5 13,064.5 13,985.1 9,342.7 9,664.0 Total 18,968.5 12,506.4 13,259.3 14,594.8 9,212.6 10,100.4 13,164.5 14,185.1 9,342.7 18,364.0 - 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 20,000.0($000s) Planning and Development Services 2022 Budget Page 12-9 Projects with 2022 Capital Budget Authority Page 12-10 2022 Budget Planning and Development Services Planning and Development Services 2022 Budget Page 12-11 Page 12-12 2022 Budget Planning and Development Services Planning and 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 Initiate the Review the Aurora Promenade Secondary Plan and the Community Improvement Plan including the development of a Community Permit Plan Advance the Town of Aurora Green Development & Design Standards study Advance the comprehensive review of the Town’s Municipal Heritage Registry and identify those properties worthy of designation under the Ontario Heritage Act Initiate the Town’s Active Transportation Master Plan Undertake a review of the Town’s Sign By-law to identify necessary changes to keep up with new sign technology and align with the Town’s Comprehensive Zoning By-Law. Modernization Implement the recommendations of the Town’s development approvals process review 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 Implement the recommendations of the fee review study of planning applications in order to maximize cost recovery with stakeholder interests, affordability and competitiveness Leverage 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 AS APPROVED ON DECEMBER 14, 2021 Page 13-2 2022 Budget Corporate Revenues and 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. 2022 operating budget The operating budget for Corporate Revenues & Expenditures is approved to increase by $1.4 million in 2022. The main driver of the increase relates to moving the use of the COVID-19 grant funding from this budget into the departmental budgets to match the grant funding to each eligible cost or revenue pressure. These adjustments have resulted in a reduced planned draw from reserves (or an increase to the net budget) of $877,200 for Corporate Revenues & Expenditures. The other signiﬁcant item is the one percent for ﬁscal strategy which contributes additional funds to capital reserves of $539,800 and further reduces reliance on supplementary taxes by $50,000. Changes to the multi-year budget The approved budget for 2022 is $132,900 less than the multi-year budget approved for 2022 last year. The changes include updating a draw of $63,600 from Tax Stabilization to manage delayed assessment growth, the cost recovery from user rate funded services of $21,800, reducing the in- year tax adjustments by the $20,000 planned increase for 2022 as the reassessment has been delayed due to COVID-19 and reducing the $19,100 multi-year contingency to $0 as it was used to mitigate pressures corporate-wide. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 11,226.4 11,112.3 11,381.9 8,384.0 9,132.8 Non-Tax Revenues (10,577.6) (9,285.4) (11,137.3) (8,727.7) (8,090.5) Net Tax Levy 648.8 1,826.9 244.6 (343.7) 1,042.3 % Tax Funded 6% 16% 2% (4%) 11% Net Budget Change $ 1,178.1 (1,582.3) (588.3) 1,386.0 % 181.6% (86.6%) (240.5%) (403.3%) Approved Outlook $ 1,175.2 Change to Approved $ (132.9) *Net forecast as of August 31, 2021 Net Actual Results Corporate Revenues and Expenditures 2022 Budget Page 13-3 Corporate Revenues and Expenditures 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. These revenues can ﬂuctuate based on the amount of outstanding tax bills which also includes past due water account balances which are moved to the tax account. In 2022 the budget for penalties on taxes remains the same as 2021. Supplementary Tax revenues are one-time property taxes arising from 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. Business Improvement Area (BIA) Board for the Town of Aurora was approved by Council in 2019. This board is 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. Council then approves a bylaw authorizing the special area tax levy. These collected revenues are then paid to the BIA board. The budget included for 2022 is a placeholder until it is conﬁrmed and approved by the BIA board and brought forward to Council for 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 Page 13-4 2022 Budget Corporate Revenues and Expenditures Corporate Revenues and Expenditures budget elements Gross Net Gross Net Gross Net $ % Supplementary and Other Tax Items: Penalties on Taxes - (1,395.3) - (1,395.3) - (1,395.3) - - Supplementary Taxes 325.0 (275.0) 325.0 (225.0) 325.0 (225.0) - - Payments in Lieu of Tax - (355.0) - (362.1) - (362.1) - - Business Improvement Area Levy - (42.0) - (42.8) - (42.8) - - In-Year Tax Adjustments 280.0 280.0 300.0 300.0 280.0 280.0 (20.0) (6.7%) 605.0 (1,787.3) 625.0 (1,725.2) 605.0 (1,745.2) (20.0) 1.2% Grants: Canada Community Building Fund 1,694.6 - 1,694.6 - 1,694.6 - - - Ontario Community Infrastructure Funding 1,101.1 - 1,101.1 - 1,101.1 - - - 2,795.7 - 2,795.7 - 2,795.7 - - - Contributions to/from Reserve: Cash-to-Capital 5,960.8 5,960.8 6,500.6 6,500.6 6,500.6 6,500.6 - - Tax Stabilization - (877.2) - - - (63.6) (63.6) (100.0%) Environmental Initiatives Reserve 20.0 20.0 20.0 20.0 20.0 20.0 - - Economic Initiatives Reserve 1.0 1.0 1.0 1.0 1.0 1.0 - - Retiree Benefits -- -- WSIB 105.0 - 105.0 - 105.0 - - - 6,086.8 5,104.6 6,626.6 6,521.6 6,626.6 6,458.0 (63.6) (1.0%) Financial Items: Investment Income - (1,600.0) - (1,600.0) - (1,600.0) - - Debt Payments (DC Funded) 956.5 - 1,184.4 - 1,175.0 - - - Tax Funded Debt 510.0 510.0 510.0 510.0 510.0 510.0 - - Internal Debt -------- Audit Fees -------- Leases -(1.0) -(1.0) -(1.0) - - 1,466.5 (1,091.0) 1,694.4 (1,091.0) 1,685.0 (1,091.0) - - Contingencies and Other: Council Contingency 10.0 10.0 10.0 10.0 10.0 10.0 - - Multi-Year Budget Contingency - - 19.1 19.1 - - (19.1) (100.0%) Salary & Benefits Adjustments (400.0) (400.0) (176.1) (176.1) (184.6) (184.6) (8.5) 4.8% Cost Recovery from Water & Building Services (2,180.0) (2,180.0) (2,383.1) (2,383.1) (2,404.9) (2,404.9) (21.8) 0.9% (2,570.0) (2,570.0) (2,530.2) (2,530.2) (2,579.5) (2,579.5) (49.3) 1.9% Total 8,384.0 (343.7) 9,211.5 1,175.2 9,132.8 1,042.3 (132.9) (11.3%) 2022 Budget$000's 2021 2022 Outlook Net Change Corporate Revenues and Expenditures 2022 Budget Page 13-5 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 reserves or operating budget expenditure. The two most common grants are the Canada Community Building Fund and Ontario Community Infrastructure Funding. Canada Community Building Fund (formerly known as Federal Gas Tax) was initiated in 2006. The Town expects the funding to remain the same as the base amount received 2020. When these funds are received they are contributed to reserve to be subsequently used in the capital budget to pay for infrastructure Rehab 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 Rehab 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 budgeted contributions to and from reserves. The major contributions to/from reserves captured under this element include the cash-to-capital, tax rate stabilization, as well as the annual contribution to the Green Initiatives and draw from the WSIB reserves. Cash-to-Capital reserve contributions are used to fund capital projects including Rehab and replacement and new capital. These contributions are essential for ensuring the affordability of the capital plan. In September 2021 the ﬁndings of the ﬁrst phase of the second generation asset management plan were presented to General Committee which indicated that contributions need to increase in the future. This budget plans to maintain the increase that was included in the 2021 budget for 2022. More work is to come on asset management and reserve management through further developing the next two phases of the second generation asset management plan and the strategic actions of the ﬁscal strategy to provide a foundation for the long-term capital funding needs. Tax Rate 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. The draw of $63,600 in 2022 is used to manage the delay in assessment growth related to items which were forecasted to be completed in 2021 which would have achieved an assessment growth increase of 1.2 percent. Green Initiatives contributions to reserve remain at $20,000 for all years. Page 13-6 2022 Budget Corporate Revenues and Expenditures Workplace Safety and Insurance Board (WSIB) includes all costs relating to delivery of the WSIB program. Any WSIB costs incurred each year are offset through a draw from the WSIB reserve which is replenished directly through a payroll contribution appearing under each department as part of their beneﬁts costs. The Town of Aurora is a ‘Schedule 2 Employer’ which simply means that the Town pays for all of the costs incurred through the WSIB. Historically, third party insurance has been purchased to mitigate its higher risk claim costs. In 2021 Aurora decided to move to self-insure high risk claims based upon a review of the signiﬁcantly increasing insurance premium costs, claim history and all associated risks. The premium savings will remain in the WSIB reserve to settle future potential claims. The balance of the reserve will be maintained at a larger balance to further mitigate the risks of self-insuring higher risk claims. 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 (Development Charge Funded) reﬂect the carrying costs, principal and interest, which are fully offset by development charge reserve draws. The debt currently outstanding are for three capital investments: Stronach Aurora Recreation Complex with a budgeted annual debt repayment amount of $320,000 per year Joint Operations Centre with a budgeted annual repayment amount of $636,000 per year Hallmark Baseball Diamonds with a budgeted annual repayment amount of $218,500 per year. Tax Funded Debt is for the construction of Aurora Town Square. The total budget of $510,000 is included arising from two 0.5 percent increases to the levy in 2020 and 2021. The Town is currently using a construction line of credit to manage the construction costs for this project as only the funded needed can be drawn. Once the project is complete this debt must be converted to a variable capital loan for up to ﬁve years followed by a long-term debenture or can be converted directly into a long-term debenture. This decision will be made based on the best investment rates of return available and the interest rate forecast in 2022. While the construction line of credit is in use, all arising interest costs are funded out of this budget and any excesses funds remaining at year end are contributed to the facilities rehab and replacement reserve. The debt repayment costs relating to the Aurora Sports Dome are included in the Community Services budget as they are fully recovered from the Dome’s user fee rates. Corporate Revenues and Expenditures 2022 Budget Page 13-7 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 corporate-wide gapping assumptions. Gapping includes the six-month delayed start for new positions. In 2022 this includes ﬁve new positions which is three less than the number of new positions in the 2021 budget. The departmental budgets include a further $150,000 in gapping for normal staffing changes including vacancies during recruitment. Based on previous years trends, $50,000 in additional gapping for normal staffing changes has been added to this item in Corporate Revenues and Expenditures. 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. Page 13-8 2022 Budget Corporate Revenues and Expenditures AS APPROVED ON DECEMBER 14, 2021 Page 14-2 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. 2022 operating budget Overview The operating budget for Aurora’s share of Central York Fire Services is approved to increase by $333,300 in 2022. The main driver of the increase relates to salaries and beneﬁts increases, inﬂationary pressures and the share of the cost for Aurora. Operating ﬁnancial summary $000's 2021 2021 Budget 2019 2020 Net Fcst* Budget 2022 Expenditures 11,188.1 11,749.3 11,961.6 11,961.6 12,294.9 Non-Tax Revenues - - - - - Net Tax Levy 11,188.1 11,749.3 11,961.6 11,961.6 12,294.9 % Tax Funded 100% 100% 100% 100% 100% Net Budget Change $ 561.2 212.3 - 333.3 % 5.0% 1.8% 2.8% Approved Outlook $ 12,257.5 Change to Approved $ 37.4 *Net forecast as of August 31, 2021 Net Actual Results Central York Fire Services operating budget overview Budget ($000's) Aurora's Share - Central York Fire Services 11,955.6 12,294.9 Snow Clearing 6.0 - Net Budget 11,961.6 12,294.9 Budget Change 333.3 2021 Approved Multi-Year Budget 12,257.5 Change to Multi-Year Budget 37.4 2021 2022 Central York Fire Services 2022 Budget Page 14-3 Changes to the multi-year budget The approved budget for 2022 has increased by $37,400 over the budget presented last year. The increase is due to the shift in the share of the cost for ﬁre services from the Town of Newmarket to the Town of Aurora. The share increased from 41.42 percent to 41.62 percent which equals $59,100. This was partially offset by savings in the Central York Fire Services budget of $40,000 which translates into $17,000 for Aurora and a further reduction for removing the $6,000 for snow clearing which is managed through Operational Services. 2022 capital budget Overview Central York Fire Services plans to spend $2.9 million in 2022 on capital projects of the total approved $14.2 million in Capital Budget Authority. All of the capital for ﬁre services is for growth projects as each town collects development charges to pay for its share of Fire Service’ growth. The Rehab and replacement projects are all managed through Central York ﬁre Services asset replacement reserve and do not appear in Aurora’s budget. The 10-year capital plan The 10-year capital plan includes $8.2 million in capital projects. This includes the costs to complete the construction of ﬁre hall 4-5 and planning for a new ﬁre hall 4-6. Key capital initiatives in 2022 The major project in 2022 is the completion 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 Rehab & Replacement - - ----- Growth & New 14,218.8 14,218.8 - 2,890.1 8,415.0 2,913.7 - Studies & Other - - - - - - - Approved Budget 14,218.8 14,218.8 - 2,890.1 8,415.0 2,913.7 - * Includes all active project budgets, adjustments to project budgets and new budget commitments ($000s) Previously Approved Budget 2022 Budget Capital Budget Authority Cash Flow 2023+ Capital Budget Authority* Budget Change Actuals to Dec/20 2021 Forecast 2022 Page 14-4 2022 Budget Central York Fire Services 10-year capital plan A detailed listing of the capital projects included in the plan can be found in Tab 17 - Rehab & Replacement Capital, Tab - 18 Growth & New Capital and Tab 19 - Studies & Other Capital. 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Studies & Other ---------- Growth & New 2,913.7 894.9 1,886.2 551.5 - - - 2,000.0 - - Rehab & Replacement ---------- Total 2,913.7 894.9 1,886.2 551.5 - - - 2,000.0 - - - 500.0 1,000.0 1,500.0 2,000.0 2,500.0 3,000.0 3,500.0($000s) AS APPROVED ON DECEMBER 14, 2021 Page 15-2 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. 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 offers a range of instructional classes for children, teens and adults, an eclectic live music series, special family events and summer arts camps. The Aurora Cultural Centre’s home is the 22 Church Street School which is a designated historical building. They have temporarily been relocated to the Aurora Town Hall during the construction of Aurora Town Square. The Aurora Cultural Centre’s overall 2022 funding request remains unchanged from what was previously approved. The Aurora Cultural Centre’s 2022 core operating grant of $441,100 includes inﬂationary pressures of $8,600. The Aurora Cultural Centre’s other identiﬁed operating pressures in 2022 will continue to be funded out of the existing Aurora Town Square operating budget under Community Services including $82,000 relating to the centre’s ongoing operations and $118,500 for temporary costs to rent performance space while they are displaced from the Church Street School. Furthermore, the Aurora Cultural Centre has requested that its $50,000 in previously approved funding in support of its Kaleidoscope in schools pilot program be carried forward to 2022. 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. 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. The Aurora Historical Society has requested an increase of $3,700 for 2022 for the storage costs for the Godfrey Collection, which will eventually reside within the Town's Museum. This cost will be funded through the Aurora Town Square operating budget. This amount is in addition to its previously approved ﬁnancial support of $80,900 for 2022. Community Partners 2022 Budget Page 15-3 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 its net funding from the Town that was approved in the 2021 to 2022 Budget. The Library is seeking funding of $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 $29,900 for 2022. Aurora’s budget funding to support community partners Budget ($000's) Aurora Cultural Centre 432.5 441.1 Aurora Historical Society 82.8 84.6 Aurora Public Library 3,896.1 3,934.1 Aurora Sport Hall of Fame 29.3 29.9 Approved Budget 4,440.7 4,489.7 Budget Change 49.0 2021 Approved Multi-Year Budget 4,486.0 Change to Multi-Year Budget 3.7 2021 2022 Page 15-4 2022 Budget Community Partners AS TABLED ON OCTOBER 26, 2021 Page 16-2 2022 Budget Departmental Objectives OFFICE OF THE CAO Completed objectives Internal Communications Strategy A new CAO communication plan was developed in 2021. A CAO monthly newsletter, as well as bi- monthly Town Halls, as well as a revitalized CAO corner on the Town’s intranet. Signiﬁcantly improve website experience Ongoing improvements have been made to the Town’s website, including in response to the COVID-19 pandemic. Implement a broader ﬁnancial and administrative procedure review Signiﬁcant progress has been made in this area with the rollout of key reviews and operational changes, including a review of the Town’s procurement processes, and the establishment of a project management office. In progress objectives Lead action plans in response to the 2020 Employee Engagement Survey to address issues, recognize successes, and enhance organizational culture and performance Departmental action task forces are in place and a reporting framework has been established to ensure ongoing updates to the Executive Leadership Team on actions taken in response to the survey. A pulse survey is planned for 2022. Utilize communications channels to support plans to revitalize downtown core Communications continues to work closely with Economic Development to marketing the Town of Aurora, grow local business trust and conﬁdence, and support increased investment and development of the downtown core. 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 Underway. Introduce Plain Language Policy Plain Language training completed by Communications staff. Policy in development and expected to be implemented in 2022. Continue leadership development with Executive Leadership Team and Management There has been ongoing investment in the Corporate Management Team’s and the Executive Leadership Team’s growth and development to enhance business acumen, strategic planning, Departmental Objectives 2022 Budget Page 16-3 proactive collaboration, and to support data-driven decision-making and recommendations to Council. A leadership development framework, and key performance indicator framework development, are underway in the late fall 2021. Accelerate the rollout of key technological systems that will support enhanced employee collaboration and performance Underway across various channels and being led by Information Technology, with regular reporting through the Executive Leadership Team and to Council. An IT Governance Committee has been established and is in force to support strategic and data-driven technological investment aligned with the IT strategic Plan. Grow community engagement opportunities and ensure more regular activities and touchpoints are accessible to our diverse populations Underway. Ongoing improvements are being made to the Town’s engagement platform and strategies, including changes to the marketing and promotion of engagement opportunities to different and diverse audiences, and engagement with various groups and committees to ensure representativity. Abandoned objectives None Page 16-4 2022 Budget Departmental Objectives COMMUNITY SERVICES Completed objectives Acquisition of the Aurora Sports Dome and implementation of a hybrid operating model in partnership with the Aurora Youth Soccer Club The Town assumed ownership of the Dome on April 1, 2021 and entered into a hybrid operating model through License Agreement with the Aurora Youth Soccer Club effective September 1st. The Dome re-opening on October 1st. Launch of a new Museum website The Museum successfully launched a redesigned and more comprehensive website in May 2021 as part of the Ontario Museum Association’s May is Museum Month campaign and ICOM’s International Museum Day. Continue to develop a new multi-year plan for Museum A new robust 5- year plan for 2021- 2025 was developed in January 2021 and presented to Council. This plan outlines opportunities to strengthen existing Museum mission and mandate goals including but not limited to increased access to the collection through physical and virtual engagement through public outreach, exhibition, and digital experiences. It also advocates for an increased need for public programming in both traditional educational streams and more diverse public facing activities. It calls for more community engagement and collaboration and showcases the need to continue to adhere to museum standards of best practices as the stewards of the historical collection of the Town. In progress objectives Advance recommendations from Parks and Recreation Master Plan (2017-2021) Staff report CMS21-032 summarizing the status of the Park and Recreation Master Plan (2017- 2021) recommendations. Update to Master Plan scheduled for 2022. Advance recommendations from Sport Plan Several initiatives from the Sport Plan were initiated in 2021 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. Healthy Return-to-Sport workshops will continue to be delivered. Considerations that support a multi-sport recreation centre Land is yet to be conﬁrmed, in the meantime, the Outdoor Sports Field Development Strategy was completed consisting of several recommendations and the Aquatics Facility Feasibility Study was completed. Outcomes of these studies will contribute to the capital budget planning process. SARC Gymnasium capital project was approved during 2021 budget deliberations. Lead architect for the SARC gymnasium has been hired and work is commencing on design. Construction is expected to begin in 2022. Departmental Objectives 2022 Budget Page 16-5 Update and review the departmental Pricing Policy The pricing policy and ability to pay program have been approved by Council and staff have begun utilizing. The Ability to Pay program will be promoted strategically to target those who may need assistance the most. Review of Maintenance and Operations Processes 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. Review of processes continue including development of staffing model and budget for Town Square in 2022 Incorporate Facility Asset Condition Assessment study into multi-year maintenance plan The Asset Management Plan approved in 2019, included a ten-year capital plan supported with data from Facility Condition Assessments competed in 2015. Industry practice is to complete Facility Condition Assessments every 5 years. In 2020, Facility Condition Assessments were to be completed. The project was delayed in 2020 due to the Pandemic. The issuance of the RFP is scheduled for release in the fall of 2021. The project completion will align with the preparation of the 2022-2025 capital plan Continue to develop program partnership opportunities with Niagara College As events begin to restart, some coordinated opportunities have taken place in the summer and fall of 2021. Staff will continue to meet with NC staff to determine additional opportunities. Continue with sustainable and energy efficient practices for buildings The Joint Operations Centre received LEED gold certiﬁcation. Town 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). Completion of projects identiﬁed in Energy Conservation and Demand Management Plan continue, Town Hall, SARC and Senior Centre LEED lighting projects were competed. Ivy Charging Station project was also competed with the installation of EV stations at Town Facilities. Aurora Town Square (formerly Library Square) as a community cultural destination Construction commenced in fall 2020 with an anticipated completion date of Fall 2022. Continue to 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 Update the Cultural Master Plan to serve as a framework for supporting culture locally over the short to medium term (3-5 years). Page 16-6 2022 Budget Departmental Objectives In progress objectives Continue to work on Aurora’s ﬁrst-ever Public Art Master Plan Work with the Public Art Working Group to create a Public Art Master Plan that supports the development of public art within a municipal context in support of branding and tourism development, neighbourhood design, and cultural expression. Advance recommendations of the Sport Field Development Strategy Staff continue to develop partnership strategies and explore re-purposing opportunities as outlined in the strategy. Staff entered into a ﬁve-year sponsorship agreement with the Stronach Group to secure a ﬁve-year commitment for the continued use of the 19 soccer ﬁelds on the Stronach Group lands on Wellington St. Abandoned objectives None Departmental Objectives 2022 Budget Page 16-7 CORPORATE SERVICES Completed objectives Customer Experience Plan The Customer Experience Plan has been ﬁnalized and is an Excellence Canada Gold Certiﬁcation submission requirement. The Plan identiﬁes 25 actionable items to be implemented over the next 24 months and is based on three Guiding Principles being; Own It: Recognize that every moment matters and take ownership of each and every customer interaction, ﬁnding answers and sharing knowledge with our customers and each other. Inspire It: Inspire wow by being creative, thinking outside the box and going the extra mile. Respect It: Respect the relationship we have with our customers and cultivate an environment that recognizes and celebrates diversity, inclusivity and the unique needs of every individual. Human Resources Information System ADP Workforce Now is the new HRIS software and the initial phase to be implemented for time and attendance was launched in June of this year. This automates many tasks and creates signiﬁcant efficiencies for Human Resources, Payroll and staff by eliminating manual processes. Parking Management System Gtechna is the Town’s new parking management system and has been fully implemented. It is a smart Parking Enforcement solution and is powered by artiﬁcial intelligence enabling Officers to capture, manage and process data with optimal efficiency. In progress objectives Corporate Technology Strategic Plan Continued implementation of 5 year Technology Strategic Plan. Established a Corporate IT Governance Committee with a vision to guide the Corporation towards deﬁning and using appropriate technology effectively and quarterly meetings with the business units held for improved collaboration. IT risk registrar established and policy development underway. Many technology projects implemented including Laserﬁche portal enabling access to archived Council agendas and minutes, Human Resources Information System launched, new telephony system, e- permitting for building permit application submissions, transitioned to Maximo EAM for Cities platform for improved end user experience. An IT client satisfaction survey completed with favourable results. Continue to expand CRM (customer relationship management) to track and report on trends within the community CRM optimization complete for improved data and reporting. CRM will continue to expand to business units in the future. The migration to Office 365 enables the implementation of a CRM public portal which is planned for 2023 expanding customer focussed technology and creating efficiencies for Access Aurora. Page 16-8 2022 Budget Departmental Objectives Customer Experience Plan The Customer Experience Plan (CEP) ﬁnalized identifying 25 actions to be implemented. A project team has been established to ensure we continue to make progress and consistently deliver exceptional and authentic customer experiences. The CEP is 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. Based on the results of the employee engagement survey, action planning is underway. Employee Engagement Survey was completed Q4 of 2020. The results of survey was shared with all employees and Action Planning Committees have been established across the Corporation ensuring our employees voices are heard. 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. Continued Maturity Project Management Office. Develop and implement corporate- wide project management and process mapping systems Project management methodology and framework continues to progress to a more mature model. Project management software launched for improved tracking and reporting. Continue to develop tools and templates and provide training across the Corporation. Change Management platform being developed based on the PROSCI methodology that can be used for all Corporate initiatives that require change management for a successful outcome. Development of a Business Continuity Management Program and Disaster Recovery Plan Updated Emergency Management Plan complete and implementing by-law enacted in March of 2019. Phase 2 of project is to develop a Business Continuity Management Program which include a risk assessment and business impact analysis which will identify and prioritize essential services and create processes and procedures for each service. The RFP has been released and the expected project timelines for completion is October of 2022. Review and update existing policies and procedures to ensure they are relevant and meet corporate values Many policies have been reviewed and revised to meet legislative changes and/or current best practices. As a result of COVID many new policies were created to address safety protocols and work from home arrangements. A project is currently underway to establish a Policy Governance Framework to ensure our policies are reviewed regularly and updated as required. Review and update Risk Management Program A consultant was retained to review and update the Risk Management Policy. The policy is complete and is the ﬁrst phase of implementing an integrated Corporate wide risk management program. Next stage planned for 2022 includes the development of procedures and training as well as establishing a Corporate Risk Management Committee. Departmental Objectives 2022 Budget Page 16-9 Implementation of Human Resources Information System The time and attendance module of ADP Workforce Now was successfully launched in June of 2021. ADP Workforce Now is an enterprise human resources software system that has many additional features that we will continue to implement and will align with the Human Resource Plan that will be developed in 2022. 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) 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 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 Corporate Management Team (CMT) has developed 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. The “Measure What Matter” project is underway and the Executive Leadership Team and CMT team are working collaboratively to develop the establish the framework and will implement a pilot program for 2022. 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 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. Development of a Corporate Innovation Platform As part of the Excellence Canada initiative, a committee has been created to explore opportunities to create an innovation platform. The implementation of Diversity and Inclusion Strategic Action Plan will foster a culture that embraces innovation. Development of a Diversity and Inclusion Plan The Diversity and Inclusion multi-year plan has been developed and work will commence this year with a goal to meet the eight objectives identiﬁed in the plan over the next several years. Abandoned objectives None Page 16-10 2022 Budget Departmental Objectives FINANCE Completed objectives HRIS – Payroll module In 2021, Finance continued to participate in the implementation of the HRIS system. The payroll module was completed and is fully in us as of July 2021. In progress objectives Digital transformation of ﬁnancial processes to improve the customer experience and enhance service delivery while being efficient. 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 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. The request for proposal for the new ﬁnancial system was issued in October 2021. Reﬁnement of internal reporting framework and processes 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 The procurement modernization project is underway. The consultant has identiﬁed the areas for improvement and the changes to the procurement process and bylaw will roll out in 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 2021, 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. Departmental Objectives 2022 Budget Page 16-11 Process map at least two ﬁnancial processes per year and update of any associated policies Finance developed process maps in 2021 to support the development of requirements for the new ﬁnancial system. These process maps included the capital project complete process and the procure to pay 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) Finance has realigned some resources and responsibilities within the department. As the department moves forward with the implantation of the new ﬁnancial system there should be additional opportunities to reduce manual tasks and focus more on value-added analysis and support. Development of the ﬁscal strategy action plan Staff will deliver the ﬁscal policy’s implementation action plan in a prioritized fashion and report upon its progress to FAC and/or Council on a regular basis. Implementation of automated water metering technology In 2021 Council approved the implementation of the automated water metering technology. Implementation is planned to be completed in 2022. Abandoned objectives None Page 16-12 2022 Budget Departmental Objectives OPERATIONAL SERVICES Completed objectives Implementation of Town-wide storm low impact development and pond maintenance Management Plan The Town has entered into a partnership agreement with LSRCA for oversight and review regarding a long-term solution to maintaining of low impact development and maintenance of our storm water infrastructure Emerald Ash Borer (EAB) injection program Staff will be reporting to Council in the fall of 2021 regarding the impacts of our EAB Injection Program and providing recommendations regarding the continuation of this program. Encroachment By-law (creation and implementation) A revised Encroachment Bylaw was prepared with cross departmental input and approved, by Council, in the Spring of 2021. Green Fleet strategy The staff prepared a report and received approval from Council regarding the greening of the ﬂeet and the impacts of greenhouse gas reductions. Storm Water Management Facility inspection and maintenance pond In partnership with the LSRCA, we have completed a storm water management facility and pond maintenance program. Testing and implementation of storm water catch basin decanting clariﬁer system Staff explored a decanting clariﬁcation system for storm water catch basins; however, due to a number of factors, this project could not move forward. Inventory of streetlights (tagged and I.D. of 4,000 street light poles using in-house resources) As part of an in-house program, all street light poles have been numbered for easy identiﬁcation regarding lamp replacement and maintenance requirements. Inspections and inventory of all existing surface infrastructure e.g. sidewalks, curbs, storm water catch basins and manholes With the engagement of an outside consultant, staff have now completed and are in possession of an inventory of our surface infrastructure which will assist staff in the preparation of future budget submissions Departmental Objectives 2022 Budget Page 16-13 In progress objectives Oversee the completion of the Joint Operations Centre (JOC) as approved by Council Design and construction of cold storage. Oversee the completion of our signiﬁcant capital build projects (New Fire Hall and Hallmark) Fire Hall construction commenced on May 20, 2020 with completion anticipated in Spring 2022. Hallmark ball ﬁelds under construction with opening of park anticipated in Spring 2022. Abandoned objectives Treatment of Storm Water Catch Basin Effluent 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. Page 16-14 2022 Budget Departmental Objectives PLANNING AND DEVELOPMENT SERVICES Completed objectives Climate Change Adaptation and GHG reduction strategy The Corporate Energy Management Plan was presented to Council for endorsement in January 2021. These documents establishes GHG reduction strategies for Town’s operations and the community as a whole and deliver a comprehensive climate change and risk management plan and strategy. Fee By-law Update for Development Planning Applications Development Planning 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 planning and related 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. Town-wide parking condition assessment and a parking lot management strategy Staff and the Town’s engineering consultant assessed and rated the condition of all Town owned parking lots and established a service level and a parking lot management strategy. Review of the Engineering Design Criteria Manual Staff and the Town’s engineering consultant reviewed and updated the Engineering Design Criteria Manual and standard drawings. The project is now complete. Stable Neighbourhood Study Stable Neighborhoods Policy Review completed. Zoning By-law adopted by Council and approved by the LPAT. Urban Design Guidelines presented to Council and endorsed. Development Application Process (DAP) Review Development Planning 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. The review was completed in the fourth quarter of 2020 Building Development Review Application Process (DAP) Building initiated a review of its permitting processes. A consultant was retained to review existing Town processes and municipal best practices to identify opportunities that will streamline work, improve service delivery and provide efficiencies. The review was completed in the ﬁrst quarter of 2021. Departmental Objectives 2022 Budget Page 16-15 In progress objectives Preparation of Green Sustainable Development Guidelines 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. Digitized and enhance the Planning Application process through CityView 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 Implemented the patio expansion program in response to COVID-19. Council approved the Economic Development Strategic Plan in July 2019. Economic Development Corporation was established and Board members were recruited. An Economic Development Strategy ‘Implementation Matrix’ was created and approved by Council. Subcommittee work continues with several project underway with a focus on business attraction, target sector marketing and downtown revitalization support. Implementation of transitioning to a paperless operating environment for Building Code Plan Examination through the purchase of plan review software 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. 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 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. Initiate the Town-wide Active Transportation Master Plan Staff acted on the recommendations of the Aurora Transportation Master Plan to create an Active Transportation Master Plan and establish a connected network of cycling routes, trails, sidewalks and walking paths that would provide Aurora’s residents with active and healthy lifestyle options and the ability to travel throughout the Town and beyond with ease and without having to rely on a vehicle. The project is ongoing and it is expected to be completed by the end of 2022. Page 16-16 2022 Budget Departmental Objectives Registrar of Properties of Cultural Heritage Value or Interest Review Development Planning staff initiated a review of the Town’s Registrar of Properties of Cultural Value or Interest. As consultant was selected 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 second quarter of 2022. Official Plan Review Special Public Meeting held in December 2019. Second public meeting held in April 2021. Planning and Engagement consultants retained and the micro site for engagement has been launched. Staff and the consultant team released discussion papers for public consultation, with a draft policy direction report and consultation update going to Council in Q4 2021. Project completion scheduled for late 2022. Abandoned objectives None II - AS APPROVED ON DECEMBER 14, 2021 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 72319 - SARC - Replace security system 32.1 -32.1 New capital project- Identified in AM plan 17-12 72398 - ASC - Replacement of security system 53.6 -53.6 New capital project- Identified in AM plan 17-13 72444 - Yonge St Electronic Sign Replacement - Conditionally Approved in 2019 70.0 -70.0 New capital project 17-14 72476 - Unplanned - Emergency Repairs Contigency 2022 100.0 -100.0 New capital project 17-16 255.7 -255.7 73324 - Pet Cemetery Restoration 75.0 55.0 20.0 Funding for the continuation of documentation and restoration as outlined in the 10 yr capital plan. 17-17 75.0 55.0 20.0 74007 - AFLC Fitness Equipment Replacement 298.6 278.6 20.0 We have some fitness assets that have come to end of life and need to be replaced in 2022 17-21 74029 - Parade Float 27.5 -27.5 New capital project 17-23 326.1 278.6 47.5 14081 - Ethernet Switch Redesign 400.0 -400.0 New capital project 17-24 14084 - Maximo EAM for Cities 100.0 -100.0 New capital project 17-25 14092 - TrackIT Replacement 20.0 -20.0 New capital project 17-26 14094 - Data Centre Hardware 100.0 -100.0 New capital project 17-27 14095 - Cybersecurity Software 90.0 -90.0 New capital project 17-28 14097 - EZMax Mobile 50.0 -50.0 New capital project 17-29 14103 - Backflow Prevention App 25.0 -25.0 New capital project 17-31 785.0 -785.0 Rehabilitation & 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. Community Services Corporate Services Facilities Information Technology Museum & Archives Programs 17-2 2022 to 2023 Budget Rehabilitation & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Rehabilitation & 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. 34008 - Roads Operations Infrastructure Inspection, Repair and Maintenance Program 400.0 200.0 200.0 Backlog of repairs to retaining walls and railings. Increased risk to the Corporation if not repaired. 17-33 400.0 200.0 200.0 34262 - Vehicle Radio Upgrade 30.0 -30.0 New capital project 17-35 34431 - Roads - 3/4 Ton Pick Up (#23- 21)60.0 -60.0 New capital project 17-37 34436 - Roads - 6 Ton Diesel Dump with Sander (#28-21)300.0 -300.0 New capital project 17-41 71137 - Parks - 3/4 Ton Pick Up (#204- 21)60.0 -60.0 New capital project 17-46 450.0 -450.0 72281 - AFLC - Skate Park Reconstruction (Conditionally Approved 2022) 1,195.0 675.0 520.0 Report on Skate Park options expected in Q1 2022. Conditionally approved in 2022. 17-49 73237 - Pathway Paving - Various park trails 30.0 -30.0 New capital project 17-51 73303 - Tennis Court Resurface - Fleury, Summit & McMahon Park 190.0 -190.0 New capital project 17-52 73333 - Playground Replacement - Elizabeth Hader 140.0 -140.0 New capital project 17-56 73336 - Cousins Park Boardwalk Replacement 170.0 -170.0 New capital project 17-60 1,725.0 675.0 1,050.0 Operational Services Fleet Parks Operations Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-3 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Rehabilitation & 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. 31113 - M & O and Underground Infrastructure Rehabilitation - Murray Dr, Kennedy St W, Pinehurst Crt. Wiles Crt. 4,252.3 2,352.3 1,900.0 Following the Tannery Creek Flood Remediation Study the culvert on Murray has to be upgraded. The new funding request is for the culvert replacement, 40mm watermain replacement and installation of an oil/grit separator. 17-67 31201 - M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Greenbriar Crt, Spyglass Crt, Cranberry Ln, Dawlish Av 1,311.4 -1,311.4 New capital project 17-70 31202 - M & O - Haida Dr, Windham Trail, Wellington Heights Crt, Bayfair Rd, McDonald Dr, Bell Dr, Devins Dr, Crawford Rose Dr 1,132.9 -1,132.9 New capital project 17-73 31203 - M & O - Scanlon Crt, Vata Crt, Walton Dr, Old Yonge St 636.8 -636.8 New capital project 17-76 31207 - Full Reconstruction - Mill St, Wells St, Edwards St, Temperance St 100.0 -100.0 New capital project 17-78 31210 - Full Reconstruction - Marksbury Crt, Gilbank Dr, Lacey Crt, McLeod Dr 167.9 -167.9 New capital project 17-81 31228 - M & O - Goulding Ave and Eric T. Smith Way 790.5 -790.5 New capital project 17-84 8,391.8 2,352.3 6,039.5 42089 - Delayne Drive Channel Rehabilitation 150.0 -150.0 New capital project 17-87 150.0 -150.0 Planning & Development Services Roads Stormwater 17-4 2022 to 2023 Budget Rehabilitation & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Rehabilitation & 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. 34712 - Streetlights Improvement on Yonge Street from Wellington to Church 600.0 -600.0 New capital project 17-90 600.0 -600.0 Total 13,158.6 3,560.9 9,597.7 Streetlights Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-5 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 - 72172 - ACC - Sport Flooring 73.9 73.9 - 72201 - Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved) 1,070.0 1,070.0 - 72204 - Security Audit & Implementation 526.8 526.8 - 72213 - ASC - LED Lighting 50.0 50.0 - 72226 - AFLC HVAC Arena 135.0 135.0 - 72263 - SARC - Cooling Evaporator Tower 90.0 90.0 - 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 - 72342 - ACC - Replace thermoplastic membrane roofing 165.6 165.6 - Rehabilitation & 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 17-6 2022 to 2023 Budget Rehabilitation & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Rehabilitation & 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. 72346 - ACC - Reseal concrete floors 28.7 28.7 - 72372 - 215 Industrial - Refurbishment of Generator 50.0 50.0 - 72381 - CYFS 4-3 - Replace windows 28.8 28.8 - 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 - 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 - 72452 - Energy and Demand Management Plan Implementation 100.0 100.0 - 72453 - Unplanned - Emergency Repairs 200.0 200.0 - 72454 - Victoria Hall - Accessible Ramp - Accessibility Plan Implementation 20.0 20.0 - 72457 - Lane Ropes for SARC & AFLC and new diving board at SARC 48.0 48.0 - 72460 - Aurora Sports Dome Retrofit 600.0 600.0 - 72469 - COVID-19 Related Facility Improvements 72.6 72.6 - Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-7 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Rehabilitation & 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. 74021 - SARC - Comprehensive Sound/Audio/Public Address System Upgrade 45.2 45.2 - 4,495.2 4,495.2 - 14047 - Computer & Related Infrastructure Renewal 1,847.5 2,097.5 (250.0)Reflects lifetime savings from switching to Dell laptops 13018 - Human Resources Information/Payroll System 250.0 250.0 - 14070 - Boardroom Audio/Video Equipment 100.0 100.0 - 14075 - Business Process Automation and Data Integration 250.5 250.5 - 14082 - Data Centre Upgrades - Cybersecurity 60.0 60.0 - 81025 - GIS Scanner 10.0 10.0 - 12002 - Accessibility Plan Implementation 1,382.9 1,382.9 - 3,900.9 4,150.9 (250.0) 12041 - 89 Mosley St 5,438.5 5,438.5 - 5,438.5 5,438.5 - 31151 - Streetlights 50.0 50.0 - 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 - 34007 - Webster Drive Curb/Road Drainage Repair 65.0 65.0 - 34616 - Side Walk /Engineered Walkway Reconstruction 525.0 525.0 - 42073 - Stormwater Pond Maintenance Program - 2019 250.0 250.0 - 43039 - Backflow Prevention Program 50.0 50.0 - 1,440.0 1,440.0 - Operational Services Corporate Services Operations Economic Development 17-8 2022 to 2023 Budget Rehabilitation & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Rehabilitation & 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. 34432 - Roads - 2 Ton (#24-21)90.0 90.0 - 34440 - Roads - 6 Ton Diesel Dump with Sander (#33-20)263.9 263.9 - 34441 - Roads - Street Sweeper (#40- 21)288.3 288.3 - 71136 - Parks - 1 Ton Pick Up Crew Cab (#203-21)62.8 62.8 - 705.0 705.0 - 73134 - Parks/ Trails Signage Strategy Study & Implementation 695.7 695.7 - 73160 - Emerald Ash Borer Management Program 2,069.9 2,069.9 - 73175 - Walkway Lights - Graham Parkette 60.0 60.0 - 73192 - Board Walk Resurface McKenzie Marsh 600.0 600.0 - 73214 - Playground Replacement- Tamarac Park 97.8 97.8 - 73215 - Playground Replacement, Walkway Repaving- L Willson Park 180.0 180.0 - 73232 - Trail/Playground Re-design - Jack Wood Park 102.4 102.4 - 73240 - Walkway/Basketball Repaving- Tamarac Park 30.0 30.0 - 73242 - Reconstruction of Fleury Park Washroom Facility 480.0 480.0 - 73315 - Sheppards Bush Parking Lot Resurface 250.0 250.0 - 4,565.7 4,565.7 - 31054 - Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview) 1,505.3 1,505.3 - Planning & Development Services Fleet Parks Roads Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-9 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Rehabilitation & 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. 31108 - Reconstruction - Algonquin Crescent and Haida Drive (Sections)1,971.1 1,971.1 - 31109 - Reconstruction - Kennedy St W & Temperance St 2,988.3 2,988.3 - 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 3,549.0 3,549.0 - 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 - 31124 - Henderson Dr. - Wildlife Passage 175.0 175.0 - 31126 - M & O - Harmon Ave, Orchard Hts Blvd., Whispering Pine Trail 977.6 977.6 - 31134 - Road Resurfacing - Yonge St (Golf Links - Orchard Hts)1,206.4 1,206.4 - 31140 - Road Resurfacing - Archerhill Crt, Jarvis Ave, Gilbert Dr, Westview Dr, McClellan Way 616.6 616.6 - 31177 - Recon - Vandorf Sdrd - Monkman Crt - Carisbrooke Cir.1,550.0 1,550.0 - 31178 - Reconstruction of Poplar Crescent 3,935.3 3,935.3 - 31199 - Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St.,250.0 250.0 - 31243 - Long Term Remediation for the Pavement Heave Over Vandorf Culvert West of Bayview 230.0 230.0 - 29,628.7 29,628.7 - 17-10 2022 to 2023 Budget Rehabilitation & Replacement Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Rehabilitation & 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. 34563 - Intersection Pedestrian Signal on Henderson Drive 205.0 205.0 - 205.0 205.0 - 34626 - Sidewalk Construction on Kitimat 192.7 192.7 - 192.7 192.7 - 42064 - Storm Sewer Outlet Cleanup 1,110.0 1,110.0 - 42066 - Damaged Storm Pipe off Henderson Dr 4,010.0 4,010.0 - 42067 - Storm Outfall Erosion at Mill Street 184.6 184.6 - 42072 - Vandorf Sideroad Culvert and Ditch Repair 219.0 219.0 - 42075 - Performance Monitoring of LID Controls 240.0 240.0 - 42079 - Devlin Place Stream Rehabilitation 200.0 200.0 - 42080 - Jones Court Stream Rehabilitation 150.0 150.0 - 42083 - Willow Farm Lane Stream Rehabilitation 150.0 150.0 - 6,263.6 6,263.6 - 14012 - Financial System 1,500.0 1,500.0 - 43038 - Water Meter Replacement Program 4,587.3 4,587.3 - 43055 - Advanced Metering Infrastructure 1,599.5 1,599.5 - 7,686.8 7,686.8 - Total 64,607.2 64,857.2 (250.0) Finance Sidewalks Water, Wastewater & Stormwater Traffic Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-11 Town of Aurora Capital Projects Project Department Version Year 72319 SARC - Replace security system Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The security system consists of access keypads and motion detectors. A closed circuit television (CCTV) security system is installed with cameras located at entrances and exits. Security monitors are installed at strategic locations in the building. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Recommendations of the 2020 Security Audit suggested recent technology advancements render the security systems obsolete and part replacements difficult to obtain. Hence a full security system replacement is considered as more cost effective to retrofits or repairs. The audit also suggested the addition of internal panic buttons to ensure Health and Safety of staff working at Public Service Counters. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Replacement of obsolete technology. Implementation of recommendations from the Security audit and building condition assessment reports. Please provide an explanation of what the outcomes would be if the project was not approved. Increased cost to repair outdate equipment, availability to purchase obsolete parts and equipment. Increased risk to the organization if the system failure occurred prior to replacement. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 32,100 32,10032,100 32,100 32,10032,100 32,100 32,10032,100Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 32,100 32,100 32,100Funding Total 17-12 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72398 ASC - Replacement of security system Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Implementation of recommendations from the 2018 Building Condition Assessment and 2020 Security Audit. This is the replacement of the existing security system and the closed-circuit television (CCTV) system.This was also an identified project in the approved 10 Year Capital Asset Management Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. As per the 2020 Security Audit recommendations, given the recent advancements and improvements in technology, the system is past its useful life. Recent technology advancements render the security systems obsolete and part replacements difficult to obtain. Therefore, a full security system replacement is considered as more cost effective to retrofits or repairs. Additional enhancements include installation of an emergency panic duress system in key locations including washrooms. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Replacement of obsolete technology. Implementation of recommendations from the Security audit and building condition assessment reports. Please provide an explanation of what the outcomes would be if the project was not approved. Increased cost to repair outdate equipment, availability to purchase obsolete parts and equipment. Increased risk to the organization if the system failure occurred prior to replacement. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 53,600 53,60053,600 53,600 53,60053,600 53,600 53,60053,600Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 53,600 53,600 53,600Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-13 Town of Aurora Capital Projects Project Department Version Year 72444 Yonge St Electronic Sign Replacement - Conditionally Approved in 2019 Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. This project was conditionally approved in 2019. Since then staff have developed plans to modify the exterior pylon sign at the s/w corner of Yonge Street and Aurora Heights Road. This modification will include updated LED display boards and operating system. The LED display portion of this sign is approximately 2.5 feet high by 10 feet wide. These modifications will include refurbishment of the existing pylon to match the Town standard, including re-fabrication and painting, replacement of LED display and integration of a cloud based software. Provide the reasons the project should be approved and what will be the impact of the project to service levels. In 2020 the Town issued a Request for Proposal to provide consulting services for the concept designs, drawings and specifications for three (3) new pylon signs and two (2) retrofit signs. The consulting study has developed documentation that will be used as a standard for all projects moving forward and has also confirmed that the previously approved budgets for the 3 new and 1 retrofit projects are sufficient. The budget for this sign was also reviewed and confirmed. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Ability to award this sign to in the tender for the other 4 signs will be more efficient and likely result in better pricing and project delivery. Sign will aid in public communication on Yonge Street corridor and enhance customer experience.The sign would be used to advertise and promote event, services etc. Please provide an explanation of what the outcomes would be if the project was not approved. Programming of the sign is done manually and there is no ability to connect this sign to the new software. This is an inefficient use of staff time and the inability to have consistent messaging from a communication perspective. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 70,000 70,00070,000 70,000 70,00070,000 70,000 70,00070,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 70,000 70,000 70,000Funding Total 17-14 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72444 Yonge St Electronic Sign Replacement - Conditionally Approved in 2019 Community Services Final Approved Budget 2022 Gallery C:\Users\Doug Bertrand\Desktop\Yonge St sign _Page_2.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-15 Town of Aurora Capital Projects Project Department Version Year 72476 Unplanned - Emergency Repairs Contingency 2022 Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2022 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. 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 in a more timely manner. Please provide an explanation of what the outcomes would be if the project was not approved. Mitigate 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 100,000 100,000100,000 100,000 100,000100,000 100,000 100,000100,000Expenditures Total Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 100,000 100,000 100,000Funding Total 17-16 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2022 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 restoring the historic 1933 cairn, pathways, and entrance gate as well as 4 remaining uncleared grids. These uncleared grids will require equipment to remove large trees that have fallen on the site. Work will also continue to create a geophysical survey of the site using Resistivity. 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 55,000 29,41575,001 20,000 20,000 15,00020,001 25,586 55,000 29,41575,001 20,000 20,000 15,00020,001 25,586 55,000 29,41575,001 20,000 20,00020,001 15,000Expenditures Total 25,586 Funding Infrastructure Sustainability Reserves BLDG, FURN & FIX R&R RESERVE 20,000 20,000 20,000 15,000 20,000 20,000 20,000 15,000 Other Funding Sources GROWTH & NEW RES CONT'N 9,41525,585 9,41525,585 29,415 20,000 20,000 15,000Funding Total 25,585 Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-17 Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. The physical 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. In December 2020 the site was illegally accessed and a video was created and shared through YouTube resulting in increased visitation. No trespassing signs were placed throughout the site in early 2021 to discourage visitors. Interest surrounding the site and the encroaching housing development will only result in more people accessing the site. 17-18 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2022 Gallery U:\2021 Budget\downed tree.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-19 Town of Aurora Capital Projects Project Department Version Year 73324 Pet Cemetery Restoration Community Services Final Approved Budget 2022 Gallery U:\2021 Budget\hazards on site.jpg 17-20 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 74007 AFLC Fitness Equipment Replacement Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Continue to gradually replace old, outdated and redundant fitness equipment at Club Aurora. Provide the reasons the project should be approved and what will be the impact of the project to service levels. A recent comprehensive review of all existing fitness equipment revealed that current Club Aurora Fitness Centre equipment ranges in age from 3 years to 15+ years and most warranties have expired. A gradual replacement plan is being recommended in an effort to reduce the redundancy of old equipment, stay current with new fitness trends and to ensure that old equipment is replaced before escalated repair costs are incurred and to reduce the risk of possible injury. Cardio and strength equipment purchased in 2014 has met the end of its life cycle. Assets are captured in CityWide and this follows the Town's Asset Management plan. Replacement of fitness equipment will allow the Town to uphold quality programs and reduce risk of participant injury. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Project benefits include the following: 1. To replace old and outdated equipment that is no longer used by members. 2. To stay current with new fitness equipment trends and to stay competitive with other local fitness centres. 3. To replace equipment that continues to have escalating annual repair costs. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 278,600 298,599 38,689 40,000 173,90019,999 259,910 278,600 298,599 38,689 40,000 173,90019,999 259,910 278,600 298,599 38,689 40,00019,999 173,900Expenditures Total 259,910 Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 30,600 BLDG, FURN & FIX R&R RESERVE 38,689 40,000 173,900229,311 38,689 40,000 173,900259,911 38,689 40,000 173,900Funding Total 259,911 Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-21 Town of Aurora Capital Projects Project Department Version Year 74007 AFLC Fitness Equipment Replacement Community Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. From a risk management perspective, to replace pieces of old equipment before they become a safety risk to members. 17-22 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 74029 Parade Float Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The annual Santa Claus parade is an annual tradition and a highlight of the festive season for many. The Town hosts one of the longest parades in York Region and it always concludes with a spectacular float featuring Santa Claus. A new Santa Claus parade float is required for the annual Santa Claus parade. It needs to be mechanically and structurally road worthy and needs to hook up to a truck to be towed during the parade. A new float should last for approximately 15 years or longer depending on maintenance, storage, weather conditions etc. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The current float is well past its life cycle (20 + years). Annual maintenance is no longer sufficient to keep it up to date and safe. Options to rent orborrow from other municipalities and various organizations have been explored and are not feasible or cost effective. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. A new Santa Parade float would ensure the parade remains a memorable, quality, special event for the community. Please provide an explanation of what the outcomes would be if the project was not approved. The Santa Claus parade would need to be revamped as most Santa Claus parades conclude with Santa's float at the end. The absence of a quality Santa Claus float at the end of the parade would change the event significantly. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 27,500 27,50027,500 27,500 27,50027,500 27,500 27,50027,500Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 27,500 27,500 27,500Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-23 Town of Aurora Capital Projects Project Department Version Year 14081 Ethernet Switch Redesign Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. This project will both refresh aging end of life technology and provide an updated and more robust network. This project will replace/update our ethernet switching infrastructure for both the LAN and WAN. 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. This project is necessary to allow for the Town's digital transformation.This project is necessary as many of our existing ethernet switches are at or near end of life. This introduces risk to the Town as spare parts are not available should a switch fail. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. A newer, faster, more robust, more resilient network infrastructure. This will also remove the risk that was identified in Project Justification. Please provide an explanation of what the outcomes would be if the project was not approved. The Town will not be able to complete its digital transformation and will fail to implement many items in the IT Strategic Plan. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 75,000 75,000 75,000 110,00075,000 CONTRACTS 325,000 325,000 75,000 110,000325,000 400,000 400,000 150,000 220,000400,000 400,000 400,000 150,000400,000 220,000Expenditures Total Funding Special Purpose Reserve Funds TAX RATE STABILIZATION 400,000 400,000 Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 150,000 220,000 150,000 220,000 400,000 150,000 220,000Funding Total 17-24 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14084 Maximo EAM for Cities Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2025 Provide a brief overview of the project and include the key goals, objectives and performance measures. We currently are not getting the required return on our investment from the Maximo software. There are many departments incorrectly using Maximo or not making full use of its functionality. This project will engage with our Maximo expert business partner (Createch) to engage with each department, discover the gaps in function vs use, put a plan in place to fill, and then implement. The affected departments are Water, Roads, Parks, Fleet Maintenance, and Facilities. This project was specifically called out it the IT Strategic Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Implementing this project will have significant benefits to all the listed departments. Each department will have a system that is tailored to their needs, provide the asset tracking information they require, and provide a way to track their service requests. Service levels in each department will be approved. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Each department will get a system that will meet their needs. This will improve both their own efficiencies as well as the services they provide to residents. The Town will get full benefit from the investment that has already been made in Maximo. Please provide an explanation of what the outcomes would be if the project was not approved. The above listed departments will continue to struggle with their asset and service request tracking. A major item in the IT Strategic Plan will be left unaccomplished. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 100,000 100,000 100,000 200,000100,000 100,000 100,000 100,000 200,000100,000 100,000 100,000 100,000100,000 200,000Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 100,000 100,000 200,000 100,000 100,000 200,000 100,000 100,000 200,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-25 Town of Aurora Capital Projects Project Department Version Year 14092 TrackIT Replacement Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 Q2 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The current incident management system is out of date and no longer meets the needs of the Town. We are looking to replace it when the contract expires in early 2022. Basic features that we are looking for is a system that can be used by multiple divisions and departments, has a client-based interface, has an IT asset management component and is highly customizable. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The implementation of this system will enable the entire IT division to use one system to track/manage all of its incidents, assets and tasks. This will enable us to be more efficient and provide metrics to measure performance. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. With a more effective solution in place the IT division will be able to provide an increased level of customer service to all Town staff. Other Town departments who provide services internally (like Facilities, HR, and Community Centres) will be able to effectively use this technology to track their service requests. Please provide an explanation of what the outcomes would be if the project was not approved. We would not be able to expand the use of the incident system effectively to the rest of the division, we would not see the increased efficiency in supporting the Town staff and the current contract expires in early 2022. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 20,000 20,00020,000 20,000 20,00020,000 20,000 20,00020,000Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 20,000 20,000 20,000Funding Total 17-26 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14094 Data Centre Hardware Refresh Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Our current data centres located at Town Hall and the Joint Operations Centre need to be maintained to ensure that the Town's critical systems are not disrupted. There are multiple components that are reaching end of life and are no longer supported by the manufacturer. We would leverage our support partner HPE to build a road map to address two main areas of concern; 1. design a strategy/roadmap to update our data centre infrastructure over the next 5 to 10 years to ensure we have reliable, up to date equipment and 2. design solutions that will ensure that we are utilizing all equipment in the most efficient way possible. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Both data centers play critical rolls for the majority of our IT systems. If we continue to wait until we have system failures before we fix issues, we run the risk of major system outages and data loss. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. With a proper data centre strategy in place, we can reduce the potential for system failures, provide greater data protection, streamline the use of our equipment and increase performance. This will improve the user experience and should positively impact staff performance. Please provide an explanation of what the outcomes would be if the project was not approved. As our equipment continues to age, we will see more hardware failures and it will become increasingly difficult to repair. System outages will take longer to remediate and the potential for data loss is higher. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 100,000 100,000 75,000 75,000100,000 100,000 100,000 75,000 75,000100,000 100,000 100,000 75,000100,000 75,000Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 100,000 75,000 75,000 100,000 75,000 75,000 100,000 75,000 75,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-27 Town of Aurora Capital Projects Project Department Version Year 14095 Cybersecurity Software Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Our current firewall, anti-virus and network security scanner solutions are at, or approaching, end of life and need to be replaced. Provide the reasons the project should be approved and what will be the impact of the project to service levels. To keep up with constantly changing security threats we need to ensure that these systems can be updated to the latest supported versions and have the tools/features required to secure our environment. In 2021, the Town has engaged with a cybersecurity vendor to perform a complete cybersecurity posture. assessment. The output of this assessment will be a prioritized roadmap identifying any gaps in our current posture. This capital project will provide funding to close those gaps. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. By having up to date applications and hardware we can provide the best possible defense against all forms of cyber-attacks. The funding from this project will ensure that the Town's cybersecurity posture is up-to- date and providing the best security/defence that current security best practices allow. Please provide an explanation of what the outcomes would be if the project was not approved. Without up-to-date applications and/or hardware the organization becomes increasingly vulnerable to viruses, ransomware, phishing scams, data breaches, etc. One cyber-attack could ruin the Town's reputation with its residents. A fulsome security posture will greatly reduce the chance of this occurring. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 90,000 90,000 60,00090,000 90,000 90,000 60,00090,000 90,000 90,000 60,00090,000Expenditures Total Funding Infrastructure Sustainability Reserves COMPUTER RELATED EQUIP R&R 90,000 60,000 90,000 60,000 90,000 60,000Funding Total 17-28 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14097 EZMax Mobile Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Over the past 5 years, we have seen the increase use of mobile phones within the Operations Department for their day-to-day business needs. There has been a growing need to provide our corporate software applications on these mobile devices (Android and Apple iOS). One such desire is the ability to have our Asset Management Application, Maximo, available on mobile phones where Operations Staff can create, look up and close out work orders from their mobile devices. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINK TO STRATEGIC PLAN: Objective 2: Invest in sustainable infrastructure - maintain and expand infrastructure to support forecasted population growth through technology. Objective 6: Promoting service accountability, excellence and innovation - Using technology for better decision making, cost savings resulting from greater efficiencies, improved communication and enhanced service levels across the organization. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Give Operations Staff (Roads, Water, Parks) the ability to create, view and close out Work Orders while out in the field. Provide them with the necessary technology, data and tools while out in the field to assist them in making better, more informed decisions. This would eliminate the need to go back into the office to look up information related to a task or the need to fill out unnecessary paper work at the end of the day. Having this information on their phones will give them the answers they need right at their fingertips and will eliminate downtime traveling back and forth from the project site to the office. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 50,000 50,00050,000 50,000 50,00050,000 50,000 50,00050,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 25,000 RDS/SDWLKS/ST LGTS R&R 25,000 50,000 50,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-29 Town of Aurora Capital Projects Project Department Version Year 14097 EZMax Mobile Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. If this project was not approved the Maximo Application will not be available on Operations Staff mobile devices and they would not have all the data/information required while out in the field, thus hindering them to make better, more informed decisions. Work Orders would have to be created and closed out at the Operations Centre. Asset related data may not be properly distributed amongst the different divisions and external stakeholders. 17-30 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 14103 Backflow Prevention App Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q3 2022 Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The Town of Aurora will be implementing a mandatory Backflow Prevention Program, under Backflow and Cross Connection By-law 6213-19. To comply with the Bylaw, all industrial, commercial and institutional, and multi-residential property owners have to install a backflow preventer on the water supply line to their property. Multi-residential properties are those that have more than six units sharing a single water service. This project will be the acquisition of a software application to monitor and track our Backflow Prevention Program. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINK TO STRATEGIC PLAN: Objective 2: Invest in sustainable infrastructure maintain and expand infrastructure to support forecasted population growth through technology. Objective 6: Promoting service accountability, excellence and innovation Using technology for better decision making, cost savings resulting from greater efficiencies, improved communication and enhanced service levels across the organization. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The Backflow Prevention Application will give Operations staff better ability to monitor and track all industrial, commercial and institutional, and multi-residential property owners that have a backflow preventer on the water supply line to their property. Not only does the application track existing clients but will also have historical tracking information related to a property (i.e. How many backups existed in the past and when did they occur?). The application will also have reporting and KPI functionality. It will also have a mobile app where field staff can look up backflow related information regarding a property of interest. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 25,000 25,00025,000 25,000 25,00025,000 25,000 25,00025,000Expenditures Total Funding Infrastructure Sustainability Reserves SANI SEWER R&R RES CONT'N 25,000 25,000 25,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-31 Town of Aurora Capital Projects Project Department Version Year 14103 Backflow Prevention App Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. The Backflow Prevention Program information and related data will continue to be tracked manually through spreadsheets and paper. This introduces a higher chance of error. This application will help prevent that from occurring. 17-32 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Multi year program required to reinstate infrastructure including , railings, fences and retaining walls, estimated to exceed $1,000,000.00 Key Goals:Compiling an inventory, assessment and condition rating of infrastructure was completed in 2020 first high priority project scheduled for 2021, two high priority projects to be completed in 2022 , then four high priority project recommended for 2023 infrastructure. To engage a consulting firm to work with staff on prioritization of works, provide specifications , tender preparation and all aspects of contract administration. Objective:Initiating and developing a systematic approach to inspecting , maintaining and repairing failing infrastructure. To track and record all data on the condition and financial implications with this infrastructure, To identify and mitigate all conditions that expose the corporation and public to safety and liability risks. Performance Measures include responding to and managing the ongoing maintenance needs. Provide the reasons the project should be approved and what will be the impact of the project to service levels. There are many legitimate reasons to approve the project based on the Corporations duty of care in providing for and sustaining vital municipal infrastructure and the very lengthy period of time some of these assets have remained in poor condition. Staff suggest that it is incumbent on the department to ensure that all operational infrastructure requiring maintenance receives the attention it requires. In situations where staff do not have the internal resources to mitigate issues, then these needs should be documented and presented to Council with appropriate recommendations. This project is aimed at providing and maintaining our infrastructure service levels by conducting routine inspections and conducting maintenance and repair works in accordance with sound municipal principals and standards in a proactive manner. (see attached) Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 200,000 31,491400,000 349,085 350,000 200,000200,000 19,424 200,000 31,491400,000 349,085 350,000 200,000200,000 19,424 200,000 31,491400,000 349,085 350,000200,000 200,000Expenditures Total 19,424 Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 31,491 349,085 350,000 200,00019,424 31,491 349,085 350,000 200,00019,424 31,491 349,085 350,000 200,000Funding Total 19,424 Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-33 Town of Aurora Capital Projects Project Department Version Year 34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program Operational Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits include reinstatement of outstanding degraded infrastructure, significant reduction and management of risks associated with failing infrastructure. Engagement of staff in observing, documenting and reporting on failing infrastructure. Mitigation of backlog of repairs and maintenance will have less of a financial burden once completed. Greatly improved systematic approach in inspecting, documenting and implementing repairs and maintenance. Please provide an explanation of what the outcomes would be if the project was not approved. Infrastructure repairs and maintenance would continue to lag behind in addressing this significant issue. Not acting on this project could result in an increased risk to the Corporation. 17-34 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34262 Vehicle Radio Upgrade Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. This project would involve an upgrade of the existing analog mobile radio system currently installed in Operations vehicles to a digital system. Radios are currently used year round for mobile communication between crews performing road construction, traffic control and winter operations. The Town currently owns many digital radios already installed in vehicles, this project would involve upgrading the outdated analog radios so the entire system switch over to digital can be completed. Existing challenges with the current analog system include a lack of range, poor coverage and audio quality issues. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Approval of this project will result in improved communications amongst staff and contractors during the winter months who currently have radios installed in their equipment. These radios provide an alternative to cellular communication which is currently banned in vehicles under the Hands Free Ontario law. The digital conversion will improve audio quality when broadcasting messaging to crews due to increased clarity and range. This upgrade is a sign of the times and advances in technology to update the current very out dated radio system to a more modern digital system. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits of this system include two talk groups so multiple users/departments can use the system at the same time for different purposes without talking over one another. It also improves functionality and performance including capacity, coverage and audio quality. Existing analog radios may be recycled or traded in resulting in a credit toward new devices. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 30,000 30,00030,000 30,000 30,00030,000 30,000 30,00030,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 30,000 30,000 30,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-35 Town of Aurora Capital Projects Project Department Version Year 34262 Vehicle Radio Upgrade Operational Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. Operations would continue to have a mix of analog and digital radios installed in the current fleet. Existing challenges with radio quality and coverage would continue to be a problem and future expansions of the system would not be possible. 17-36 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34431 Roads - 3/4 Ton Pick Up (#23-21) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Replacement of the 2010 Roads Division truck brought into service in Fall 2009. The truck is utilized by the Roads Division for daily operational maintenance to deliver service and maintain service levels. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The truck has a significant amount of body rust which will result in imminent repairs, especially on the floor. There are many oil leaks in the engine and transmission and the brakes will need replacing in the next 12 months. It will require over $6,800 in repairs and upkeep while the vehicle value is approx $4-5000. The vehicle is over its lifecycle target of 10 years as per the Asset Management Plan/Fleet Strategy and it's in the 10 year capital plan. There is a 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 and lower operating costs. Un-interrupted service delivery to residents. 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 60,000 60,00060,000 60,000 60,00060,000 60,000 60,00060,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 60,000 60,000 60,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-37 Town of Aurora Capital Projects Project Department Version Year 34431 Roads - 3/4 Ton Pick Up (#23-21) Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\pictures\floor.jpg 17-38 2022 to 2023 Budget Rehabilitation & Replacement Capital Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-39 17-40 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34436 Roads - 6 Ton Diesel Dump with Sander (#28-21) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. This is the replacement of the Roads Division 6 ton Dump truck and sander. This dump truck has been in service since 2012. It is used for plowing/sanding/salting the roads in winter and material hauling during the other three seasons of the year. Due to the adverse conditions it performs in through the winter it is susceptible to above average corrosion on the frame and under carriage components. Provide the reasons the project should be approved and what will be the impact of the project to service levels. As per the Fleet Management Plan, this truck has surpassed its lifecycle and will require an increase in maintenance costs and down time if we continue to agein the fleet. Downtime and unreliability are not desirable in times of need through the winter months when quick response to snow clearing on our roads is required. This vehicle is in the 10 year capital plan and repairs required are approx. $45,000, which exceeds its value of $30,000. There are significant engine oil leaks of turbocharger into the engine intake and it needs repair in order to maintain the environmental emission guidelines. The air tanks and valves need to be replaced. The utility box, cross members, cross conveyor, PTO and hydraulic lines are all corroded very badly. 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 and lower operating costs. Un-interrupted service delivery to residents. 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. 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 300,000 300,000300,000 300,000 300,000300,000 300,000 300,000300,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 300,000 300,000 300,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-41 Town of Aurora Capital Projects Project Department Version Year 34436 Roads - 6 Ton Diesel Dump with Sander (#28-21) Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\pictures\19.jpg 17-42 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34436 Roads - 6 Ton Diesel Dump with Sander (#28-21) Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\pictures\30.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-43 17-44 2022 to 2023 Budget Rehabilitation & Replacement Capital Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-45 Town of Aurora Capital Projects Project Department Version Year 71137 Parks - 3/4 Ton Pick Up (#204-21) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Replacement of 2011 Parks Division truck. The truck is utilized by Parks for daily operational maintenance year round as it is utilized for ball diamond supply delivery, washroom/splashpad/skatepark maintenance and inspections, plowing/salting operations, event set up, etc. The truck is also utilized as the on call vehicle for after hours call outs due to emergencies. 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 The vehicle is in the 10 year capital plan. There is a probability of incurring repair costs due to unforseen breakdowns as the vehicle ages. It requires $4,000 in repairs while the truck is currently valued at approx. $7-8,000. The unit has numerous engine oil leaks, requires new tires and a complete brake job including brake lines, rotors, pads, and calipers. The cab floor must also be replaced due to corrosion. 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 and lower operating costs. Un-interrupted service delivery to residents. 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 60,000 60,00060,000 60,000 60,00060,000 60,000 60,00060,000Expenditures Total Funding Infrastructure Sustainability Reserves FLEET R&R RESERVE CONT'N 60,000 60,000 60,000Funding Total 17-46 2022 to 2023 Budget Rehabilitation & Replacement Capital Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-47 17-48 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 72281 AFLC - Skate Park Reconstruction (Conditionally Approved 2022) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2023 Budget Authority conditionally approved. Staff to submit report to Council. Construction/ Repair 2022. (2022 Budget request of $520K not approved, staff reporting back with further option in 2022). 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 found that the drainage under the park and rebar within the concrete was insufficient and not to specification. Consultant 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. 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 approval staff toured some recent skate parks constructed by other municipalities to look at new design elements, potential improvements to the AFLC facility and engage the users through a survey. 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 exceeded the budget funding allotted to the project and in 2020 staff requested an additional $540K as part of 2021 budget. Council did not approved budget and asked that staff report back on alternate locations for reconstruction and other options other than full reconstruction. Report will be presented back to Council in Q4 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 2021, 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 Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 675,000 1,195,001 554,465 520,000520,001 120,536 675,000 1,195,001 554,465 520,000520,001 120,536 675,000 1,195,001 554,465 520,000520,001Expenditures Total 120,536 Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 554,465 520,00045,535 BLDG, FURN & FIX R&R RESERVE 75,000 554,465 520,000120,535 554,465 520,000Funding Total 120,535 Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-49 Town of Aurora Capital Projects Project Department Version Year 72281 AFLC - Skate Park Reconstruction (Conditionally Approved 2022) Operational Services Final Approved Budget 2022 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. 17-50 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73237 Pathway Paving - various park trails Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. To improve various areas of trails where washouts/run off occur by paving sloped problem areas. These improvements will ensure long term/safe conditions long term for trail users. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Operationally these areas are of concern,as they washout with every rainfall due to the slopes. Additional surface material needs adding during each repair cycle which washes out the next rainfall and quite often it ends up off trail in woodlot/sensitive area. Paving these problem spots would alleviate the need for staff to repair frequently, save on material costs/labour and have less of an environmental impact, in addition to improving safety on the trails and minimizing risk. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Improve conditions for users and eliminate hazardous conditions and risk of injury to public. Run off of material into sensitive areas diminished. Frequency repairs after storms decreased as well as materials to repair ruts/washouts Please provide an explanation of what the outcomes would be if the project was not approved. Risk of injury to users and increased liability. Temporary trail closures. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 30,000 30,000 30,00030,000 30,000 30,000 30,00030,000 30,000 30,000 30,00030,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 30,000 30,000 30,000 30,000 30,000 30,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-51 Town of Aurora Capital Projects Project Department Version Year 73303 Tennis Court Resurface - Fleury, Summit & McMahon Park Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Tennis court resurfacing includes cleaning of the existing surface, re-application of colour material because the old surface is worn, filling and repairing of minor cracks to retard water penetration to the subsurface, leveling minor low spots where water stands, replacing tennis equipment and posts, and perhaps retying loose segments of fence. Provide ideal, safe surface for resident use and programming. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Industry standards dictate that tennis courts should be resurfaced every four (4) to eight (8) years. The Town’s approved asset management has adopted a standard of resurfacing the Town’s tennis courts every seven (7) years. The Town has built its ten (10) year repair and replacement plan for all Town tennis court surfaces upon this standard. Fleury Park, McMahon Park and Summit Park tennis courts surfaces now require repair as per this noted standard. All courts have spider cracks, fence issues and settlement/heaving around net posts, issues that can lead total reconstruction of courts ahead of asset replacement (20 yrs) schedule if not repaired. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Safe/ level surface free of depressions and cracking, allowing for proper surface for safe use by residents. Prolong the life of surface so base foundation does not need reconstruction ahead of schedule. Please provide an explanation of what the outcomes would be if the project was not approved. When resurfacing is not completed within the recommended industry time frame, cracks continue to expand and pooling of water persists. Without repair, degradation of the surface is prolonged allowing for water penetration and saturation of the base surfacing. These conditions significantly increase risk to users. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 190,000 190,000190,000 190,000 190,000190,000 190,000 190,000190,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 190,000 190,000 190,000Funding Total 17-52 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73303 Tennis Court Resurface - Fleury, Summit & McMahon Park Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\tennis Crt 1.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-53 Town of Aurora Capital Projects Project Department Version Year 73303 Tennis Court Resurface - Fleury, Summit & McMahon Park Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\tennis crt 2.jpg 17-54 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73303 Tennis Court Resurface - Fleury, Summit & McMahon Park Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\tennis crt 3.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-55 Town of Aurora Capital Projects Project Department Version Year 73333 Playground Replacement - Elizabeth Hader Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. To replace an aging playground structure in Elizabeth Hader Park to increase safety and usability for residents. This will revitalize space to engage public and promote active play. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Elizabeth Hader Park playground has been in service since 2000. There are significant wear patterns to the decking/platforms that have been identified during monthly playground inspections in the past couple years. In addition, staff have had to remove/replace other plastic components (approx. $5,000) over the last two years as they have become brittle due to UV degradation. This playground will be replaced with a more functional structure with additional AODA components. The fall protection surfacing will also be replaced as part of the project. Staff had received many public inquires as to status of playground and future upgrades/replacement. The asset is in the 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. In addition, there will be 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 140,000 140,000140,000 140,000 140,000140,000 140,000 140,000140,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 140,000 140,000 140,000Funding Total 17-56 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73333 Playground Replacement - Elizabeth Hader Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\EH playground1.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-57 Town of Aurora Capital Projects Project Department Version Year 73333 Playground Replacement - Elizabeth Hader Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\EH playground 2.jpg 17-58 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73333 Playground Replacement - Elizabeth Hader Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\EH playground 3.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-59 Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Restoration of stream banks that have been eroding and encroaching on private lands. Includes replacement of the pedestrian walking bridge that crosses stream and provides connectivity for residents to Cousins Park and adjacent streets. This area is regulated by the LSRCA for regulatory floodplain with erosion hazards associated with the stream, requiring consultation/approval and permits. Provide the reasons the project should be approved and what will be the impact of the project to service levels. It's the Corporation's obligation to care for and sustain vital municipal infrastructure replacing assets in poor condition. The project will provide a safe area for pedestrian travel and improve stream banks and mitigate further damage and encroachment onto private lands. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits include the reinstatement of this outstanding degraded infrastructure (pedestrian bridge & stream stabilization) and reduction/management of risks associated with failing infrastructure. Installing an engineered bridge plus stream stabilization will have less of a financial burden once completed. The project will also greatly improve the walking trail through Cousins Park providing for safe travel. Please provide an explanation of what the outcomes would be if the project was not approved. Infrastructure repairs such as this bridge and the stream erosion would continue to lag behind in addressing this significant issue. Not acting on this project could result in an increased risk to the Corporation. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 50,000 50,00050,000 CONTRACTS 120,000 120,000120,000 170,000 170,000170,000 170,000 170,000170,000Expenditures Total Funding Infrastructure Sustainability Reserves PARKS R&R RESERVE CONT'N 170,000 170,000 170,000Funding Total 17-60 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Creek at Royal Road_LI.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-61 Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\IMG_20210608_1326298.jpg 17-62 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\IMG_20210608_1326587.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-63 Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Picture 1.jpg 17-64 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Picture 2.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-65 Town of Aurora Capital Projects Project Department Version Year 73336 Cousins Park Boardwalk Replacement Operational Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\picture 3.jpg 17-66 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31113 M & O and Underground Infrastructure Rehabilitation - Murray Dr, Kennedy St W, Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. Previously approved works include: - 2.37 lane-kms of mill and 50mm overlay on Murray Dr. from Golf Links to Wellington St. W. and Pinehurst Crt. and installation of oil/grit separators as required. - 3.06 lane-kms of mill and 50mm overlay on Murray Dr from Yonge to Golf Links and Wiles Crt. and 2.19 lane-kms mill and overlay on Kennedy St. W. from Murray to Bathurst. Also, sidewalk and curb repairs are required in certain sections. New proposed works include: The replacement of the culvert and of 40m of watermain in the vicinity of the culvert, and the installation of an oil/grit separator. Culvert replacement on Murray Dr. is done as per the recommendation of the Tannery Creek Flood Remediation Study. The request for additional funding is for the culvert, watermain replacement. and the installation of the oil/grit separator. 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. The replacement of the culvert will increase the culvert's conveyance capacity, reduce the risk of backwater for high intensity storms and prevent future flooding in the area. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 120,000 120,000120,000 CONTRACTS 2,232,291 2,116,6524,132,291 1,950,0001,900,000 65,639 2,352,291 2,236,6524,252,291 1,950,0001,900,000 65,639 2,352,291 2,236,6524,252,291 1,950,0001,900,000Expenditures Total 65,639 Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 1,064,626 444,550 Storm Sewers Contribution 494,550 1,105,450 WATER CONTRIBUTION 400,000 FED GAS TAX CONT'N 677,47665,639 2,236,652 1,950,00065,639 2,236,652 1,950,000Funding Total 65,639 Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-67 Town of Aurora Capital Projects Project Department Version Year 31113 M & O and Underground Infrastructure Rehabilitation - Murray Dr, Kennedy St W, Planning & Development Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. 1. The reconstruction of this infrastructure should lessen maintenance activities. 2. Environmental and community benefits through enhanced stormwater management practices. 3. Act on conclusions and recommendations of the CSWM-MP under the requirements of the Lake Simcoe Protection Plan (LSPP) that require the Town to complete a town-wide Stream Management Master Plan and the Tannery Creek Flood Relief Study to better integrate flood mitigation and erosion control measures. Please provide an explanation of what the outcomes would be if the project was not approved. The culvert has to be replaced since it is undersized as per the current MTO design criteria and will create a backwater and flooding issue. 17-68 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31113 M & O and Underground Infrastructure Rehabilitation - Murray Dr, Kennedy St W, Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31113 - Reconstruction of Murray Dr from Golf Links Dr to Wellington St W AND Pinehurst Crt\Map Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-69 Town of Aurora Capital Projects Project Department Version Year 31201 M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the rehabilitation (mill and overlay) of the following roads: Banbury Court (Brookland Avenue to end), Highland Gate (Bathurst Street to Timberline Trail/Cranberry Lane), Corbett Crescent (Cossar Dr. to Murray Dr.), Cossar Drive (Cossar Dr. to Stoddard Dr), Elderberry Trail (130m North of McRoberts Place/Dol Terrace to Wellington St. W.), Ironshore Court (Trillium Dr. to end), Greenbriar Court (Trillium Dr. to end), Spyglass Court (Trillium Dr. to end), Cranberry Lane (Highland Gate to Trillium Dr.), Dawlish Avenue (Covent Crescent to Brookeview Dr.). The project involves 3,470.2 m of mill and overlay, curbs and sidewalk repairs as necessary. 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 Town's 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 1,311,400 1,311,4001,311,400 1,311,400 1,311,4001,311,400 1,311,400 1,311,4001,311,400Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 1,311,400 1,311,400 1,311,400Funding Total 17-70 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31201 M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Planning & Development Services Final Approved Budget 2022 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 should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost-effective service to the public/community. Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-71 Town of Aurora Capital Projects Project Department Version Year 31201 M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31201 - MO Banbury-Highland-Corbett-Cossar-Elderberry-Ironshore-Greenbriar-Spyglass-Cranberry- 17-72 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31202 M & O - Haida Dr, Windham Trail, Wellington Heights Crt, Bayfair Rd, McDonald Dr, Bell Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 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: Haida Dr. (McDonald Dr. to Aurora Heights Dr.), Windham Trail (Kennedy St. W. to Timpson Dr.), Wellington Heights Court (Aurora Heights Dr. to end), Bayfair Road (Wellington Heights Court to Gilbank Dr.), McDonald Drive (Wellington St. W. to Haida Dr.), Bell Drive (McDonald Dr. to end), Devins Drive (Orchard Heights Blvd to Banff Dr.), Crawford Rose Drive (Orchards Heights Blvd to Aurora Heights Blvd). The project involves 2828 m of road for mill and overlay, curb and sidewalk repairs as necessary. 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 Town's 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 1,132,900 1,132,9001,132,900 1,132,900 1,132,9001,132,900 1,132,900 1,132,9001,132,900Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 1,132,900 1,132,900 1,132,900Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-73 Town of Aurora Capital Projects Project Department Version Year 31202 M & O - Haida Dr, Windham Trail, Wellington Heights Crt, Bayfair Rd, McDonald Dr, Bell Planning & Development Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved the maintenance costs for these road assets will increase. Roads should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost effective service to the public. 17-74 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31202 M & O - Haida Dr, Windham Trail, Wellington Heights Crt, Bayfair Rd, McDonald Dr, Bell Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31202 - MO Haida-Windham-WelligthonHghts-Bayfair-McDonald-Bell-Devins-Crawford\CP_31202.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-75 Town of Aurora Capital Projects Project Department Version Year 31203 M & O - Vata Crt, Walton Dr, Old Yonge St Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the rehabilitation (mill and overlay) of the following municipal roads: Vata Court (Edward Street to the end), Walton Drive (Mark Street to Wellington Street East), Old Yonge Street (St. John's Sideroad East to Batson Drive). The project involves the mill and overlay of 1661.3 m of road, curb and sidewalk repairs as necessary. 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-sufficiencyand 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 Town's 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. Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved the maintenance costs for these road assets will increase. Roads should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost-effective service to the public. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 636,800 636,800636,800 636,800 636,800636,800 636,800 636,800636,800Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 636,800 636,800 636,800Funding Total 17-76 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31203 M & O - Vata Crt, Walton Dr, Old Yonge St Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31203 - MO Vata-Walton-OldYonge\CP_31203.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-77 Town of Aurora Capital Projects Project Department Version Year 31207 Full Reconstruction - Mill St, Wells St, Edwards St, Temperance St Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2024 Provide a brief overview of the project and include the key goals, objectives and performance measures. To provide funding for the full depth reconstruction of Mill Street and the mill and overlay rehabilitation of Wells Street, Edward Street and Temperance Street. The limits of the project as well as the construction works include: -Full Depth Reconstruction: Mill Street from Wellington St. W. to Tyler St. -Mill and Overlay: Wells Street (from Wellington St. E. to Cousins Dr), Edward Street (from Metcalfe Street to Dunning Ave), Temperance Street (from Wellington St. to Kennedy St. W.). The project involves 2133.2 m of mill and overlay, 214.5 m of full reconstruction, 202 m of undersized 150mm watermain to be replaced with with 200mm watermain. The design of the project will be delivered in 2022 and construction will take place in 2024. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Link to Strategic Plan: Supporting an exceptional quality of life for all, Objective 2: invest in sustainable infrastructure - maintain and expand infrastructure. These roads are included in the 10-year Roads R&R Program which is based on an approved standard service level of 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". Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 100,000 100,000100,000 CONTRACTS 1,414,500 100,000 100,000 1,414,500100,000 100,000 100,000100,000 1,414,500Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 100,000 1,220,900 WATER CONTRIBUTION 193,600 100,000 1,414,500 100,000 1,414,500Funding Total 17-78 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31207 Full Reconstruction - Mill St, Wells St, Edwards St, Temperance St Planning & Development Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The rehabilitation of these street should better the Town's 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. 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 should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost effective service to the public. Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-79 Town of Aurora Capital Projects Project Department Version Year 31207 Full Reconstruction - Mill St, Wells St, Edwards St, Temperance St Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31207 - Reconstruction Mill and MO Wells-Edwards-Temperance\CP_31207.jpg 17-80 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31210 Full Reconstruction - Marksbury Crt, Gilbank Dr, Lacey Crt, McLeod Dr Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2024 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the Mill and Overlay for Marksbury Court (from Gilbank Dr. to end), Gilbank Drive (from McLeod Dr. (N) to McLeod Dr. (S)), Lacey Court (from McLeod Dr. to end) and full depth road reconstruction for McLeod Drive from Aurora Heights Drive to Wellington Street West. The project involves 1,064.2 m of mill and overlay, 533.2 m of full depth road reconstruction, 73 m of undersized 150mm watermain to be replaced with 200mm watermain, and 474 m of undersized 250mm storm sewer to be replaced with 300mm storm sewer. The design for the project will be delivered in 2022 and construction in 2024. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Link to Strategic Plan: Supporting an exceptional quality of life for all, Objective 2: invest in sustainable infrastructure - maintain and expand infrastructure. These roads are included in the 10-year Roads R&R Program which is based on an approved standard service level of PQI=65 to ensure financial sustainability 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 Town's 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 167,900 167,900167,900 CONTRACTS 2,157,200 167,900 167,900 2,157,200167,900 167,900 167,900167,900 2,157,200Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 167,900 1,710,900 Storm Sewers Contribution 376,500 WATER CONTRIBUTION 69,800 167,900 2,157,200 167,900 2,157,200Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-81 Town of Aurora Capital Projects Project Department Version Year 31210 Full Reconstruction - Marksbury Crt, Gilbank Dr, Lacey Crt, McLeod Dr Planning & Development Services Final Approved Budget 2022 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 should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost effective service to the public. 17-82 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31210 Full Reconstruction - Marksbury Crt, Gilbank Dr, Lacey Crt, McLeod Dr Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31210 - MO Marksbury-Gilbank-Lacey and Reconstruction McLeod\CP_31210.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-83 Town of Aurora Capital Projects Project Department Version Year 31228 Goulding Ave and Eric T. Smith Way - Installation of Top Course Asphalt Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the installation of the top course asphalt on the following municipal roads: Goulding Avenue (Don Hillock Drive to Eric T. Smith Way) and Eric T. Smith Way (End (West) to End (East)). The project includes the following: 822.8 m of road - to install the top course asphalt. 828 m of new sidewalk to be installed. Remove, repair and replace curbs as needed. 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 Town's 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 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 790,500 790,500790,500 790,500 790,500790,500 790,500 790,500790,500Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 790,500 790,500 790,500Funding Total 17-84 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 31228 Goulding Ave and Eric T. Smith Way - Installation of Top Course Asphalt Planning & Development Services Final Approved Budget 2022 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 should be seen as municipal assets with an intrinsic value but also with an ability to deliver a cost-effective service to the public. Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-85 Town of Aurora Capital Projects Project Department Version Year 31228 Goulding Ave and Eric T. Smith Way - Installation of Top Course Asphalt Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31228 - MO Goulding-Eric T Smith\CP_31228.jpg 17-86 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42089 Delayne Drive Channel Rehabilitation Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2024 Provide a brief overview of the project and include the key goals, objectives and performance measures. Existing conditions: Flood risks under the Regional Flood Event - there are 8 residential dwellings in the Regional flood plain where the Regional flood waters spill onto Delayne Drive. Preferred solution: Realign channel away from Delayne Drive residential properties (300m channel length). Widen the channel corridor and construct terraced floodplain through south overbank area to increase flood flow conveyance. Rehabilitate the watercourse using Natural Channel Design approaches. Minimize disturbance on north side of channel to preserve mature forest. Restore disturbed riparian areas with native tree and shrub plantings. Design will start in 2022 and construction will be delivered in 2024. Provide the reasons the project should be approved and what will be the impact of the project to service levels. There is a flood mitigation opportunity through channel realignment and channel conveyance upgrade. The project includes: - realign channel away from private properties - 300m of channel length will be redesigned using the Natural Channel Design principles - regrade floodplain - remove 2 crossings - 280m of natural trail restoration During the Regional Flood Event, eight (8) residential dwellings on Delayne Drive are within the flood extends and flood waters spill down Delayne Drive. There is little grade change between the channel banks and the back of the affected properties. It is therefore recommended that the channel be realigned away from the Delayne Drive properties to increase the width of the flood corridor and that the channel be regraded and widened to increase conveyance capacity. Regrading should be minimized on the north bank to minimize tree removals associated with project construction. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 150,000 100,000 50,000150,000 CONTRACTS 1,350,000 150,000 100,000 50,000 1,350,000150,000 150,000 100,000 50,000150,000 1,350,000Expenditures Total Funding Infrastructure Sustainability Reserves Storm Sewers Contribution 100,000 50,000 1,350,000 100,000 50,000 1,350,000 100,000 50,000 1,350,000Funding Total Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-87 Town of Aurora Capital Projects Project Department Version Year 42089 Delayne Drive Channel Rehabilitation Planning & Development Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Environmental and community benefits through target flood improvements: reduction in flood risk through realignment and widening of channel; 8 residential dwellings removed from Regional Floodplain. Act on conclusions and recommendations of the Comprehensive Stormwater Management Master Plan (CSWM-MP) under the requirements of the Lake Simcoe Protection Plan (LSPP) that require the Town to complete a town-wide Stream Management Master Plan and the Tannery Creek Flood Relief Study to better integrate flooding and erosion mitigation measures. Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved there is a risk to public infrastructure (the Regional flood waters might spill onto Delayne Road) and private property (8 residential dwellings are within the Regional Floodplain). There is a risk of flooding and creek erosion. 17-88 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 42089 Delayne Drive Channel Rehabilitation Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 42089 - Delayne Drive Channel Rehabilitation\CP_42089.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-89 Town of Aurora Capital Projects Project Department Version Year 34712 Streetlights Improvement on Yonge Street from Wellington to Church Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. Funding request for the design of a new street light system on Yonge Street from Wellington Street to Church Street. The project will be delivered in 2022 and the funding request includes $100,000 for design and $500,000 for construction. The design of the upgraded lighting system on Yonge Street (from Wellington Street to Church Street) builds on the recommendations of the comprehensive Streetscape Needs Assessment for the area which looks at streetscape and civil/municipal upgrades. The design of the upgraded lighting system will take into account the ability to implement WIFI, phone charging, security features, environmental sensors, messaging/marketing, etc. 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 to support forecasted population growth through technology, waste management, roads, emergency services and accessibility. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project will improve/upgrade the lighting system on Yonge Street from Wellington Street to Church Street. Please provide an explanation of what the outcomes would be if the project was not approved. No improvement/upgrades to the lighting system on Yonge from Wellington to Church, thus the unique character and full development potential of the area will not be achieved. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 100,000 100,000100,000 CONTRACTS 500,000 500,000500,000 600,000 600,000600,000 600,000 600,000600,000Expenditures Total Funding Infrastructure Sustainability Reserves RDS/SDWLKS/ST LGTS R&R 600,000 600,000 600,000Funding Total 17-90 2022 to 2023 Budget Rehabilitation & Replacement Capital Town of Aurora Capital Projects Project Department Version Year 34712 Streetlights Improvement on Yonge Street from Wellington to Church Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 34712 - Street Light Improvements Yonge St from Wellington-Church\CP_34712.jpg Rehabilitation & Replacement Capital 2022 to 2023 Budget 17-91 LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 02 CAO 02 Repair & Replacement 12037 Town of Aurora Website 85,000 40,856 44,144 85,000 44,144 Total 02 Repair & Replacement 85,000 40,856 44,144 85,000 44,144 Total 85,000 40,856 44,144 85,000 44,144 04 Operational Services 02 Repair & Replacement 12041 89 Mosley St 5,438,538 5,425,956 12,582 5,438,538 12,582 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 35,173 14,827 50,000 14,827 34004 Safety Railing - Yonge St north of Orchard Heights 400,000 24,422 238,122 375,578 400,000 375,578 34005 Traffic Protection Guide Rail - Kennedy St W.100,000 68,844 100,000 100,000 100,000 34007 Webster Drive Curb/Road Drainage Repair 65,000 6,216 65,000 65,000 65,000 34008 Roads Operations Infrastructure Inspection, Repair and Maintenance Program 200,000 19,424 32,906 180,576 400,000 200,000 31,491 349,085 350,000 200,000 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 34226 Roads - Front End Loader - Cat/416B (#45-22)192,600 34234 Parks - Zero Turn Mower ( 247-32)27,000 34241 Facilities - Ice Resurfacer (#590-26)150,000 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 34247 Parks - Zero Turn Mower (#248-32)27,000 34248 Parks - Zero Turn Mower (#249-27)25,000 34249 Parks - Zero Turn Mower (#249-32)27,000 34250 Parks - Zero Turn Mower ( #250-27)27,000 34251 Parks - Zero Turn Mower ( #250-32)30,000 34252 Parks- Zero Turn Mower ( #251-27)27,000 34253 Parks - Zero Turn Mower ( #251-32)30,000 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 34261 Parks - Wide area Mower (#256-32)185,000 34262 Vehicle Radio Upgrade 30,000 30,000 30,000 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)55,00017-922022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 34405 Water - Ford F 250 (#9-26)55,000 34414 Roads - GMC/3500 (#17-30)97,100 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 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 34431 Roads - 3/4 Ton Pick Up (#23-21)60,000 60,000 60,000 34432 Roads - 2 Ton (#24-21)90,000 90,000 90,000 90,000 34433 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)300,000 300,000 300,000 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)288,300 288,266 288,300 288,300 288,300 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 34464 Facilities - 3/4 Ton Cargo Van (#501- 27)55,000 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)300,000 34550 Roads- 6 Ton truck ( #28-29)300,000 34551 Roads - 6 ton truck (#33-28)300,000 34554 Roads - 6 ton truck ( #31-32)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 34559 Roads - Solar powered sign ( 140,141,142,143, plus 2020x 2 - 2032)200,000 34560 Facilities - 3/4 ton Cargo van ( #505- 32)75,000 34561 Parks - Backhoe and broom ( # 238,#392-32)260,000 34616 Side Walk /Engineered Walkway Reconstruction 525,000 203,084 321,916 525,000 171,916 150,000 125,000 111,500 113,900 116,400 118,900 121,500 124,100 126,800 42073 Stormwater Pond Maintenance Program - 2019 250,000 144,550 85,541 105,450 250,000 105,450 43039 Backflow Prevention Program 50,000 45,542 4,458 50,000 4,458Rehabilitation & Replacement Capital2022 to 2023 Budget17-93Rehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 71099 Parks - Tractor ( #241-32)130,000 71110 Parks - Arboretum Small JD Tractor (#299-25)57,100 71120 Parks - Wide Area Mower (#255-26)166,600 71125 Parks - Ford 350 Dump Truck (#226- 27)59,600 71127 Parks - Zero Turn Mower (# 245-27)25,000 71129 Parks - Tractor - JD/4320 (#240-32), Groomer Attachment (#291-32)74,500 71130 Parks - 1 Ton (#207-30)60,900 71131 Parks - 3/4 Ton (#212-30)60,000 71133 Parks - 3/4 Ton Pick Up (#200-29)60,600 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 62,800 71137 Parks - 3/4 Ton Pick Up (#204-21)60,000 60,000 60,000 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 71145 Parks - Portable Welder (#216-25)28,500 71147 Parks - Arborist Truck (#223-23)125,000 71148 Parks - 3/4 Ton Pick Up Crew Cab (#224-27)60,000 71149 Parks - 2 Ton Dump Truck (#225-25)70,000 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 71155 Parks - Utility Trailer (#232-26)11,400 71156 Parks - Equipment Trailer (#234-31)12,800 71157 Parks - Tractor (#242-26)122,200 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 71172 Tiller Attachment (#277-23)15,000 71178 Parks - 1 ton water truck ( #207-30)75,000 71179 Parks - 3/4 ton ( #212-30)65,000 71180 Parks - Sports Field Line Painter (# 243-30)20,000 71181 Parks - 3/4 ton (#201-30)65,00017-942022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 71182 Parks - Turf Crew Cab ( #203-31)75,000 71183 Parks - 3/4 ton ( #204-31)65,000 71184 Parks - 3/4 ton ( #205-32)66,000 71196 Parks - Zero Turn Mower ( #245-32)25,000 71197 Parks - Zero Trun Mower ( #246-27)25,000 71198 Parks - Zero Turn Mower ( #246-32)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 (Conditionally Approved 2022)675,000 120,536 12,924 554,464 1,195,001 520,001 554,465 520,000 73134 Parks/ Trails Signage Strategy Study & Implementation 695,700 453,359 31,892 242,341 695,700 70,000 50,000 122,341 73160 Emerald Ash Borer Management Program 2,069,850 1,634,560 317,981 435,290 2,069,850 235,000 200,290 73175 Walkway Lights - Graham Parkette 60,000 60,000 60,000 20,000 40,000 73192 Board Walk Resurface McKenzie Marsh 600,000 600,000 600,000 600,000 73196 Fleury Park Gazebo Repair/Replace 75,000 73203 James Lloyd Park Shelter Replace/Repair 75,000 73204 L Wilson Park Gazebo Repair/Replace and Park Shelter 100,000 73214 Playground Replacement- Tamarac Park 97,750 65,479 24,092 32,271 97,750 32,271 73215 Playground Replacement, Walkway Repaving- L Willson Park 180,000 180,000 180,000 180,000 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 30,000 30,000 73240 Walkway/Basketball Repaving- Tamarac Park 30,000 30,000 30,000 30,000 73242 Reconstruction of Fleury Park Washroom Facility 480,000 54,952 183,493 425,048 480,000 425,048 73263 Playground/Boardwalk Upgrade - Benjamin Pearson Parkette 223,500Rehabilitation & Replacement Capital2022 to 2023 Budget17-95Rehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 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 190,000 190,000 190,000 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 17,100 73333 Playground Replacement - Elizabeth Hader 140,000 140,000 140,000 73334 Parking Lot Rehabilitation - Parks Yard 100,000 250,000 73336 Cousins Park Boardwalk Replacement 170,000 170,000 170,000 Total 02 Repair & Replacement 13,024,238 8,227,037 1,290,277 4,797,201 14,724,239 1,700,001 1,908,573 3,521,240 2,386,289 789,700 1,149,000 4,997,400 1,810,300 990,300 1,974,700 2,180,700 1,134,000 1,494,300 Total 13,024,238 8,227,037 1,290,277 4,797,201 14,724,239 1,700,001 1,908,573 3,521,240 2,386,289 789,700 1,149,000 4,997,400 1,810,300 990,300 1,974,700 2,180,700 1,134,000 1,494,300 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 System)145,000 6,666 138,334 145,000 38,334 100,000 72166 SARC- Fire Control Panel 47,800 72168 Town Hall- Exterior Windows 176,400 176,400 72172 ACC- Sport Flooring 73,900 73,900 73,900 13,900 60,000 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 300,000 400,000 300,000 500,000 1,000,000 500,000 72201 Work Station Refresh Carpet Paint (2021 Budget Conditionally Approved)1,070,000 555,256 79,164 514,744 1,070,000 264,744 250,000 250,000 250,000 72204 Security Audit & Implementation 526,800 66,487 460,313 526,800 100,000 360,313 72207 AFLC - Flooring 332,000 72213 ASC - LED Lighting 50,000 4,172 19,172 45,828 50,000 45,828 72226 AFLC HVAC Arena 135,000 14,984 120,016 135,000 20,016 100,000 716,700 72263 SARC - Cooling Evaporator Tower 90,000 20,726 90,000 90,000 90,000 72283 SARC - Replacement of Pylon Sign Message Board 50,000 2,239 1,323 47,761 50,000 47,761 72297 ACC - Ice Resurfacer Room Heater 20,500 4,121 16,379 20,500 16,379 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 10,20017-962022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 72313 SARC - Replacement of overhead doors and door seals 29,400 72314 SARC - Lifecycle replacement of modified bitumen west roof section 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 32,100 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 10,000 45,000 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 19,600 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 13,500 72342 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 50,000 72381 CYFS 4-3 - Replace windows 28,800 28,800 28,800 5,000 23,800 72382 CYFS 4-3 - Replacement of roof 349,700 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 53,600 53,600 72404 Town Hall - Replacement of exterior entrance doors 16,500 10,408 16,500 16,500 16,500 72405 Town Hall - Replacement of roof sections and Skylight Sealant 250,000 6,284 243,716 250,000 20,000 223,716 72412 Town Hall - Major modernization of elevator 109,100 72414 Town Hall - Upgrade of building automation system 233,000Rehabilitation & Replacement Capital2022 to 2023 Budget17-97Rehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 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 150,000 150,000 150,000 150,000 72444 Yonge St Electronic Sign Replacement - Conditionally Approved in 2019 70,000 70,000 70,000 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 7,428 98,442 87,572 95,000 87,572 72449 SARC - Interior LED Retrofit 30,000 8,039 21,961 30,000 21,961 72450 SARC - Low-E Ceiling - Arenas 128,000 128,000 128,000 128,000 72452 Energy and Demand Management Plan Implementation 100,000 100,000 100,000 50,000 50,000 72453 Unplanned - Emergency Repairs Contingency 200,000 53,443 18,729 146,557 200,000 146,557 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 72454 Victoria Hall - Accessible Ramp - Accessibility Plan Implementation 20,000 20,000 20,000 5,000 15,000 72457 Lane Ropes for SARC & AFLC and new diving board at SARC 48,000 16,276 48,000 48,000 48,000 38,000 72460 Aurora Sports Dome Retrofit 600,000 600,000 600,000 150,000 450,000 72466 Parking Lot Rehabilitation – SARC 120,000 1,336,000 72467 Parking Lot Rehabilitation – Department of Defence 75,000 300,000 72468 Parking Lot Rehabilitation - Fred Bolsby Fire Station 75,000 275,000 72469 COVID-19 Related Facility Improvements 72,550 72,550 72,550 72,550 72470 SARC - Replacement of Competitive Starting Blocks 50,000 72471 SARC & AFLC - Pool Speakers 50,000 72473 SARC - Enclosed Outdoor Preschool Area 50,000 72474 AFLC - Kitchen Accessibility Retrofit 40,000 72476 Unplanned - Emergency Repairs Contingency 2022 100,000 100,000 100,000 73324 Pet Cemetery Restoration 55,000 25,586 13,397 29,414 75,001 20,001 29,415 20,000 20,000 15,000 74007 AFLC Fitness Equipment Replacement 278,600 259,910 18,690 298,599 19,999 38,689 40,000 48,900 75,000 39,000 11,000 74021 SARC - Comprehensive Sound/Audio/Public Address System Upgrade 45,200 45,200 45,200 45,200 74029 Parade Float 27,500 27,500 27,500 Total 02 Repair & Replacement 4,828,810 1,026,475 277,637 3,802,335 5,152,010 323,200 1,631,717 2,205,403 2,505,715 2,697,800 1,123,500 2,787,200 1,550,900 1,278,800 675,000 375,000 150,000 100,000 Total 4,828,810 1,026,475 277,637 3,802,335 5,152,010 323,200 1,631,717 2,205,403 2,505,715 2,697,800 1,123,500 2,787,200 1,550,900 1,278,800 675,000 375,000 150,000 100,000 08 Planning & Development Services 02 Repair & Replacement 31054 Road Resurfacing - Ind Pkwy S (Engelhard to Yonge), Vandorf (Ind Pwy S - Bayview) 1,505,300 1,341,551 (27,858)163,749 1,505,300 163,749 31108 Reconstruction - Algonquin Crescent and Haida Drive (Sections)1,971,139 1,531,163 439,976 1,971,139 50,000 389,976 31109 Reconstruction - Kennedy St W & Temperance St 2,988,300 2,826,174 (36,311)162,126 2,988,300 36,311 125,815 31113 M & O and Underground Infrastructure Rehabilitation - Murray Dr, Kennedy St W, Pinehurst Crt. Wiles Crt. 2,352,291 65,639 719,505 2,286,652 4,252,291 1,900,000 2,236,652 1,950,00017-982022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 31114 Reconstruction - Ransom Court and Ransom Street 667,341 667,341 667,341 667,341 31116 Road Resurfacing - Dunning Ave, Edward St, Golf Links Dr, Ind Pkwy S, McClellan Way, Orchard Hts. Blvd, Tamarac Trail, Yonge St S 3,549,010 2,936,687 612,323 3,549,010 25,000 587,323 31118 Reconstruction- Browning Crt, Johnson Rd, Holman Cres, Baldwin Rd 5,388,100 4,893,648 113,365 494,452 5,388,101 1 494,453 31119 Reconstruction- Adair Dr, Bailey Cres, Davidson Rd., Harriman Rd.4,618,600 4,341,800 89,881 276,800 4,618,600 276,800 31122 M & O - Centre St - Yonge - Spruce St 544,000 31124 Henderson Dr. - Wildlife Passage 175,000 8,810 47,184 166,190 175,000 166,190 1,911,000 31126 M & O - Harmon Ave, Orchard Hts Blvd., Whispering Pine Trail 977,630 575,682 401,948 977,630 75,000 326,948 31134 Road Resurfacing - Yonge St (Golf Links - Orchard Hts)1,206,400 869,935 7,836 336,465 1,206,400 10,000 326,465 31140 Road Resurfacing - Archerhill Crt, Jarvis Ave, Gilbert Dr, Westview Dr, McClellan Way 616,592 467,024 149,568 616,592 149,568 31156 Pavement Condition Assessment - 2023 50,500 31177 Recon - Vandorf Sdrd - Monkman Crt - Carisbrooke Cir.1,550,000 52,217 1,288,186 1,497,783 1,550,000 1,497,783 31178 Reconstruction of Poplar Crescent 3,935,300 81,521 38,992 3,853,779 3,935,300 50,000 3,803,779 31199 Road Resurfacing - Gurnett St., Kennedy St. E., Victoria St.,250,000 36,433 250,000 250,000 125,000 125,000 1,136,400 31201 M & O - Banbury Crt, HIghland Gate, Corbett Cr, Cossar Dr, Elderberry Tr, Ironshore Crt, Greenbriar Crt, Spyglass Crt, Cranberry Ln, Dawlish Av 1,311,400 1,311,400 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 1,132,900 1,132,900 31203 M & O - Vata Crt, Walton Dr, Old Yonge St 636,800 636,800 636,800 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 100,000 100,000 100,000 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, McLeod Dr 167,900 167,900 167,900 2,157,200 31211 Full Reconstruction - Vandrof Sdrd, Leslie St to Hwy 404 271,700 3,932,100 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, Kennedy St E 118,900 1,533,400Rehabilitation & Replacement Capital2022 to 2023 Budget17-99Rehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 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 Ave 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 Goulding Ave and Eric T. Smith Way - Installation of Top Course Asphalt 790,500 790,500 790,500 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 1,982,40017-1002022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 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 30,000 200,000 31247 Parking Lots Reconstruction - Victoria St. & Temperance St.100,000 650,000 34563 Intersection Pedestrian Signal on Henderson Drive 205,000 12,089 205,000 205,000 205,000 34626 Sidewalk Construction on Kitimat 192,700 146,729 45,971 192,700 45,971 34712 Streetlights Improvement on Yonge Street from Wellington to Church 600,000 600,000 600,000 42064 Storm Sewer Outlet Cleanup 1,110,000 118,658 463,492 991,342 1,110,000 500,000 491,342 42066 Damaged Storm Pipe off Henderson Dr 4,010,000 113,936 39,052 3,896,064 4,010,000 100,000 3,436,980 359,084 42067 Storm Outfall Erosion at Mill Street 184,600 124,939 59,661 184,600 59,661 42069 Sediment Removal for Ponds NC11 & NC13 230,000 2,236,000 42070 Sediment Removal/Maintenance for Pond C1 & NC6/7 73,000 710,000 42071 Sediment Removal for Pond NC5 & NC9 60,000 546,000 42072 Vandorf Sideroad Culvert and Ditch Repair 219,000 169,771 49,229 219,000 49,229 42074 Sediment Removal for Pond NC6/7 & NW9 90,000 880,000 42075 Performance Monitoring of LID Controls 240,000 76,050 163,950 240,000 83,950 80,000 80,000 80,000 42076 Machell Park - Underground Storage Facility 500,000 5,000,000 5,000,000 42079 Devlin Place Stream Rehabilitation 200,000 80,543 87,060 119,457 200,000 119,457 2,000,000 42080 Jones Court Stream Rehabilitation 150,000 27,551 150,000 150,000 100,000 50,000 600,000 42081 Wellington St Phase 1 Stream Rehabilitation 350,000 1,950,000 42082 Wellington St Phase 2 Stream Rehabilitation 2,000,000 42083 Willow Farm Lane Stream Rehabilitation 150,000 9,370 70,258 140,630 150,000 140,630 1,350,000 42084 Maintenance holes in Streams Erosion Protection Works 150,000 850,000Rehabilitation & Replacement Capital2022 to 2023 Budget17-101Rehabilitation & Replacement Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitment 42085 Tyler Street Stream Rehabilitation 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 150,000 150,000 100,000 50,000 1,350,000 43060 Watermain Decomissioning - 15408/15390 Yonge Street 60,000 100,000 Total 02 Repair & Replacement 38,642,303 20,831,847 2,976,715 17,810,456 45,431,804 6,789,501 6,280,975 17,909,898 11,460,784 11,059,300 6,158,800 9,062,600 6,933,500 13,064,500 13,985,100 9,342,700 9,664,000 Total 38,642,303 20,831,847 2,976,715 17,810,456 45,431,804 6,789,501 6,280,975 17,909,898 11,460,784 11,059,300 6,158,800 9,062,600 6,933,500 13,064,500 13,985,100 9,342,700 9,664,000 13 Financial Services 02 Repair & Replacement 14012 Financial System 1,500,000 125,869 15,000 1,374,131 1,500,000 160,000 1,051,631 162,500 43038 Water Meter Replacement Program 4,587,336 2,508,541 71,512 2,078,795 4,587,336 144,762 929,033 502,500 502,500 455,900 233,000 238,100 243,300 200,000 43055 Advanced Metering Infrastructure 1,599,500 1,599,500 1,599,500 150,000 1,449,500 Total 02 Repair & Replacement 7,686,836 2,634,410 86,512 5,052,426 7,686,836 454,762 3,430,164 665,000 502,500 455,900 233,000 238,100 243,300 200,000 Total 7,686,836 2,634,410 86,512 5,052,426 7,686,836 454,762 3,430,164 665,000 502,500 455,900 233,000 238,100 243,300 200,000 15 Corporate Services 02 Repair & Replacement 12002 Accessibility Plan Implementation 1,382,869 1,150,593 8,621 232,276 1,382,869 232,276 13018 Human Resources Information/Payroll System 250,000 24,517 52,973 225,483 250,000 225,483 25,000 14047 Computer & Related Infrastructure Renewal 2,097,506 1,059,977 186,328 1,037,529 1,847,507 (249,999)350,000 302,645 134,885 158,000 172,000 174,000 210,154 183,508 190,000 200,000 210,000 14070 Boardroom Audio/Video Equipment 100,000 1,070 100,000 100,000 50,000 50,000 14075 Business Process Automation and Data Integration 250,500 20,963 250,500 250,500 70,963 179,537 14081 Ethernet Switch Redesign 400,000 400,000 400,000 150,000 100,000 60,000 60,000 14082 Data Centre Upgrades - Cybersecurity 60,000 4,134 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 14084 Maximo EAM for Cities 100,000 100,000 100,000 100,000 100,000 100,000 14092 TrackIT Replacement 20,000 20,000 20,000 14093 Council Chamber A/V Technology 100,000 14094 Data Centre Hardware Refresh 100,000 100,000 100,000 75,000 75,000 14095 Cybersecurity Software 90,000 90,000 90,000 60,000 14097 EZMax Mobile 50,000 50,000 50,000 14099 MS Dynamics 365 Upgrade 107,000 14103 Backflow Prevention App 25,000 25,000 25,000 14104 Contract Management Module 20,000 81025 GIS Scanner 10,000 10,000 10,000 10,000 Total 02 Repair & Replacement 4,150,875 2,235,087 274,089 1,915,788 4,685,876 535,001 988,722 1,327,182 831,885 483,000 382,000 284,000 260,154 233,508 240,000 250,000 260,000 50,000 Total 4,150,875 2,235,087 274,089 1,915,788 4,685,876 535,001 988,722 1,327,182 831,885 483,000 382,000 284,000 260,154 233,508 240,000 250,000 260,000 50,000 Total Capital Projects 68,418,062 34,995,712 4,905,230 33,422,350 77,765,765 9,347,703 11,308,893 28,393,887 17,849,673 15,532,300 9,269,200 17,364,200 10,792,954 15,810,408 17,074,800 12,148,400 11,208,000 1,644,30017-1022022 to 2023 BudgetRehabilitation & Replacement CapitalRehabilitation & Replacement Capital - 10 Year Plan AS APPROVED ON DECEMBER 14, 2021 Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 74030 - Korean War Memorial 24.0 24.0 New capital project 18-8 24.0 -24.0 14076 - Digital Education Program 50.0 25.0 25.0 Per Technology Strategic Plan - this was an education engagement for ELT and CMT. $25k for this year was to present the course twice 18-13 14086 - ArcGIS Portal 100.0 -100.0 New capital project 18-15 14088 - Outdoor Wi-Fi Implementation (Conditionally Approved 2022) 50.0 -50.0 New capital project. Conditionally approved in 2022.18-16 14101 - Permit Occupancy Application 25.0 -25.0 New capital project 18-17 14102 - Garbage Tag Portal 25.0 -25.0 New capital project 18-19 250.0 25.0 225.0 24029 - AMPS Implementation 150.0 -150.0 New capital project 18-21 150.0 -150.0 71092 - Facilities - Van - Aurora Town Square (New)55.0 -55.0 New capital project 18-23 71117 - Parks - Utility Vehicle - Wildlife Park (New)40.0 -40.0 New capital project 18-24 95.0 -95.0 73201 - Artificial Turf - Location #1 2,575.0 -2,575.0 New capital project 18-26 73290 - Tree Inventory 40.0 25.0 15.0 Development related, update inventory 18-28 73335 - Dog Waste Container/Diversion Pilot Project 61.0 -61.0 New capital project 18-31 Growth & New 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. Community Services Programs Bylaw Corporate Services Operational Services Information Technology Fleet Parks 18-2 2022 to 2023 Budget Growth & New Capital Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # Growth & New 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. 73338 - St. Anne's School Park (Conditionally Approved 2022)200.0 -200.0 New capital project. Conditionally approved in 2022.18-33 2,876.0 25.0 2,851.0 31229 - Construction of a Layby Lane on Tecumseh Drive at Aurora Heights P.S. 65.0 -65.0 New capital project 18-35 65.0 -65.0 34518 - Pedestrian Crossings as per 2019 DC Study (Conditionally Approved 2022) 216.2 144.1 72.1 New funding request as per the 2019 DC Study. Conditionally approved in 2022. 18-38 34519 - Traffic Calming as per 2019 DC Study (Conditionally Approved 2022) 245.1 122.6 122.6 New funding request as per the 2019 DC Study. Conditionally approved in 2022. 18-41 461.3 266.7 194.6 34617 - Sidewalk- Edward/ 100m E of Yonge-Dunning 75.0 -75.0 New capital project 18-44 75.0 -75.0 Total 3,996.3 316.7 3,679.6 Roads Sidewalks Traffic Planning & Development Services Growth & New Capital 2022 to 2023 Budget 18-3 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) 21006 - Fire HQ, Hall and Training Construction 13,655.0 13,655.0 - 21106 - Pumper for Fire Hall 4-5 410.0 410.0 - 21107 - Fire Hall 4-5 Turn Out Gear 75.6 75.6 - 21109 - Fire - Smaller Vehicles 26.9 26.9 - 21114 - Fire Master Plan - 2019 51.3 51.3 - 14,218.8 14,218.8 - 72113 - New Recreation Facility- Aquatic center 2,400.0 2,400.0 - 72223 - Electric Vehicle (EV) Charging Stations at Aurora Town Square 13.8 13.8 - 72410 - SARC - 7500sqft. Gymnasium MPR Admin.8,200.0 8,200.0 - 72443 - AFLC - Pylon Sign 60.0 60.0 - 72445 - CYFS - Firehall 4-3 Pylon Sign 30.0 30.0 - 81019 - Aurora Town Square 51,939.5 51,939.5 - 62,643.3 62,643.3 - 74015 - Cultural Services Master Plan 180.0 180.0 - 74017 - Aurora Sports Hall of Fame 77.0 77.0 - 74019 - Active Net Scan System 20.0 20.0 - 277.0 277.0 - 24015 - Radios for By-Law Officers 85.0 85.0 - 24016 - Animal Control Start Up 100.0 100.0 - 14058 - Project Management Software 50.0 50.0 - 14068 - Wireless Upgrades and Enhancements 93.5 93.5 - 14072 - Cityview Portal Implementation 92.1 92.1 - Growth & New Capital ($000s) Previously approved capital projects with no change or reduction to budget Community Services Fire Services This list includes new capital projects and existing projects where an increase to the capital budget authority is being requested. Corporate Services Facilities Programs 18-4 2022 to 2023 Budget Growth & New Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Growth & New 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. 14085 - Migration to Cityview Workspace 100.0 100.0 - 14089 - Business Intelligence 50.0 50.0 - 24013 - Building Division Website Portal 100.0 100.0 - 12016 - Customer Experience Plan (CEP)453.1 453.1 - 12025 - Customer Relationship Management (CRM)186.0 186.0 - 13023 - Access Aurora Telephony Project 51.2 51.2 - 1,360.9 1,360.9 - 72285 - JOC - Additional Work 2,185.2 2,185.2 - 43057 - Installation of Backflow Prevention Meters in Town Facilities 125.0 125.0 - 34713 - Street Light Pole Identification 40.0 40.0 - 2,350.2 2,350.2 - 24023 - Cameras for Parking Enforcement 60.0 60.0 - 34111 - Roads - DLA/Multipurpose Road Maintenenace Truck (New)500.0 500.0 - 34188 - Trackless Sidewalk Snow Blower Attachment 150.0 150.0 - 71060 - Facilities - 1/2 ton Truck (New)45.0 45.0 - 755.0 755.0 - 73085 - Arboretum Development 1,036.3 1,036.3 - 73107 - Former Kwik Kopy Trail Connection 927.9 927.9 - 73119 - Street /Park Tree Planting Contract 739.9 739.9 - 73147 - Trail Construction as per Trail Master Plan 150.0 150.0 - Operational Services Operations Fleet Parks Growth & New Capital 2022 to 2023 Budget 18-5 Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Growth & New 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. 73169 - David Tomlinson Nature Reserve (Phase 1-5)5,119.5 5,119.5 - 73177 - Regionally Approved Pedestrian Underpasses 1,036.2 1,036.2 - 73247 - Trail Construction (Pandolfo/Glen Ridge development area) 100.0 100.0 - 73287 - Hallmark Lands - Baseball Diamonds 3,750.0 3,750.0 - 73292 - Picnic Tables/Benches/Garbage Receptacles 55.0 55.0 - 73296 - Trails - Joseph Hartman Trail Connection (DG Group)320.0 320.0 - 73299 - Non - Programmed Park in 2C 1,500.0 1,500.0 - 73323 - Mattamy Phase 4/5 Trail 900.0 900.0 - 73327 - DeGraaf Cres Trail 200.0 200.0 - 81016 - Aurora Promenade Streetscape Design & Implementation Plan Capital Works 570.0 570.0 - 16,404.8 16,404.8 - 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 - 34006 - Pave Snow Storage Facility - Lambert Willson Park 1,309.0 1,309.0 - 5,889.7 5,889.7 - 34610 - S/W, Multi-use Trail and Illumination - Leslie St - Wellington St. to Don Hillock Dr 192.8 192.8 - Planning & Development Services Sidewalks Roads 18-6 2022 to 2023 Budget Growth & New Capital Project Proposed Capital Budget Authority Previously Approved Budget Requested Budget Change Reason for budget decrease (if applicable) Growth & New 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. 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 1,233.6 1,233.6 - 3,232.0 3,232.0 - 34527 - Yonge/Wellington Intersection Improvements 494.1 494.1 - 34533 - Traffic Calming Measures in School Zones 20.0 20.0 - 514.1 514.1 - 43048 - St John's Sdrd - Leslie to 2C 1,661.0 1,661.0 - 1,661.0 1,661.0 - 34707 - Lighting Upgrade - Wellington, Berczy to West of Mary 237.0 447.0 (210.1) $175,200 transferred to capital project 34006 (Aurora Snow Storage Facility in Lambert Willson Park) as per Council decision on June 22, 2021. $34,900 reduction in anticipated regional grant due to lower costs than anticipated. 237.0 447.0 (210.1) 24014 - Digital Plan Review and E- Permit Applications 120.0 120.0 - 120.0 120.0 - Total 109,663.6 109,873.7 (210.1) Building Services Traffic Water, Wasterwater & Stormwater Streetlights Growth & New Capital 2022 to 2023 Budget 18-7 Town of Aurora Capital Projects Project Department Version Year 74030 Korean War Memorial Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Remembrances of Canada's contribution to the Korean War effort can be found in many municipalities across this country. Aurora's War Memorial Peace park solemnly pays tribute to those from Aurora, King City and Whitchurch-Stouffville who served and were lost in the two world wars and the Afghan war. There is no similar recognition of the Korean War. This project supports the development and installation of a Korean War memorial to those that served, from the three municipalities, as part of the Canadian contingent within the grounds of the Aurora War Peace Park, with a pending grant application to Veteran Affairs Canada under the Community War Memorial grant program. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The original War Memorial Tower was unveiled in 1925 to honour the soldiers who fell in WWI. The Altar of Sacrifice was added in 1960 to honour those that fell in WWII, while the LAVIII Afghanistan Memorial was added in 2017. Aurora, Whitchurch-Stouffville and King jointly erected the WWI memorial and the names of the soldiers who died from all three municipalities were recorded on the memorial, similarly for The Altar of Sacrifice. There are no names on the LAVIII nor will there be names on the Korean Memorial. The proposal for the Korean Memorial prepared by the Aurora Legion, has been shared with staff from all three municipalities, who are in favour of the project and have agreed to fund their portion of the project. The Aurora Legion continues to be a critical partner with the Town in commemorating our veterans and they Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 24,000 24,00024,000 24,000 24,00024,000 24,000 24,00024,000Expenditures Total Funding Special Purpose Reserve Funds ARTS & CULTURAL CONTRIBUTION 4,000 4,000 Other Funding Sources FEDERAL GRANTS 12,000 MUNICIPAL RECOVERIES 8,000 20,000 24,000Funding Total 18-8 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 74030 Korean War Memorial Community Services Final Approved Budget 2022 will continue to support this project by providing an appropriate message for the monument and facilitate future memorial celebrations. The Aurora Legion also supports the preferred design but would like to recommend adding a reference to the United Nations. This suggestion is based on the fact that Korea was the U.N.'s first military intervention following its formation and the start of Canada's history of participation in U.N. sponsored missions. In May 2021 a call for community input for the design of new memorial to the Korean War was completed and the preferred design, as voted on by the public, was submitted by a local resident. Veteran Affairs Canada (VAC) is committed to honouring those who served Canada in times of war. The Commemorative Partnership Program is provides grant funding of up to 50% or eligible expenditures, to organizations undertaking remembrance initiatives, which include funding related to the construction, restoration or expansion of a community war memorial. Applications for this program are due by November 1, with the anticipated start date on or after April 1 of the following year. Aurora will submit one application on behalf of all three municipalities to request funding to support this initiative. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The continued partnership between the Town of Aurora, Aurora Legion, the Township of King and the Town of Whitchurch-Stouffville , has resulted in many years of recognition for the veterans within our communities. This additional monument would provide an opportunity to commemorate those who participated in the Korean War. Please provide an explanation of what the outcomes would be if the project was not approved. The development of a Korean War memorial could not proceed. Growth & New Capital 2022 to 2023 Budget 18-9 Town of Aurora Capital Projects Project Department Version Year 74030 Korean War Memorial Community Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Attachment 1 - Korean War Memorial Design_Page_1.jpg 18-10 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 74030 Korean War Memorial Community Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Attachment 1 - Korean War Memorial Design_Page_2.jpg Growth & New Capital 2022 to 2023 Budget 18-11 Town of Aurora Capital Projects Project Department Version Year 74030 Korean War Memorial Community Services Final Approved Budget 2022 Gallery K:\Financial Services\FIN\PlanInvest\BudgetFIN\2022 Budget\Capital Budget 2022\Photos\Attachment 2 - Korean War Memorial Proposed Location.jpg 18-12 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 14076 Digital Education Program Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Project approved as per CS19-035 approved November 26, 2019. Q4 2021 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. To become a more tech savvy organization that appropriately leverages technology, the leaders of the Town need to understand technology, the potential of digital and how to successfully implement technology and digital enabled change. This program will benefit staff by raising the technology threshold as it pertains to implementing digital and technology driven change. Technology and digital thinking needs to be at the heart of business strategies for each business leader. Provide the reasons the project should be approved and what will be the impact of the project to service levels. To be an effective and efficient municipality, it is imperative that we have effective, integrated technology underpinning and powering the organization. High quality customer service, operational efficiency and staff productivity depend on it. Moving from paper-based to digitized processes involves persistent organization as well as technological change for each business unit. This transformation allows work practices and processes to change, customer interaction to change, job roles and expectations change as a result of the implementation. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. To provide management and senior leaders a digital education training program emphasizing digital awareness and readiness for digital organizational transformational change. This will provide leadership with foundational knowledge on core digital topics, to fully understand and embrace the potential of technology aligning the leadership and preparing for the upcoming digital process transformation. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 25,000 25,00050,000 25,00025,000 25,000 25,00050,000 25,00025,000 25,000 25,00050,000 25,00025,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 25,000 25,000 25,000 25,000 25,000 25,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-13 Town of Aurora Capital Projects Project Department Version Year 14076 Digital Education Program Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. This program was recommended by the Technology consultants as part of the overall Technology Strategic Plan implementation. If not approved, changes cannot be made that will enable change. 18-14 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 14086 ArcGIS Portal Corporate Services Final Approved Budget 2022 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 ArcGIS Portal will allow the Town to easily share existing GIS data such as maps, scenes, applications, and other geographic information to internal users, other municipalities, York Region, and external business partners. 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. We are constantly asked for geographic data by both internal and external parties. Our service delivery model currently is a manual one. The portal would allow us to provide this information quickly and online. This is a much more efficient delivery model for this much needed information. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. This project benefits both internal and external consumers of geographic data. Having the portal means the data is readily available, and in some cases, available via self-serve. Please provide an explanation of what the outcomes would be if the project was not approved. Inefficient and expensive manual processes would need to be continued,geographic data will not be readily available and an item in the IT Strategic plan will be left unaccomplished. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 100,000 100,000 100,000100,000 100,000 100,000 100,000100,000 100,000 100,000 100,000100,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 100,000 100,000 100,000 100,000 100,000 100,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-15 Town of Aurora Capital Projects Project Department Version Year 14088 Outdoor Wi-Fi Implementation (Conditionally Approved 2022) Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2022 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. This project will provide WiFi hotspots for residents in outdoor Town parks. Town Park and Library Square will be the first two areas to receive this technology. When residents are in these areas, they will be able to attach their smart phones or other mobile devices to these hotspots and easily access Town services. This project aligns with the IT Strategic Plan in that it is providing residents with direct access to Town services and general internet access. Provide the reasons the project should be approved and what will be the impact of the project to service levels. This is a benefit to both Town employees or residents who happen to be in an outdoor area where this technology is deployed. The mayor has asked us to look into this initiative. He wants to provide WiFi services in some outdoor locations. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. All residents will receive the benefit of attaching to this Town provided WiFi when they are in an outdoor area with this technology. This project was initiated by the mayor. Please provide an explanation of what the outcomes would be if the project was not approved. If not approved, residents will not get the benefit and convenience of direct access to Town services and general internet access while in outdoor parks. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 50,000 50,000 50,000 100,00050,000 50,000 50,000 50,000 100,00050,000 50,000 50,000 50,00050,000 100,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 50,000 50,000 100,000 50,000 50,000 100,000 50,000 50,000 100,000Funding Total 18-16 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 14101 Permit Occupancy Application Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Implement a system for issuing online plumbing permits and road occupancy permits and taking payments in order to: 1. Create efficiencies with self-serve functionality for residents to apply for and pay for permits. 2. Improve customer service experience for all applicants. 3. Reduce the time required to issue a permit. 4. Reduce the amount of paper and dependencies on paper. 5. Eliminate the duplication of tasks (e.g. road occupancy and building permits sometimes need to be done together one stop shopping for resident). Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINK TO STRATEGIC PLAN: Objective 2: Invest in sustainable infrastructure maintain and expand infrastructure to support forecasted population growth through technology. Objective 6: Promoting service accountability, excellence and innovation Using technology for better decision making, cost savings resulting from greater efficiencies, improved communication and enhanced service levels across the organization. Approximately 600 to 800 road occupancy permits are issued per year. External applicants are required to complete an application and provide supporting documents that include site drawings, traffic control plans, certificates of insurance and WSIB documents. Payment is received in the form of cheque or credit card (over the phone). Documents are dropped off at the JOC or emailed. Once the pre-work application, supporting documents and payments are received and processed, the TOA Roads Crew proceed with pre, post and final inspection activities. Information from the inspections are detailed on a form. These multiple inspections are tracked manually via Excel and it is challenging. Challenges include the volume of permits and the various stages of the permit, difficulties determining the due date for each permit. The existing process of using Excel isn’t efficient. It is difficult to track activities and hampers the level of customer service the Division can provide. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 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 2022 to 2023 Budget 18-17 Town of Aurora Capital Projects Project Department Version Year 14101 Permit Occupancy Application Corporate Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. A new Road Occupancy Permitting System will bring efficiency and cost savings to the existing process. It will also improve current level of service and customer satisfaction and increase staff productivity. Please provide an explanation of what the outcomes would be if the project was not approved. The Roads Division would continue to use Excel with limited capabilities to track road occupancy permits. Continued disconnection with road permit process and other applications such as CityView. Information may not be properly distributed amongst the different departments and divisions. Roads Staff may not have the proper data/information to make better decisions while out in the field. External applicants will still be required to complete a manual application along with long drawn out manually processes with no self- service online functionality. Continued dependencies on paper. 18-18 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 14102 Garbage Tag Portal Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Effective January 1st, 2021, the Town of Aurora will have a three bag garbage limit for residents. This project would be the creation of a web portal designed for residents, where you can go to the portal and purchase tags online if they are going to exceed the three garbage bag limit. The portal would be setup with an online payment system. Once the tags have been purchased we have the option of mailing out the tags to the resident or use a program that would allow you to download tags that can be printed and attached to the garbage bag. This would eliminate the need for residents to go to the Joint Operations Centre or Aurora Town Hall to purchase garbage tags. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINK TO STRATEGIC PLAN: Objective 2: Invest in sustainable infrastructure maintain and expand infrastructure to support forecasted population growth through technology. Objective 6: Promoting service accountability, excellence and innovation Using technology for better decision making, cost savings resulting from greater efficiencies, improved communication and enhanced service levels across the organization. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Residents will no longer have to go to the Joint Operations Centre or Town Hall to purchase garbage tags. They can purchase garbage tags 24/7 through our Garbage Tag Web Portal. This will provide greater business efficiencies and an improved customer service experience for our residents. It will also provide additional relief for Customer Service Agents dealing with the increased phone calls/emails and aid in tracking customer inquiries and complaints. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 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 2022 to 2023 Budget 18-19 Town of Aurora Capital Projects Project Department Version Year 14102 Garbage Tag Portal Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. Residents will continue to go to Joint Operations Centre or Town Hall to purchase garbage tags. We would continue to use traditional methods of communicating with residents via phone and email. There would be no 24/7 online solution public portal for residents to utilize. 18-20 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 24029 AMPS Implementation Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q1 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. The purpose of this project is to expand on the Town's relationship with GTECHNAfor enforcement management tools/software. As part of the transition to the Administrative Monetary Penalty System (AMPS), the Town will be responsible for administering our own hearings and adjudications. This is in support of a provincial recommendation to transition Provincial Offences matters away from the Provincial Court System. The goal of this project is to provide residents with an easier process for appealing parking tickets and AMPS tickets by having them be able to request appeals online. The program will also allow officers to issue fines and notices in the field and have all details stored in a centralized back office that is combined with other code enforcement records. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Approval of this project will allow bylaw services to appropriate follow through with case files, conduct appropriate enforcement action, and implement a mandatory screening/hearing process as part of the AMPS transition. Without implementation of this program, it is highly likely that the Town will continue to see reductions in revenues associated with court fines and large portions of adjudicated fines will continue to go to higher tiers of government (Upwards of 50%). Aurora is currently one of the few municipalities in York Region who have not transitioned to this program. Currently the following municipalities have switched: Markham, Richmond Hill, Vaughan and Newmarket. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The implementation of this project will include a better customer experience for residents, significant increases in revenue (sustained 25-30% increase), and better control over judicial matters. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 150,000 150,000150,000 150,000 150,000150,000 150,000 150,000150,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 150,000 150,000 150,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-21 Town of Aurora Capital Projects Project Department Version Year 24029 AMPS Implementation Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. If this project is not approved, it is highly probable that the Region will force the Town to explore this process within 1-2 years. Given the current backlog of Provincial Offences Act charges before the court (300,000+ as of April 2021) many charges will be withdrawn and the courts will be looking for alternative methods to resolve issues of non-compliance. 18-22 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 71092 Facilities - Van - Aurora Town Square (New) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. A service vehicle is required for the Aurora Town Square Complex. This includes the Cultural Centre, Library Square, Victoria Hall and the Armoury. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Staff supporting the above facilities are required to transport tools, equipment and supplies required for maintenance as well as furniture, fixtures and equipment to support the various programs being delivered throughout the facilities. 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 vehicles and would incur mileage charges, as well as wear and tear/damage to personal vehicles. Personal vehicles 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 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 55,000 55,00055,000 55,000 55,00055,000 55,000 55,00055,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 55,000 55,000 55,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-23 Town of Aurora Capital Projects Project Department Version Year 71117 Parks - Utility Vehicle - Wildlife Park (New) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. A utility vehicle is required for the maintenance of the David Tomlinson Wildlife Park and additional trails within 2C development lands. Trails are one of the Town's most utilized assets and especially since the onset of COVID-19. Phase 1 of the DTWP was completed in Fall 2020 and is unique as it includes many boardwalks due to the wetlands and created trails boardwalk on either end. This requires smaller/lighter equipment to cross boardwalks due to load bearing capacities to perform regular maintenance/inspections. This vehicle will also benefit Phase 2 to be constructed in 2022 and many other trails noth of St. John's being constructed in the next couple years, currently under design. Provide the reasons the project should be approved and what will be the impact of the project to service levels. To sustain service levels this vehicle is essential in assisting in trail inspection, trail grooming and management of the wetland spaces/dam. The vehicle will support the new Serviceperson required to maintain new infrastructure and amenities due to development of open spaces/trails and parks east of Bayview Ave. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Will enable staff in meeting Parks Maintenance Standard Service Levels for trails/open spaces/boardwalks and woodlots. Safe spaces for residents to enjoy our natural environment. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures EQUIPMENT - OTHER 40,000 40,00040,000 40,000 40,00040,000 40,000 40,00040,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 40,000 40,000 40,000Funding Total 18-24 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 71117 Parks - Utility Vehicle - Wildlife Park (New) Operational Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. Risk of not being able to meet service levels and maintain infrastructure with potential for injury/litigation. Growth & New Capital 2022 to 2023 Budget 18-25 Town of Aurora Capital Projects Project Department Version Year 73201 Artificial Turf - Location #1 Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2024 Provide a brief overview of the project and include the key goals, objectives and performance measures. Phase 1 - Preparation of detailed design specifications for one artificial turf sports field in partnership with school board to meet needs identified within the Sports Field Development Strategy (SFDS). Consultant works will support the tender process for Phase 2, construction of turf field and washroom facility in 2023/24 with the impending closure of the 19 grass soccer fields known as the Magna Fields in 2025, absence of these fields will have a significantly negative impact on service levels. Replacement of these fields are identified in the SFDS as a high priority. At this time, staff anticipate the field will be completed by end of Q4 2024 - Q2 2025. Specific locations and field specifications remain subject to Council approval. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Artificial turf fields with lighting are equivalent to approximately 2.5 grass field for field usage, and can be maintained at a lower cost than grass fields. Construction of full-size, lit artificial turf fields will also allow for the re-allocation of existing full-size grass fields to be re-purposed for other sport field requirements. Working in partnership with school boards eliminates the need for land acquisition( estimated at 2 million/acre currently) that is hard to come by in Aurora as there is very little availability of large parcels left in Town. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 150,000 150,000150,000 CONTRACTS 2,425,000 2,425,0002,425,000 2,575,000 150,000 2,425,0002,575,000 2,575,000 150,000 2,425,0002,575,000Expenditures Total Funding Other Funding Sources OTHER 500,000 GROWTH & NEW RES CONT'N 150,000 1,925,000 150,000 2,425,000 150,000 2,425,000Funding Total 18-26 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73201 Artificial Turf - Location #1 Operational Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Potential partnerships with school boards to leverage available land, therefore no capital expenditure for land acquisition. Proven successful partnership exists with St. Max School Artificial turf and Town. Length of season increased, lower operating costs, less down time due to weather and rest periods required for natural turf. Please provide an explanation of what the outcomes would be if the project was not approved. Potential loss of revenue, inability to meet sport group needs and service levels, once Magna complex comes off-line and is not available for Town use. Growth & New Capital 2022 to 2023 Budget 18-27 Town of Aurora Capital Projects Project Department Version Year 73290 Tree Inventory Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q2 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. To inventory the street trees in the new development lands on the 2C lands. It is important to update the current tree inventory to include these new residential areas in Town so we have a complete record. This helps us understand the quantity of trees, diversification of species and locations which details this large asset and assists in maintenance planning. The Town initiated the street tree inventory in the early 2000's and all of the Town has been completed to date. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Inventory supports the Municipal Forestry Policy and the Parks Maintenance Standards, assisting in projecting/managing block pruning and budgeting works. Example of where the inventory has been vital is the management of the EAB treatment program. It has allowed staff to identify the number of trees/diameter to enable budget forecast for treatments and procurement document information, essential to allow Council to make informed decisions. Inventory shared with the GIS department, creating a layer of street trees in iCity that assists forestry/administration staff identifying ownership of trees,defining property lines and tree locations. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project will create efficiencies in customer service, planning of work and maintenance schedules. It will also assist in creating accurate forecasts in budgets and reporting of assets.In addition, it will help staff deal with work orders and customers efficiently while improving response time. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 25,000 40,000 19,648 15,000 30,00015,000 20,352 25,000 40,000 19,648 15,000 30,00015,000 20,352 25,000 40,000 19,648 15,00015,000 30,000Expenditures Total 20,352 Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 1,500 1,500 3,0002,518 1,500 1,500 3,0002,518 Development Charges Reserve Funds PARKS DEV & FAC DC CONT'N 18,148 13,500 27,00017,834 18,148 13,500 27,00017,834 19,648 15,000 30,000Funding Total 20,352 18-28 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73290 Tree Inventory Operational Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. Incomplete registry of assets. Loss if data essential to operational staff work orders/service delivery. Growth & New Capital 2022 to 2023 Budget 18-29 Town of Aurora Capital Projects Project Department Version Year 73290 Tree Inventory Operational Services Final Approved Budget 2022 Gallery C:\Users\Sara Tienkamp\Documents\Tree Inventory.jpg 18-30 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73335 Dog Waste Container/Diversion Pilot Project Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. Dedicated collection of dog waste ensures that it is diverted from landfill and flows through the correct stream of organic materials. The solution will help to collect dog waste correctly, which can then be converted to energy and fertilizer. Staff are proposing an in-ground dog waste pilot project for 2022-23, including installation of 12 receptacles within high use parks and trails in Aurora. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Improper disposal of dog waste is a problem for the public that use public spaces and for the staff that maintain the receptacles. In numerous park/trail locations, 50-75% of the waste in a receptacle is pet waste. In-ground containers minimize the contact the public and staff would typically have with a traditional mixed waste receptacle where pet waste has been disposed. The experience for staff is less than pleasant with foul odours, mass quantities of pet waste, loose dog waste and heavy cans, all creating many health and safety concerns. The units are fully in-ground, pre-cast concrete containers that store waste below grade where it is cooler and out of direct sunlight. This reduces odour and means that waste can be collected when the container is full, not when it smells, with a frequency of approximately every 6 weeks due to capacity. The above-grade access tube is designed to accept small bags of dog waste to minimize contamination by other waste eg: coffee cups. The waste is emptied by a large capacity contractor waste truck outfitted with a crane arm, to lift out the bag and transport for green disposal. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 61,000 61,00061,000 61,000 61,00061,000 61,000 61,00061,000Expenditures Total Funding Other Funding Sources GROWTH & NEW RES CONT'N 61,000 61,000 61,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-31 Town of Aurora Capital Projects Project Department Version Year 73335 Dog Waste Container/Diversion Pilot Project Operational Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Project benefits include: -Proper disposal of organics -Ease of disposal for public -Health and safety concerns addressed by clean/efficient disposal -Large capacity units requiring less frequent maintenance -Minimal operational impact -Customer satisfaction Please provide an explanation of what the outcomes would be if the project was not approved. Health and safety concerns will continue and organic material will be improperly disposed of in landfill. 18-32 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 73338 St. Anne's School Park (Conditionally Approved 2022) Operational Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2022 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. Design and construction of a new park in the Shining Hill Development (once approved) in partnership with St.Anne's School. Park and school properties border one another allowing for easy flow and partnering opportunities. Park to include a multi use artificial turf, playground, tennis, basketball washroom and small 20 vehicle parking lot. Additional parking and bleacher seating will be accommodated on St. Anne's School lands. Retention of design consultant in 2022 to provide detailed design,tender documents and contract administration, followed by construction of park in 2023. Provide the reasons the project should be approved and what will be the impact of the project to service levels. Partnership will be similar to St.Max Artificial Turf field which has been very successful model. Town would have booking rights to the turf in the evenings/weekends and summer months, which are our primary demand time slots for sports users. The addition of an artificial field would assist in offsetting the loss of magna land fields in 2025 and provide field use opportunities. Artificial surfaces also have little to no down time due to rain and extend playing season by approximately 3 months, providing booking opportunities and increased revenue. In addition, the other park amenities will provide area residents with recreational opportunities in their neighborhood. The park will have impact on operational staff levels and budget as it will be an increase in service with the additional amenities and parkland to maintain. The costs will be identified in 2024 operating budget, The artificial turf requires less maintenance than a natural turf field however washroom, grass and courts will increase the service demand. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 200,000 200,000200,000 CONTRACTS 4,493,900 200,000 200,000 4,493,900200,000 200,000 200,000 4,493,900200,000Expenditures Total Funding Special Purpose Reserve Funds CIL PARKLAND CONTRIBUTION 66,666 1,497,967 66,666 1,497,967 Other Funding Sources OTHER 133,334 2,995,933 133,334 2,995,933 200,000 4,493,900Funding Total Growth & New Capital 2022 to 2023 Budget 18-33 Town of Aurora Capital Projects Project Department Version Year 73338 St. Anne's School Park (Conditionally Approved 2022) Operational Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Ongoing strong community partnership with St.Andrew/St.Annes Premier sorts field with top of the line turf Support the health/wellness and active lifestyle of residents Please provide an explanation of what the outcomes would be if the project was not approved. Loss of recreational opportunities for residents that promote health and wellness in the community Residents would need to cross St. Johns, cross into Newmarket or travel by vehicle to access parks with similar features 18-34 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 31229 Construction of a Layby Lane on Tecumseh Drive at Aurora Heights P.S. Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. This project involves the construction of a layby area on the east side of Tecumseh Drive along the frontage of the Aurora Heights Public School. The implementation of a layby area on the east side of Tecumseh Drive along the school's frontage will formalize the existing student pick-up/drop-off activities while improving the overall traffic operations of Tecumseh Drive. The proposed layby area will be approximately 32 m in length and it can accommodate 4 to 5 vehicles. The design will be delivered in 2022 and construction in 2023. This funding request is for the design for 2022. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The layby area will begin just north of the all-way stop control intersection at Tecumseh Drive and Kitimat Crescent to eliminate possible operational conflicts and safety concerns. The length and location of the layby area was strategically selected to avoid the needs of relocating any privately-owned infrastructure (e. g. staircases, retaining wall and transformer box) and to avoid any impact on the existing utility poles, which will increase the construction costs of the layby area considerably. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 65,000 65,00065,000 CONTRACTS 60,000 65,000 65,000 60,00065,000 65,000 65,000 60,00065,000Expenditures Total Funding Development Charges Reserve Funds ROADS & RELATED DC CONT'N 58,500 54,000 58,500 54,000 Other Funding Sources GROWTH & NEW RES CONT'N 6,500 6,000 6,500 6,000 65,000 60,000Funding Total Growth & New Capital 2022 to 2023 Budget 18-35 Town of Aurora Capital Projects Project Department Version Year 31229 Construction of a Layby Lane on Tecumseh Drive at Aurora Heights P.S. Planning & Development Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The implementation of a layby area on the east side of Tecumseh Drive along the school's frontage will formalize the existing student pick-up/drop-off activities while improving the safety and the overall traffic operations of Tecumseh Drive. Please provide an explanation of what the outcomes would be if the project was not approved. Not approving this project will have an impact on the pedestrian safety in the area, especially during school rush hours, and on the overall traffic operations on Tecumseh Drive. 18-36 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 31229 Construction of a Layby Lane on Tecumseh Drive at Aurora Heights P.S. Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 31229 - Construction of Layby Lane on Tecumseh Drive at Aurora Heights Public School\CP_31229. Growth & New Capital 2022 to 2023 Budget 18-37 Town of Aurora Capital Projects Project Department Version Year 34518 Pedestrian Crossings as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2022 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 provide funding for the implementation of pedestrian crossovers at the following locations if warrants on speed and volume are met. Implementation will take place based on available budget. - Walton Drive at Catherine Avenue (Type D) - Murray Drive at Milestone Crescent (Type C) - Hollandview Trail at Ochalski Road (Type D) - Henderson Drive at McClenny Drive (Type C) - Stone Road at Cliff Road (Type D) - Stone Road at Aurora Grove Public School eastern access (Type D) Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Town would like to implement a pedestrian crossover program to increase pedestrian safety at mid- block, intersection and roundabout crossings. The MTO has updated the Ontario Traffic Manual- Book 15 "Pedestrian Crossing Treatments" with new treatments for pedestrian crossover to allow pedestrians to cross safely. The new crossover treatment provides a more cost effective way in addressing residents' requests for mid-block and intersection crossing. Pedestrian crossover warrant is based on the following criteria: - Adequate sight distance for both motorists and pedestrians; - 8-hour pedestrian volumes to be more than 100; - 8-hour vehicular volumes to be more than 750; and, - Distance to other traffic control to be greater than 200 metres. Four variables are used to select the type of pedestrian crossover: Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 144,100 67,209216,150 72,05072,050 76,891 144,100 67,209216,150 72,05072,050 76,891 144,100 67,209216,150 72,05072,050Expenditures Total 76,891 Funding Development Charges Reserve Funds ROADS & RELATED DC CONT'N 42,309 54,03865,766 42,309 54,03865,766 Other Funding Sources GROWTH & NEW RES CONT'N 24,900 18,01236,025 24,900 18,01236,025 67,209 72,050Funding Total 101,791 18-38 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34518 Pedestrian Crossings as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 - 8-hour or 4-hour two-way vehicular volume of the roadway at the location of the crosswalk; - Posted speed limit of the roadway; - Total number of lanes for the entire roadway cross section; and, - Presence of raised pedestrian refuge (i.e., refuge island or median). Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Pedestrian crossovers are a new way for pedestrians to easily and safely cross the road. By law drivers and cyclists must stop and yield to pedestrians intended to cross the road, and wait for them to completely reach the other side before driving on. Pedestrian crossovers can be implemented at mid-block, intersections and round-about crossings and are marked by signs, pavement markings and might have pedestrian-activated flashing lights. The crossovers will allow pedestrians to cross with the right-of-way under a greater number of conditions than before and provide municipalities more tools when dealing with crossover requests. Please provide an explanation of what the outcomes would be if the project was not approved. Less safe roads for pedestrians and less tools for the municipality when dealing with residents requests related to pedestrian crossings at uncontrolled intersections and mid-block locations. Growth & New Capital 2022 to 2023 Budget 18-39 Town of Aurora Capital Projects Project Department Version Year 34518 Pedestrian Crossings as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 Gallery Q:\_Departments_space\Works\Capital Projects\CP 34518 - Pedestrian Crossovers\CP_34518.jpg 18-40 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34519 Traffic Calming as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2022 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. Traffic calming is associated with physical features such as: speed humps, speed cushions and chicanes. They are installed on a road to reduce the speeds at which vehicles travel, to discourage through traffic, to improve traffic safety and to improve comfort levels for all traffic users. .Locations where traffic calming measures maybe considered for installation are: - Conover Avenue between River Ridge Boulevard and Borealis Avenue, - Conover Avenue between Martell Gate and River Ridge Boulevard - Kennedy Street West between Temperance Street and George Street The above two (3) locations will be subject to meeting all required warrants before traffic calming measures are installed. Provide the reasons the project should be approved and what will be the impact of the project to service levels. LINK TO STRATEGIC PLAN Strategic Plan Goal of Supporting an Exceptional Quality of Life for All Objective 1: Improve transportation, mobility and connectivity - Examine traffic patterns and identify potential solutions to improve movement and safety for motorists and pedestrians. Traffic calming solutions should be looked at as a community-wide strategy, as opposed to an on-street-by- street basis, to ensure that volume and speed concerns are not transferred to adjacent streets. The Town's Traffic Calming Policy identifies the process for the implementation of traffic calming measures Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 122,550 97,808245,100 122,550 122,550122,550 24,742 122,550 97,808245,100 122,550 122,550122,550 24,742 122,550 97,808245,100 122,550122,550 122,550Expenditures Total 24,742 Funding Development Charges Reserve Funds ROADS & RELATED DC CONT'N 97,808 110,295 110,29512,487 97,808 110,295 110,29512,487 Other Funding Sources GROWTH & NEW RES CONT'N 12,255 12,25512,255 12,255 12,25512,255 97,808 122,550 122,550Funding Total 24,742 Growth & New Capital 2022 to 2023 Budget 18-41 Town of Aurora Capital Projects Project Department Version Year 34519 Traffic Calming as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Traffic calming is intended to: - improve the quality of life for residents on traffic calmed streets, - achieve slower speeds for motor vehicles and - increase the safety for all street users. Please provide an explanation of what the outcomes would be if the project was not approved. There might be an impact on road safety for all street users if the project was not approved. 18-42 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34519 Traffic Calming as per 2019 DC Study (Conditionally Approved 2022) Planning & Development Services Final Approved Budget 2022 Gallery Q:\_Departments_space\Works\Capital Projects\CP 34519 - Traffic Calming Measures\CP_34519.jpg Growth & New Capital 2022 to 2023 Budget 18-43 Town of Aurora Capital Projects Project Department Version Year 34617 Sidewalk- Edward/ 100m E of Yonge-Dunning Planning & Development Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2023 Provide a brief overview of the project and include the key goals, objectives and performance measures. To provide funding for the construction of 730m of sidewalk on the south side of Edward Avenue from 100m east of Yonge to Dunning Avenue. The project will be delivered in two phases: design in 2022 and construction in 2023. 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 to support forecasted population growth through technology, waste management, roads, emergency services and accessibility. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. The project represents an investment in sustainable infrastructure and an improvement in safety and accessibility for all members of our community. Please provide an explanation of what the outcomes would be if the project was not approved. If the project is not approved it will result in reduced safety, mobility, accessibility and connectivity. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 75,000 75,00075,000 CONTRACTS 363,000 75,000 75,000 363,00075,000 75,000 75,000 363,00075,000Expenditures Total Funding Development Charges Reserve Funds ROADS & RELATED DC CONT'N 67,500 326,700 67,500 326,700 Other Funding Sources GROWTH & NEW RES CONT'N 7,500 36,300 7,500 36,300 75,000 363,000Funding Total 18-44 2022 to 2023 Budget Growth & New Capital Town of Aurora Capital Projects Project Department Version Year 34617 Sidewalk- Edward/ 100m E of Yonge-Dunning Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 34617 - New Sidewalk Edward St from 100m east of Yonge St to Dunning Ave\CP_34617.jpg Growth & New Capital 2022 to 2023 Budget 18-45 Town of Aurora Capital Projects Project Department Version Year 34617 Sidewalk- Edward/ 100m E of Yonge-Dunning Planning & Development Services Final Approved Budget 2022 Gallery J:\_Departments_space\Works\Capital Projects\CP 34617 - New Sidewalk Edward St from 100m east of Yonge St to Dunning 18-46 2022 to 2023 Budget Growth & New Capital LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitmen 03 Fire 01 Growth & New 21006 Fire HQ, Hall and Training Construction 13,655,027 2,890,073 5,826,622 10,764,954 13,655,027 8,000,000 2,764,954 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 5,000 70,600 21108 Fire Hall 4-6 Turn Out Gear 84,200 21109 Fire - Smaller Vehicles 26,900 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 14,218,777 2,890,073 5,826,622 11,328,704 14,218,777 8,415,000 2,913,704 894,900 1,886,200 551,500 2,000,000 Total 14,218,777 2,890,073 5,826,622 11,328,704 14,218,777 8,415,000 2,913,704 894,900 1,886,200 551,500 2,000,000 04 Operational Services 01 Growth & New 24023 Cameras for Parking Enforcement 60,000 34,658 60,000 60,000 60,000 24024 Bylaw - SUV x 2 (New)75,000 75,000 34111 Roads - DLA/Multipurpose Road Maintenenace Truck (New) 500,000 500,000 500,000 400,000 100,000 34116 Roads - Sidewalk/Pathway Sweeper (New) 150,000 34188 Trackless Sidewalk Snow Blower Attachment 150,000 150,000 150,000 150,000 34218 Fleet - GPS System for Roads/Water and Parks (New) 100,000 34564 Roads - Sidewalk Street Sweeper 140,000 34713 Street Light Pole Identification 40,000 14,876 1,568 25,124 40,000 25,124 43057 Installation of Backflow Prevention Meters in Town Facilities 125,000 125,000 125,000 12,500 112,500 71060 Facilities - 1/2 ton Truck (New)45,000 45,000 45,000 45,000 71092 Facilities - Van - Aurora Town Square (New) 55,000 55,000 55,000 71104 Parks - 3/4 ton Truck (New)55,000 71117 Parks - Utility Vehicle - Wildlife Park (New) 40,000 40,000 40,000 72285 JOC - Additional Work 2,185,201 1,440,182 5,342 745,019 2,185,201 300,000 445,019 73085 Arboretum Development 1,036,263 901,331 16,578 134,932 1,036,262 (1)134,931 96,000 96,000 96,000 96,000 96,000 96,000 96,000 73107 Former Kwik Kopy Trail Connection 927,900 586,828 386,455 341,072 927,900 341,072 73119 Street /Park Tree Planting Contract 739,892 621,599 118,293 739,891 (1)118,292 73147 Trail Construction as per Trail Master Plan 150,000 99,795 14,745 50,205 150,001 1 50,206 73156 Multi Use Courts as per Parks & Rec Master Plan 213,910 73168 Artificial Ice Rink c/w boards 100,000 923,800 73169 David Tomlinson Nature Reserve (Phase 1-5) 5,119,500 2,658,952 51,886 2,460,548 5,119,501 1 45,441 2,415,108 200,000 73177 Regionally Approved Pedestrian Underpasses 1,036,218 793,825 38,939 242,393 1,036,219 1 242,394 73201 Artificial Turf - Location #1 2,575,000 2,575,000 150,000 2,425,000 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 35,022 100,000 100,000 60,000 40,000 73248 Rail Crossings at grade McRoberts 109,100Growth & New Capital2022 to 2023 Budget18-47Growth & New Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitmen 73249 Rail Crossing at grade Vata Court 109,100 73250 Artificial Turf - Location #2 150,000 2,650,000 73287 Hallmark Lands - Baseball Diamonds 3,750,000 102,245 2,222,632 3,647,755 3,750,000 1,618,780 2,028,975 73290 Tree Inventory 25,000 20,352 2,605 4,648 40,000 15,000 19,648 15,000 15,000 15,000 73292 Picnic Tables/Benches/Garbage Receptacles 55,000 31,605 2,544 23,395 55,000 23,395 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) 320,000 20,123 37,940 299,877 320,000 299,877 73298 Trails - McLeod Nature Reserve 250,000 250,000 73299 Non - Programmed Park in 2C 1,500,000 11,643 20,807 1,488,357 1,500,000 29,281 1,459,076 73321 Cattle Crawl Underpass 750,000 73323 Mattamy Phase 4/5 Trail 900,000 900,000 900,000 900,000 73327 DeGraaf Cres Trail 200,000 200,000 200,000 200,000 73335 Dog Waste Container/Diversion Pilot Project 61,000 61,000 61,000 73338 St. Anne's School Park (Conditionally Approved 2022) 200,000 200,000 200,000 4,493,900 81016 Aurora Promenade Streetscape Design & Implementation Plan Capital Works 570,000 98,168 471,832 570,000 50,000 421,832 Total 01 Growth & New 19,534,974 7,401,524 2,871,721 12,133,450 22,480,975 2,946,001 3,488,001 9,066,450 8,673,900 3,850,810 211,000 1,589,700 96,000 96,000 96,000 2,669,700 1,637,100 Total 19,534,974 7,401,524 2,871,721 12,133,450 22,480,975 2,946,001 3,488,001 9,066,450 8,673,900 3,850,810 211,000 1,589,700 96,000 96,000 96,000 2,669,700 1,637,100 05 Community Services 01 Growth & New 72111 Building Automation System Network 50,000 72113 New Recreation Facility-Aquatic center 2,400,000 89,206 2,310,794 2,400,000 20,794 2,130,000 160,000 12,900,000 10,000,000 10,000,000 7,600,000 72223 Electric Vehicle (EV) Charging Stations at Aurora Town Square 13,800 13,800 13,800 13,800 72410 SARC - 7500sqft. Gymnasium MPR Admin. 8,200,000 8,200,000 8,200,000 8,200,000 72443 AFLC - Pylon Sign 60,000 2,544 5,342 57,456 60,000 57,456 72445 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 180,000 135,866 660 44,134 180,000 20,000 24,134 50,000 50,000 50,000 50,000 50,000 50,000 50,000 74017 Aurora Sports Hall of Fame 77,000 75,074 6,569 1,926 77,000 1,926 74019 Active Net Scan System 20,000 5,511 20,000 20,000 20,000 74025 AV Equipment for Combined Vitual/In-Person Programming 10,000 74026 Snoezelen Room/Sensory Room 25,000 74028 Bandshell Enhancements 40,000 74030 Korean War Memorial 24,000 24,000 24,000 81019 Aurora Town Square 51,939,501 5,584,519 11,391,691 46,354,982 51,939,501 16,356,300 29,998,682 Total 01 Growth & New 62,920,301 5,887,209 11,409,773 57,033,092 62,944,301 24,000 16,520,276 40,376,816 275,000 12,984,000 10,100,000 10,050,000 7,650,000 50,000 50,000 Total 62,920,301 5,887,209 11,409,773 57,033,092 62,944,301 24,000 16,520,276 40,376,816 275,000 12,984,000 10,100,000 10,050,000 7,650,000 50,000 50,000 08 Planning & Development Services 01 Growth & New 24014 Digital Plan Review and E-Permit Applications 120,000 28,103 79,258 91,897 120,000 91,897 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 65,000 65,000 60,00018-482022 to 2023 BudgetGrowth & New CapitalGrowth & New Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitmen 31246 Cousins Drive Pedestrian Underpass 200,000 8,700,000 34006 Pave Snow Storage Facility - Lambert Willson Park 1,309,000 509,649 1,309,000 1,309,000 1,259,000 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 (Conditionally Approved 2022) 144,100 76,891 19,495 67,209 216,150 72,050 67,209 72,050 34519 Traffic Calming as per 2019 DC Study (Conditionally Approved 2022) 122,550 24,742 36,145 97,808 245,100 122,550 97,808 122,550 122,550 34527 Yonge/Wellington Intersection Improvements 494,100 45,567 54,402 448,533 494,100 400,000 48,533 34533 Traffic Calming Measures in School Zones 20,000 2,951 17,049 20,000 12,000 5,049 34610 S/W, Multi-use Trail and Illumination - Leslie St - Wellington St. to Don Hillock Dr 192,810 9,974 91,978 182,836 192,810 182,836 34612 Sidewalk - Bloomington Srd - Bayview Ave to E Town Limit 1,524,000 34617 Sidewalk- Edward/ 100m E of Yonge- Dunning 75,000 75,000 75,000 363,000 34620 S/W, Multi-use Trail and Illumination - Leslie St. - Wellington St. E to State Farm 361,580 291,663 361,580 361,580 361,580 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 1,370,401 (55,929)73,599 1,444,001 1 73,600 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 1,233,580 994,633 (147,135)238,947 1,233,580 238,947 34639 S/ W - Bathurst St - Bloomington Sdrd - North Town Limit 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 447,031 223,309 223,722 236,956 (210,075)13,647 41005 Yonge St Sanitary Sewer Replacement 250,000 2,478,000 43048 St John's Sdrd - Leslie to 2C 1,661,000 1,414,703 246,297 1,661,000 246,297 Total 01 Growth & New 12,130,420 8,294,558 879,526 3,835,862 12,254,946 124,526 3,372,206 588,182 523,000 2,000,000 8,235,970 3,041,880 200,000 8,700,000 Total 12,130,420 8,294,558 879,526 3,835,862 12,254,946 124,526 3,372,206 588,182 523,000 2,000,000 8,235,970 3,041,880 200,000 8,700,000 15 Corporate Services 01 Growth & New 12016 Customer Experience Plan (CEP)453,100 341,509 111,591 453,100 111,591 200,000 50,000 12025 Customer Relationship Management (CRM) 186,000 138,014 47,986 186,000 47,986 13023 Access Aurora Telephony Project 51,200 38,872 12,328 51,200 12,328 160,600 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 50,000 24,011 14072 Cityview Portal Implementation 92,100 92,100 92,100 20,000 72,100 14076 Digital Education Program 25,000 25,000 50,000 25,000 25,000 25,000 14085 Migration to Cityview Workspace 100,000 63,079 100,000 100,000 40,000 60,000 40,000 40,000 14086 ArcGIS Portal 100,000 100,000 100,000 100,000 14088 Outdoor Wi-Fi Implementation (Conditionally Approved 2022) 50,000 50,000 50,000 50,000 50,000 50,000 14089 Business Intelligence 50,000 50,000 50,000 15,000 35,000 14101 Permit Occupancy Application 25,000 25,000 25,000Growth & New Capital2022 to 2023 Budget18-49Growth & New Capital - 10 Year Plan LTD LTD 2021 Remaining Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitmen 14102 Garbage Tag Portal 25,000 25,000 25,000 24013 CityView Portal 100,000 21,471 100,000 100,000 100,000 24015 Radios for By-Law Officers 85,000 49,735 35,265 85,000 15,265 20,000 24016 Animal Control Start Up 100,000 76,930 23,070 100,000 23,070 24029 AMPS Implementation 150,000 150,000 150,000 Total 01 Growth & New 1,385,900 689,549 84,550 696,351 1,760,900 375,000 300,663 770,688 190,000 450,600 100,000 Total 1,385,900 689,549 84,550 696,351 1,760,900 375,000 300,663 770,688 190,000 450,600 100,000 Total Capital Projects ##########25,162,913 21,072,192 85,027,459 113,659,899 3,469,527 32,096,146 53,715,840 10,556,800 21,171,610 19,198,470 11,639,700 10,787,880 146,000 2,346,000 2,669,700 10,337,10018-502022 to 2023 BudgetGrowth & New CapitalGrowth & New Capital - 10 Year Plan AS APPROVED ON DECEMBER 14, 2021 Studies & Other Capital ($000s) Project Proposed Capital Budget Authority Previously Approved Budget Proposed Budget Change Reason for budget change Detailed Project Sheet Page # 73331 - Parks & Recreation Master Plan 100.0 100.0 New capital project 19-5 100.0 -100.0 13026 - Risk Management (Conditionally Approved 2022)70.0 30.0 40.0 Next Phase of Risk Mangement Project- Development of Procedures and Processes. Conditionally approved in 2022. 19-7 14105 - IT Security Penetration Testing 25.0 -25.0 New capital project 19-9 95.0 30.0 65.0 Total 195.0 30.0 165.0 Proposed new capital or increases to capital Detailed project sheets are provided for all projects where an increase or new capital budget is requested. Corporate Services Community Services 19-2 2022 to 2023 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) 12026 - Organization Structural Review 125.0 125.0 - 12032 - Resident Survey - 2019 30.0 30.0 - 12042 - Municipal Levels of Service Review 100.0 100.0 - 255.0 255.0 - 73329 - Building Condition 175.0 175.0 - 72206 - Back Up Generation for Evacuation Centre 50.0 50.0 - 72459 - Facilities Study 90.0 90.0 - 315.0 315.0 - 13020 - Appraisal of Town Buildings - 2019 45.0 45.0 - 13015 - Employee Engagement Survey - 2020 50.0 50.0 - 13021 - Diversity and Inclusion Strategy Consultant 30.0 30.0 - 13027 - Job Hazard Assessments 30.0 30.0 - 13011 - Emergency Response Plan Update and Continuation of Operations Plan 80.0 80.0 - 14073 - Information Technology Strategic Plan Implementation - Studies and Other 230.0 230.0 - 465.0 465.0 - 14077 - Community Benefit Charge Study and DC update 50.0 50.0 - 14080 - Procurement Modernization 65.0 65.0 - 14087 - Town of Aurora-Second Generation Asset Management Plan 70.0 70.0 - 185.0 185.0 - 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. Office of the CAO Community Services Corporate Services Finance Studies & Other Capital 2022 to 2023 Budget 19-3 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. 73260 - Environmental Monitoring of 2C Lands 212.4 212.4 - 212.4 212.4 - 12044 - Aurora Economic Development Corporation Marketing Campaign 20.0 20.0 - 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 - 42059 - Storm Sewer Reserve Fund and Rates Study 150.0 150.0 - 31175 - Parking Lot Rehabilitation Study 200.0 200.0 - 34562 - Active Transportation Master Plan 150.0 150.0 - 81001 - Official Plan Review/Conformity to Places to Grow 750.4 750.4 - 81032 - Town Wide Green Development Guidelines 50.0 50.0 - 81027 - Municipal Hertiage Register Review and Update 100.0 100.0 - 81031 - Development Review Process and Fee Structure Review 75.0 75.0 - 1,875.4 1,875.4 - Total 3,307.7 3,307.7 - Operational Services Planning & Development Services 19-4 2022 to 2023 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 73331 Parks & Recreation Master Plan Community Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q4 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. The Parks and Recreation Master Plan was last updated in 2016 and was designed to guide the Town in the Parks and Recreation needs of the community through 2021. The current Master Plan covered a five year term which outlined facility recommendations for the years 2016 through 2021. Since the Master Plan was completed, separate plans have also been completed, specifically to address outdoor sports fields, aquatics facilities, and pricing/affordability. To remain current with the recreation trends and needs of the growing community, staff suggest that the Master Plan be updated in 2022 and again in 2028. The update will involve a significant public process and consultation with all user groups to assist in developing the revised Plan. Provide the reasons the project should be approved and what will be the impact of the project to service levels. At Council’s request in 2021, staff committed to completing an updated Parks & Recreation Master Plan in 2022 in order to provide updated analysis and community input for planning future parks and recreation services and amenities. Capacity exists to complete this work without negatively impacting service, while having an updated Master Plan will help improve service delivery in planning future projects and services. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Updating the Master Plan provides staff and Council with current analysis and community input on a wide range of parks and recreation issues, which will assist Council in establishing future priorities. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 100,000 100,000 105,000100,000 100,000 100,000 105,000100,000 100,000 100,000100,000 105,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 100,000 105,000 100,000 105,000 100,000 105,000Funding Total Studies & Other Capital 2022 to 2023 Budget 19-5 Town of Aurora Capital Projects Project Department Version Year 73331 Parks & Recreation Master Plan Community Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. In the absence of a Master Plan, the need for ad-hoc studies may result in increased expense and delays, or projects could potentially move forward without the benefit of up to date analysis and community input. 19-6 2022 to 2023 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 13026 Risk Management (Conditionally Approved 2022) Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Ongoing. 2022 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 retain consultant(s) to assist Legal Services with drafting and implementing new and updated Risk Management procedures and processes (including training of staff) that align with the Town's new Risk Management Policy and Program. This supports the Town in building a resilient organization, protecting the Town against liability to third parties and the loss of assets, and stabilizing and reducing the costs associated with risk to the Town. Provide the reasons the project should be approved and what will be the impact of the project to service levels. The Town's risk related procedures and processes are outdated and have not been revised since 2001. The best practice amongst organizations has been to update procedures and processes every five years. Updated procedures and processes will align with the new corporate-wide Risk Management Policy/Program, will ensure a structured, consistent and continuous process across the whole organization for responding to risks. The Town's Risk Management Policy is in the process of being revised and will be finalized in 2021. Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. Benefits of new procedures and processes include: bringing awareness of risk to Council and all staff, consistency, efficiency and improved program/project delivery, allow better control over the Town's resources including tangible resources; cost savings - managing risk will reduce the possibility of costly mistakes; and help build a stronger more resilient organization. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONSULTING 30,000 30,00070,000 40,00040,000 30,000 30,00070,000 40,00040,000 30,000 30,00070,000 40,00040,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 30,000 40,000 30,000 40,000 30,000 40,000Funding Total Studies & Other Capital 2022 to 2023 Budget 19-7 Town of Aurora Capital Projects Project Department Version Year 13026 Risk Management (Conditionally Approved 2022) Corporate Services Final Approved Budget 2022 Please provide an explanation of what the outcomes would be if the project was not approved. By not implementing a new and updated procedures and processes, the Town may experience: economic losses through an increase in claims; operational inefficiency; an increase in liability to third parties; increased incidents of personal injury; loss of Town assets. 19-8 2022 to 2023 Budget Studies & Other Capital Town of Aurora Capital Projects Project Department Version Year 14105 IT Security Penetration Testing Corporate Services Final Approved Budget 2022 TARGET START DATE AND END DATE: Use format Q4 2017 - Q1 2018 Q1 2022 - Q3 2022 Provide a brief overview of the project and include the key goals, objectives and performance measures. This project provides funding to hire an external cybersecurity firm to attempt to break into our environment. They have a standard set of tests they run against our environment. A full report is provided to the Town of any secuirty gaps they identify. The report also provides mitigation we can employ to fill the gap. Provide the reasons the project should be approved and what will be the impact of the project to service levels. This project assures the Town that all our data is safe from sinister external forces such as ransomware attacks. Any gaps they find can be quickly addressed by the IT staff. This is an activity we typically do every other year. The procurement of this service was a collaborative effort between all six of the northern municipalities (N6). Explain the benefits of the project which could include Citizen/Client, compliance, financial, internal, learning & growth or utility benefits. This exercise will highlight any cybersecurity gaps and provide instructions on how to close. We will have a much stronger defence in depth strategy after this project. Please provide an explanation of what the outcomes would be if the project was not approved. If not approved, existing security gaps may not be identified or closed providing a possible attack vector to any organization with malicious intent. Financial Information Budget 10-Year Plan Previously Approved Budget Capital Budget Authority Budget Change Actuals to Dec 31/2020 2021 Forecast 2022 2023 2024-2031 Expenditures Estimated Expenditures CONTRACTS 25,000 25,00025,000 25,000 25,00025,000 25,000 25,00025,000Expenditures Total Funding Other Funding Sources STUDIES & OTHER RES CONT'N 25,000 25,000 25,000Funding Total Studies & Other Capital 2022 to 2023 Budget 19-9 LTD LTD 2021 Remainin g Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitme nt02 CAO 03 Studies & Other 12026 Organization Structural Review 125,000 61,862 63,138 125,000 36,569 26,569 12032 Resident Survey - 2019 30,000 30,000 30,000 30,000 12038 TOA Strategic Plan Update - 2026 89,100 12039 Residents Survey - 2022 32,100 12040 Residents Survey - 2025 34,100 12042 Municipal Levels of Service Review 100,000 109,625 100,000 100,000 100,000 Total 03 Studies & Other 255,000 61,862 109,625 193,138 255,000 166,569 26,569 155,300 Total 255,000 61,862 109,625 193,138 255,000 166,569 26,569 155,300 04 Operational Services 03 Studies & Other 34010 Lougheed Court Road Drainage Study 50,000 34011 Marsh Harbour Road Drainage Study 50,000 34423 Green Fleet Operating Policies 57,100 73260 Environmental Monitoring of 2C Lands 212,400 114,343 4,884 98,057 212,401 1 20,000 78,058 73332 Urban Forestry Study - 2022/23 15,000 Total 03 Studies & Other 212,400 114,343 4,884 98,057 212,401 1 20,000 78,058 115,000 57,100 Total 212,400 114,343 4,884 98,057 212,401 1 20,000 78,058 115,000 57,100 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 90,000 73329 Building Condition Assessment & Energy Audits 175,000 9,864 175,000 175,000 175,000 73331 Parks & Recreation Master Plan 100,000 100,000 100,000 105,000 74027 Recreation Needs Assessment for Persons with Disabilities 80,000 Total 03 Studies & Other 315,000 9,864 315,000 415,000 100,000 175,000 240,000 80,000 105,000 Total 315,000 9,864 315,000 415,000 100,000 175,000 240,000 80,000 105,000 08 Planning & Development Services 03 Studies & Other 12044 Aurora Economic Development Corporation Marketing Campaign 20,000 20,000 20,000 20,000 31175 Parking Lot Rehabilitation Study 200,000 79,591 37,942 120,409 200,000 33,000 87,409 34530 Master Transportation Study Update - 2026 100,000 34562 Active Transportation Master Plan 150,000 150,000 150,000 75,000 75,000 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 180,000 130,095 14,230 49,905 180,000 14,230 35,675 42810 Climate Change Adaptation Plan 100,000 35,165 100,000 100,000 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 82,487 17,513 100,000 17,513 100,000 81001 Official Plan Review/Conformity to Places to Grow 750,374 502,789 142,029 247,585 750,374 75,000 75,000 97,585 100,000 100,000 81027 Municipal Hertiage Register Review and Update 100,000 2,888 32,380 97,112 100,000 77,112 20,000 81029 Zoning By Law Update 100,000 100,000 50,00019-102022 to 2023 BudgetStudies & Other CapitalStudies & Other Capital - 10 Year Plan LTD LTD 2021 Remainin g Capital Budget 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Budget Actuals YTD Budget Spending Change Forecast 2020 Actuals Commitme nt81030 Economic Development Strategic Plan 100,000 100,000 81031 Development Review Process and Fee Structure Review 75,000 69,852 71,717 5,148 75,000 5,148 81032 Town Wide Green Development Guidelines 50,000 36,122 50,000 50,000 25,000 25,000 Total 03 Studies & Other 1,875,374 915,394 369,585 959,980 1,875,374 392,003 470,392 522,585 200,000 200,000 150,000 125,000 100,000 Total 1,875,374 915,394 369,585 959,980 1,875,374 392,003 470,392 522,585 200,000 200,000 150,000 125,000 100,000 13 Financial Services 03 Studies & Other 14067 DC Background Study - 2024 125,000 14077 Community Benefit Charge Study and DC update 50,000 16,793 50,000 50,000 24,274 25,726 14078 DC Background Study - 2029 100,000 14080 Procurement Modernization 65,000 57,667 65,000 65,000 65,000 14087 Town of Aurora-Second Generation Asset Management Plan 70,000 71,232 70,000 70,000 70,000 Total 03 Studies & Other 185,000 145,692 185,000 185,000 159,274 25,726 125,000 100,000 Total 185,000 145,692 185,000 185,000 159,274 25,726 125,000 100,000 15 Corporate Services 03 Studies & Other 13011 Emergency Response Plan Update and Continuation of Operations Plan 80,000 33,191 46,809 80,000 15,000 31,809 13015 Employee Engagement Survey - 2020 50,000 17,967 1,587 32,033 50,000 1,587 30,446 13016 Employee Engagement Survey - 2024 54,700 13017 Employee Engagement Survey - 2026 58,300 13020 Appraisal of Town Buildings - 2019 44,969 29,996 14,973 44,970 1 8,974 3,000 3,000 13021 Diversity and Inclusion Strategy Consultant 30,000 33,072 30,000 30,000 16,536 13,464 13022 Appraisal of Town Buildings - 2029 44,000 13026 Risk Management (Conditionally Approved 2022) 30,000 11,702 30,000 70,000 40,000 30,000 40,000 13027 Job Hazard Assessments 30,000 30,000 30,000 30,000 14073 Information Technology Strategic Plan Implementation - Studies and Other 230,000 21,690 3,778 208,310 230,000 28,778 179,532 50,000 50,000 14074 IT Strategic Plan 91,000 14096 GIS Strategic Plan 50,000 14105 IT Security Penetration Testing 25,000 25,000 25,000 14106 Security Awareness Training 40,000 Total 03 Studies & Other 494,969 102,844 50,139 392,125 559,970 65,001 130,875 323,251 143,000 104,700 149,300 44,000 Total 494,969 102,844 50,139 392,125 559,970 65,001 130,875 323,251 143,000 104,700 149,300 44,000 Total Capital Projects 3,337,743 1,194,443 689,789 2,143,300 3,502,745 165,002 1,043,721 1,163,996 985,585 304,700 200,000 511,700 125,000 200,000 44,000 105,000Studies & Other Capital2022 to 2023 Budget19-11Studies & Other Capital - 10 Year Plan AS APPROVED ON OCTOBER 26, 2021 Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Unrequired Budget Authority Reason for budget variance 73318 - User Fee Pricing Study 60.0 59.5 0.5 Project complete 72169 - Town Hall- LAN Room HVAC 90.0 89.7 0.3 Project complete 72225 - AFLC - LED Lighting Arena, Pool, Squash Courts and Ceiling Repair 450.5 147.3 303.2 Pricing was much lower that expected. Received $6K rebate for LED lighting. 72274 - AFLC - Squash Courts Floor Replacement 40.0 20.4 19.6 Floors were able to be re finished only and not replaced 72384 - CYFS 4-3 - Replacement of suspended ceiling panels 26.9 -26.9 work was done in house by staff 72442 - ACC - New Roll Up Doors (3)60.0 15.1 44.9 Only one door was replaced while the other two were repaired. 72455 - AFLC, SARC - Transfer Stations - Accessbility Plan Implementation 25.0 23.8 1.2 Project complete 72456 - SARC - Hoyer Lifts - Accessibility Implementation Plan 20.0 15.2 4.8 Project complete 772.4 371.1 401.3 24012 - Bylaw Permit Parking Program 75.0 77.7 (2.7)Project complete 13008 - Meeting Management Software 105.0 106.1 (1.1) Minor scope change that resulted in a small increase for professional services 13025 - Electoral System Review 60.0 58.0 2.0 240.0 241.8 (1.8) 34001 - Christmas Decorations 50.0 42.5 7.5 Initial budget quotation was based on a different product. Town opted to go with a different style decoration that was a lower cost. 34003 - Snow Plow Safety Enhancements Pilot Project 12.0 12.2 (0.2) 34009 - Winter Road Monitoring System 15.0 13.5 1.5 Project complete Operational Services Closed Capital ($000s) Community Services These projects were closed and funding was supplemented or returned to source. Corporate Services Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Unrequired Budget Authority Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 41009 - 3 Phase Electrical Power - Pumping Stations 120.0 114.9 5.1 Project complete 41013 - Replacement of Vandorf Road Lift Station Pumps 50.0 50.0 - 73174 - Trail - Atkinson Park 85.0 -85.0 Region did not approve project 73212 - Playground Replacement- Taylor Park 175.0 195.2 (20.2)unkown drainage issues, replacement of full drainage system 73213 - Playground Replacement- Harman Park 153.6 154.8 (1.2)Project complete 73319 - Canine Commons Upgrades 35.0 24.7 10.3 Project complete 31176 - Handheld Radios for Operations 10.2 9.2 1.0 Project complete 34106 - Patrol Truck 48.8 48.7 0.1 34173 - New Trackless Sidewalk Utility Vehicle 175.0 165.3 9.7 Project complete 34187 - Roads -4 ton Truck 140.0 130.3 9.7 Project complete 34220 - Roads - GMC/3500 (#17-20)85.0 83.9 1.1 Project complete 34221 - Facilities - Kubota 4x4 Tractor (#599-19)45.0 45.1 (0.1) 34222 - Roads - Chev/1500 (#3-20)54.4 50.3 4.1 Project complete 34223 - Roads - Chev/1500 (#5-20)47.5 47.5 - 34228 - Facilities - Ice Resurfacer (#595-19)99.4 99.4 - 34232 - Fleet - Four Post Hoist (New)25.0 25.4 (0.4)Project complete 34409 - By-Law - Smart Car Replacement (#400-19)36.5 36.5 - 34422 - Additional Vehicle - By Law Services 56.8 64.3 (7.5)Project complete 34425 - Water - 3/4 Ton Cargo Van (#7-20)47.6 47.6 - 34430 - Roads - 3/4 Ton Pick Up (#22-20)47.5 47.5 - 34458 - Roads - Solar Powered Sign (#140, 141, 142, 143-20)100.0 105.7 (5.7)Project complete Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Unrequired Budget Authority Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 34465 - Facilities - 3/4 Ton Pick Up Truck (#503-20)36.5 36.5 - 71112 - Parks - Ford 350 Dump Truck (#226-19)71.6 71.5 0.1 71118 - Parks - Tractor - JD/5225 (#241-20)75.1 66.3 8.8 71116 - Parks - Back Hoe 420E IT & Rotary Broom Attachment (#238-20, #392-20) 201.8 197.2 4.6 Project complete 71119 - Parks - Tractor - JD/4320 (#240-19)50.9 50.9 - 71121 - Parks - 1 Ton Water Truck (#207-20)69.2 69.4 (0.2) 71122 - Parks - 3/4 Tonne (#212-20)54.4 54.3 0.1 71132 - Parks - Line Paint Trailer & Sports Field Line Painter(#121-20, #243-20)) 35.8 35.0 0.8 Project complete 71134 - Parks - 3/4 Ton Pick Up (#201-20)50.9 50.9 - 71144 - Parks - Grass Crew Trailer (#214-20)20.0 7.6 12.4 Market value of bids was less than estimated 71154 - Parks - Utility Trailer (#231- 21)15.0 7.7 7.3 Project complete 71158 - Parks - Grass Crew Trailer (#244-21)15.0 9.2 5.8 Project complete 71171 - Box Blade Attachment (#276- 20)12.0 5.7 6.3 Project complete 2,422.4 2,276.7 145.7 31133 - Photometric Analysis and Lighting Gap 100.0 105.4 (5.4) Project complete with minor variance to budget of $5400 from donor project 2-4-31115-5059. 34529 - Master Transportation Study Update - 2018 100.0 102.6 (2.6)Project complete Planning & Development Services Savings realized from project #71118 were transferred to project #71112. Closed capital projects with funds returned to source Project Previously Approved Budget Total Project Spend Unrequired Budget Authority Reason for budget variance Closed Capital ($000s) These projects were closed and funding was supplemented or returned to source. 81021 - Engineering Design Criteria Manual - Update 68.6 49.6 19.0 Project complete with savings of $19,000 under the approved budget. 81023 - Urban Design Guidelines for Stable Neighbourhoods Study Area 75.0 63.0 12.0 Economies of scale were realized because the background information used to develop the guidelines was essentially the same for each of the four study areas. 343.6 320.6 23.0 Total 3,778.4 3,210.2 568.3