Agenda - Committee of the Whole - 20260210Town of Aurora
Committee of the Whole
Meeting Revised Agenda
Date:Tuesday, February 10, 2026
Time:7 p.m.
Location:Council Chambers, Aurora Town Hall
Meetings are available to the public in person and via live stream on the Town’s YouTube channel.
To participate, please visit aurora.ca/participation.
Pages
1.Call to Order
Note: Added items are marked with an asterisk (*).
2.Land Acknowledgement
3.Approval of the Agenda
4.Declarations of Pecuniary Interest and General Nature Thereof
5.Community Presentations
5.1 Krissy Young, Southlake Health Foundation; Re: 2026 Nature's Emporium
Run for Southlake
1
6.Delegations
*6.1 Shawn Deane, Resident; Re: Item 9.2-CMS26-002, Item 10.2-CS26-005,
Item 11.1-FIN26-004 and Item 11.2-FIN26-006
8
*6.2 Rocco Morsillo, Resident; Re: CMS26-002 - Victoria Hall Refurbishment
Funding Increase
9
*6.3 David Heard, Resident; Re: Item 9.2-Victoria Hall Refurbishment Funding
Increase
10
7.Advisory Committee Meeting Minutes
7.1 Parks and Recreation Advisory Committee Meeting Minutes of January
15, 2026
11
That the Parks and Recreation Advisory Committee Meeting1.
Minutes of January 15, 2026, be received for information.
7.2 Mayor's Golf Classic Funds Committee Meeting Minutes of January 28,
2026
14
That the Mayor's Golf Classic Funds Committee Meeting
Minutes of January 28, 2026, be received for information.
1.
*7.3 Active Transportation and Traffic Safety Advisory Committee Meeting
Minutes of January 28, 2026
18
That the Active Transportation and Traffic Safety Advisory
Committee Meeting Minutes of January 28, 2026, be received for
information.
1.
8.Consent Agenda
8.1 Memorandum from Councillor Thompson; Re: Lake Simcoe Region
Conservation Authority Board Meeting Highlights of January 23, 2026
23
That the memorandum regarding Lake Simcoe Region
Conservation Authority Board Meeting Highlights of January 23,
2026, be received for information.
1.
*8.2 Correspondence from Toronto and Region Conservation Authority; Re:
Minimizing Salt Pollution in our Watersheds with Limited Liability
Legislation
27
(Correspondence included on agenda as per request of Member of
Council)
That the Correspondence from Toronto and Region
Conservation Authority, regarding Minimizing Salt Pollution in
our Watersheds with Limited Liability Legislation be received for
information.
1.
9.Community Services Committee Agenda
9.1 CMS26-003 - Community Reflection Space Concept Plan 60
(Presentation to be provided by Adam Nordfors, Landscape Architecture,
FOTENN)
That Report No. CMS26-003 be received; and1.
That the design for the Community Reflection Space be
approved.
2.
9.2 CMS26-002 - Victoria Hall Refurbishment Funding Increase 90
That Report No. CMS26-002 be received; and1.
That capital project number AM0259 - Victoria Hall
Refurbishment budget authority be increased by $1,682,000 to a
total of $2,182,000; and
2.
That this project’s total revised budget authority of $2,182,000
be funded by $500,000 and $1,682,000 from the Facility Asset
Management and Growth & New reserves, respectively; and
3.
That Council delegate authority to the Department Head, in
accordance with the Procurement By-law, to approve a Non-
Standard Procurement for consulting services greater than
$250,000, if required.
4.
10.Corporate Services Committee Agenda
10.1 CS26-003 - Diversity, Equity and Inclusion Strategic Plan Status Report 97
That Report No. CS26-003 be received for information.1.
10.2 CS26-005 - Third Party Consultant Contractual Release 103
That Report No. CS26-005 be received; and1.
That staff implement the framework to release third-party
consulting reports, studies or analyses as set out in this report.
2.
11.Finance and Information Technology Committee Agenda
11.1 FIN26-004 - 2026 Investment Policy Review 119
That Report No. FIN26-004 be received; and1.
That Council approve the updated Investment Policy Statement.2.
11.2 FIN26-006 - Procurement Amendments Report and Bylaw 150
That Report No. FIN26-006 be received; and1.
That the necessary by-law to replace Appendix “A” of the
Town’s Procurement By-law No. 6404-22, as amended, with an
updated policy reflecting the amendments outlined in this
report be enacted at a future Council meeting.
2.
12.Administration Committee Agenda
13.Operational Services Committee Agenda
14.Planning and Development Services Committee Agenda
14.1 PDS26-009 - Traffic Calming Requests on Limeridge Street and Gateway
Drive - Update
206
That Report No. PDS26-009 be received for information.1.
14.2 PDS26-010 - Heritage Grant Application HGP-2025-01 – 220 Old Yonge
Street
218
That Report No. PDS26-010 be received; and1.
That Heritage Grant Application HGP-2025-01 for 220 Old
Yonge Street be approved with grant funding of $10,000.
2.
14.3 PDS26-011 - Heritage Grant Application HGP-2025-02 – 57 Fleury Street 227
That Report No. PDS26-011 be received; and1.
That Heritage Grant Application HGP-2025-02 for 57 Fleury
Street be approved with grant funding of $5,000.
2.
15.Member Motions
15.1 Councillor Weese; Re: Reduction of Commercial Stormwater Charges for
St. Andrews Shopping Centre
241
16.Regional Report
17.New Business
18.Public Service Announcements
19.Closed Session
20.Adjournment
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The Nature’s Emporium Run For SouthlakeApril 26, 2026Community Presentations-Young-2026 Nature's Emporium Run for SouthlakePage 2 of 242
Key DetailsSunday, April 26, 20265KM Run or Walk fundraising event in support of Southlake HealthExclusive route on Davis Dr, running right by the hospital.Raise $100 to be added to our wall of fame and earn your event shirt.Page 3 of 242
Why FundraiseFunds raised through participant/team pledges help to support the most urgent needs for patient care at Southlake Health. Fundraising for the Nature’s Emporium Run for Southlake helps to put the right tools in the hands of our clinical experts so when you or loved one need care, they are ready.Fundraising also supports new or renovated spaces in the hospital to deliver exceptional care and spaces where our patients can heal.By participating and fundraising, our community is able to showtheir gratitude to the dedicated clinicians and hospital staff of Southlake Health.“For my dad’s compassionate cancer treatment and follow-up care.”“For the amazing team that delivered my son into the world!”“For the incredible care my mother received during knee surgery”Page 4 of 242
Fundraising ChallengesMayor’s Challenge: Friendly fundraising competition to see which Mayor’s team can raise the most in support of OUR hospital!Community Spirit Award: This award goes to the municipality that has the largest participant base, per capita.Page 5 of 242
#NATURESEMPORIUMRUNFORSOUTHLAKERegistration is already open! We look forward to seeing your team and the community in April.Runforsouthlake.caRunforsouthlake@Southlake.caPage 6 of 242
The Nature’s Emporium Run For SouthlakeApril 26, 2026Page 7 of 242
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Page 10 of 242
Town of Aurora
Parks and Recreation Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Thursday, January 15, 2026
7 p.m.
Video Conference
Committee Members: Councillor Michael Thompson (Chair)
Bo Brkic
Lindsay Carvalho
Irene Clement
Michelle Dakin (Vice Chair)
Jessie Fraser
Steve Hall
Charles Legge
Shannon Ippolito
Members Absent: Sean Noble
Other Attendees: Sara Tienkamp, Director, Operational Services
Lisa Warth, Manager, Recreation
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Page 11 of 242
Parks and Recreation Advisory Committee Meeting Minutes
January 15, 2026 2
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Lindsay Carvalho
Seconded by Michelle Dakin
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Parks and Recreation Advisory Committee Meeting Minutes of November
20, 2025
Moved by Bo Brkic
Seconded by Irene Clement
1. That the Parks and Recreation Advisory Committee meeting minutes
of November 20, 2025, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Memorandum from Manager, Parks and Fleet; Re: The Protection and
Commemoration of Aurora’s Oldest Trees that Hold Natural and Cultural
Significance
Staff provided background and an overview of the memorandum and draft
End-of-Life Tree Management Guide. The Committee and staff discussed
Page 12 of 242
Parks and Recreation Advisory Committee Meeting Minutes
January 15, 2026 3
various aspects including related provincial policies and criteria, which do
not include the end-of-life aspect; the scope and number of heritage trees;
the program’s initial focus on municipal trees; expansion and maintenance
of the Town’s urban canopy, and associated funding; consideration of
Indigenous practices or traditions that could be incorporated within the
framework; and the potential strategy and process for expanding the
program to include the participation of privately-owned trees.
The Committee expressed support for the framework of the draft End-of-
Life Tree Management Guide.
Moved by Irene Clement
Seconded by Charles Legge
1. That the memorandum regarding The Protection and Commemoration
of Aurora’s Oldest Trees that Hold Natural and Cultural Significance be
received; and
2. That the Parks and Recreation Advisory Committee comments
regarding The Protection and Commemoration of Aurora’s Oldest
Trees that Hold Natural and Cultural Significance be received and
referred to staff for consideration and further action as appropriate.
Carried
8. Informational Items
None.
9. New Business
None.
10. Adjournment
Moved by Charles Legge
Seconded by Lindsay Carvalho
That the meeting be adjourned at 7:15 p.m.
Carried
Page 13 of 242
Town of Aurora
Mayor's Golf Classic Funds Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, January 28, 2026
10 a.m.
Video Conference
Committee Members: Angela Covert (Chair)
Elliott Elia
Robert Gaby
Manuel Veloso (Vice Chair) (arrived 10:25 a.m.)
Ping Zhang
Other Attendees: Jason Gaertner, Manager, Financial Management
Patricia De Sario, Deputy Clerk
Linda Bottos, Council/Committee Coordinator
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 10:03 a.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
Page 14 of 242
Mayor's Golf Classic Funds Committee Meeting Minutes
January 28, 2026 2
3. Approval of the Agenda
Moved by Ping Zhang
Seconded by Robert Gaby
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Mayor's Golf Classic Funds Committee Meeting Minutes of September 24,
2025
Moved by Robert Gaby
Seconded by Ping Zhang
1. That the Mayor's Golf Classic Funds Committee meeting minutes of
September 24, 2025, be received for information.
Carried
6. Delegations
None.
7. Matters for Consideration
7.1 Application from Huayun (Aurora) Multicultural Association; Re: Funding for
Seniors Activities Space Rental Fees
Moved by Ping Zhang
Seconded by Robert Gaby
1. That the Application from Huayun (Aurora) Multicultural Association;
Re: Funding for Seniors Activities Space Rental Fees be deferred to a
future meeting with an updated application.
Carried
Page 15 of 242
Mayor's Golf Classic Funds Committee Meeting Minutes
January 28, 2026 3
7.2 Application from Canadian Mental Health Association, York Region Branch;
Re: Funding for Lead the Way Campaign in support of York Region Mental
Healthy Community Care Centre
Moved by Robert Gaby
Seconded by Ping Zhang
1. That the Application from Canadian Mental Health Association, York
Region Branch; Re: Funding for Lead the Way Campaign in support of
York Region Mental Healthy Community Care Centre be received; and
2. That the Committee grant the funding request in the amount of
$5,000.00.
Carried
7.3 Application from A WWB Production, Inc.; Re: Funding for Silver Stars -
Female Leadership and Youth Empowerment Initiative
Moved by Robert Gaby
Seconded by Ping Zhang
1. That the Application from A WWB Production, Inc.; Re: Funding for
Silver Stars - Female Leadership and Youth Empowerment Initiative be
received; and
2. That the Committee grant the funding request in the amount of
$5,000.00.
Carried
8. Informational Items
None.
9. New Business
None.
Page 16 of 242
Mayor's Golf Classic Funds Committee Meeting Minutes
January 28, 2026 4
10. Adjournment
Moved by Ping Zhang
Seconded by Robert Gaby
That the meeting be adjourned at 11:01 a.m.
Carried
Page 17 of 242
Town of Aurora
Active Transportation and Traffic Safety Advisory Committee
Meeting Minutes
Date:
Time:
Location:
Wednesday, January 28, 2026
7 p.m.
Holland Room, Aurora Town Hall
Committee Members: Councillor Wendy Gaertner (Chair)
Steve Fleck
Owen Heritage (Vice Chair)
Lil Kim
John David McLaughlin
Heidi Schellhorn
Members Absent: Gino Martino
Other Attendees: Matthew Volpintesta, Manager, Parks and Fleet*
Gary Greidanus, Senior Landscape Architect
Michael Bat, Traffic and Transportation Analyst
Michael Ha, Traffic and Transportation Analyst
Patricia De Sario, Director, Corporate Services/Town Solicitor,
Deputy Clerk
Julia Shipcott, Council/Committee Coordinator
*Attended electronically
_____________________________________________________________________
1. Call to Order
The Chair called the meeting to order at 7:02 p.m.
2. Land Acknowledgement
The Committee acknowledged that the meeting took place on Anishinaabe lands,
the traditional and treaty territory of the Chippewas of Georgina Island,
recognizing the many other Nations whose presence here continues to this day,
the special relationship the Chippewas have with the lands and waters of this
Page 18 of 242
Active Transportation and Traffic Safety Advisory Committee Meeting Minutes
January 28, 2026 2
territory, and that Aurora has shared responsibility for the stewardship of these
lands and waters. It was noted that Aurora is part of the treaty lands of the
Mississaugas and Chippewas, recognized through Treaty #13 and the Williams
Treaties of 1923.
3. Approval of the Agenda
Moved by Owen Heritage
Seconded by Lil Kim
That the agenda as circulated by Legislative Services be approved.
Carried
4. Declarations of Pecuniary Interest and General Nature Thereof
There were no declarations of pecuniary interest under the Municipal Conflict of
Interest Act, R.S.O. 1990, c. M.50.
5. Receipt of the Minutes
5.1 Active Transportation and Traffic Safety Advisory Committee Meeting
Minutes of November 26, 2025
Moved by Owen Heritage
Seconded by Steve Fleck
1. That the Active Transportation and Traffic Safety Advisory Committee
meeting minutes of November 26, 2025, be received for information.
Carried
6. Delegations
6.1 Irina Sfranciog, Resident; Re: Item 7.2 - Traffic Calming Requests on
Limeridge Street and Gateway Drive Update
Irina Sfranciog, on behalf of neighbours and with the assistance of a
presentation, expressed concern regarding speeding vehicles and resident
safety on Limeridge Street, due in part to the street containing no
sidewalks. Further information was provided regarding overgrown
Page 19 of 242
Active Transportation and Traffic Safety Advisory Committee Meeting Minutes
January 28, 2026 3
vegetation on the west side of the north curve affecting sightline visibility.
The delegate asked that the Committee consider the installation of
seasonal bollards in three locations on Limeridge Street to reduce
speeding.
Moved by Owen Heritage
Seconded by Heidi Schellhorn
That the comments of the delegation be received and referred to Item 7.2.
Carried
7. Matters for Consideration
7.1 Memorandum from Senior Landscape Architect; Re: Town Trails Update
Staff provided an extensive overview of the Trails Master Plan from its
inception prior to 2011 and outlined plans to connect existing trails to the
Multi-Use Path, to collaborate with developers to design and build
connecting trails within new developments, and to implement wayfinding
and interpretive trail signage.
The Committee suggested the installation of solar lighting in trail areas
adjacent to schools and the incorporation of local Indigenous culture and
heritage on trail signage. Additionally, the Committee expressed interest in
remaining informed on collaborative opportunities to extend existing trails
into neighbouring municipalities and recognized the potential of
promoting Aurora's vast trail system through tourism.
Moved by John David McLaughlin
Seconded by Owen Heritage
1. That the memorandum and presentation regarding Town Trails Update
be received; and
2. That the Active Transportation and Traffic Safety Advisory Committee
comments regarding Town Trails Update be received and referred to
staff for consideration and further action as appropriate.
Carried
7.2 Memorandum from Transportation and Traffic Analyst; Re: Traffic Calming
Requests on Limeridge Street and Gateway Drive Update
Page 20 of 242
Active Transportation and Traffic Safety Advisory Committee Meeting Minutes
January 28, 2026 4
(The Limeridge Street portion of Item 7.2 was discussed prior to Item 7.1)
Limeridge Street:
Staff provided the results of recent traffic data studies undertaken and
reported that rights of way allow for potential installation of a sidewalk
along Limeridge Street. Staff advised that due to minimum setback
requirements, installation of speed cushions is limited to one on the west
north-south section of Limeridge Street. Staff also noted that the
implementation of flexible signs are not feasible due to geometrical
constraints and existing spacing between driveways, and advised that due
to minimum setback and distance requirements, installation of speed
cushions is limited to one on the west north-south section of Limeridge
Street.
The Committee encouraged residents to contact York Regional Police for
enforcement, engagement and education support in the neighbourhood,
and to utilize the Road Watch program to report safety concerns. The
Committee suggested the installation of speed display boards, and
management of overgrown boulevard vegetation to ensure sightlines are
maintained. Additionally, the Committee noted that the implementation of
a pilot program to reduce speed limits to 30 km/h on Limeridge Street can
be considered, however the pilot program should not be implemented
concurrently with the installation of one speed cushion on the west branch
of Limeridge Street.
Gateway Drive:
Staff noted that the study area for Gateway Drive is between Pedersen
Drive and Birkshire Drive/Earl Stewart Drive, and a formal petition has not
been provided for the remaining section of Gateway Drive.
The Committee advised that traffic calming measures should be
considered on the entire length of Gateway Drive, and to defer any traffic
calming implementation until a petition is submitted for the remaining
portion of Gateway Drive between St. John’s Sideroad and Pedersen Drive.
The Committee further advised that a visual roadway-narrowing feature
through the addition of a second painted bike lane line can improve safety
for cyclists.
Page 21 of 242
Active Transportation and Traffic Safety Advisory Committee Meeting Minutes
January 28, 2026 5
Moved by Lil Kim
Seconded by Owen Heritage
1. That the memorandum regarding Traffic Calming Requests on
Limeridge Street and Gateway Drive Update be received; and
2. That the Active Transportation and Traffic Safety Advisory Committee
comments regarding Traffic Calming Requests on Limeridge Street
and Gateway Drive Update be received and referred to staff for
consideration and further action as appropriate.
Carried
8. Informational Items
None.
9. New Business
The Committee inquired about the possibility of initiating snow-removal along
the paved pathway connecting John West Way at the Seniors Centre to the
Aurora Family Leisure Complex.
The Committee extended thanks to Operations staff for their sidewalk snow-
clearing efforts.
10. Adjournment
Moved by Lil Kim
Seconded by Heidi Schellhorn
That the meeting be adjourned at 9:07 p.m.
Carried
Page 22 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Memorandum
Councillor Thompson
Re: Lake Simcoe Region Conservation Authority Board Meeting Highlights of
January 23, 2026
To: Mayor and Members of Council
From: Councillor Michael Thompson
Date: February 10, 2026
Recommendation
1. That the memorandum regarding Lake Simcoe Region Conservation Authority
Board Meeting Highlights of January 23, 2026, be received for information.
Attachments
1.Lake Simcoe Region Conservation Authority Board Meeting Highlights of January
23, 2026
Page 23 of 242
Board Meeting Highlights
75th Annual General Meeting
January 23, 2026
Welcome and Greetings:
Chair Riepma welcomed everyone to the 75th Annual General meeting of the Lake Simcoe
Region Conservation Authority and acknowledged the Lake Simcoe watershed as traditional
Indigenous territory. He acknowledged the tremendous work of staff and thanked Board
members for their steady support throughout the year.
2025 Year-end Presentations:
a) 2025 Year in Review
Chief Administrative Officer, Rob Baldwin, congratulated staff on their many impressive
accomplishments of 2025 and shared a video that captures these highlights and
accomplishments. To view the video, please click this link: 2025 Year in Review
These highlights and accomplishments are also captured in the 2025 Infographics
Conclusion of 2025 Business:
Chair Riepma concluded the Year 2025 business and deemed the Chair vacant.
2026 Business:
The 2026 Business portion of the meeting was called to order by CAO Rob Baldwin, who served
as Chair Pro Temp during the election of the Chair and Vice Chair for 2026.
Election of Officers for 2026:
Town of Bradford West Gwillimbury Councillor Peter Ferragine was elected to the position of
Chair for 2026, and City of Barrie Councillor Clare Riepma was elected to the position of Vice
Chair for 2026.
The media release that followed the meeting can be found through this link: New Chair and
Vice Chair elected at the Annual General Meeting
Year 2026 Presentations
a)2026 Capital and Operating Budget
General Manager, Corporate and Financial Services/CFO, Mark Critch, provided an update on
the 2026 Proposed Capital and Operating Budget, noting that in December 2025, Board members
Attachment 1
Page 24 of 242
75th Annual General Meeting Highlights
January 23, 2026
Page 2 of 3
approved the 2026 proposed Capital and Operating Budget for circulation to all participating and
specified municipalities. The proposed budget was then circulated to all participating and
specified municipalities and was posted on the Conservation Authority’s website for the
legislatively required 30-day review period.
To view this presentation, please click this link: 2026 Budget Presentation
Correspondence and Staff Reports
Correspondence
The Board received the January 8, 2026 letter from Impact Assessment Agency of Canada
regarding Notification of Early Decision with Reasons for the Proposed Georgina Island Fixed
Link Project.
2026 Capital and Operating Budget
The Board received Staff Report No. 01-26-BOD regarding the Conservation Authority’s 2026
Capital and Operating Budget. The Board approved the 2026 Proposed Budget and all projects
therein and further authorized staff to enter into agreements and/or execute documents with
private sector organizations, non-governmental organizations or governments and their
agencies for the undertaking of projects for the benefit of the Conservation Authority and
funded by the sponsoring organization or agency, including projects that have not been
provided for in the approved budget. As required by O.Reg.402/22: Budget and Apportionment,
the 2026 budget was unanimously approved by three weighted votes by those in attendance.
Monitoring Report – Planning and Development Applications for the Period January 1
through December 31, 2025
The Board received Staff Report No. 02-26-BOD regarding the total number of development
applications for the period January 1 through December 31, 2025.
2026 Board of Directors’ Meeting Schedule
The Board received Staff Report No. 03-26-BOD regarding the 2026 meeting schedule. The 2026
remaining Board of Director’ meetings as approved will take place at 9:00 a.m. in person at the
Conservation Authority’s Newmarket offices on the following dates:
Friday, March 6th Friday, August 21st
Friday, April 17th Friday, October 2nd
Friday, May 29th Friday, November 13th
Friday, July 10th Friday, December 18th
Page 25 of 242
75th Annual General Meeting Highlights
January 23, 2026
Page 3 of 3
2026 Annual Priorities
The Board received Staff Report No. 04-26-BOD regarding the Conservation Authority’s 2026
Annual Priorities.
Prequalification of Contractors and Consultants
The Board received Staff Report No. 05-26-BOD regarding an update on the prequalification of
consultants and contractors for the Restoration Services Department.
Official Name of the New Education Facility at Scanlon Creek Conservation Area
The Board approved Staff Report No. 06-26-BOD regarding the official name of Scanlon Creek
Nature Centre for the new education facility at Scanlon Creek Conservation Area.
For more information or to see the full agenda package, visit LSRCA’s Board of Directors’
webpage.
Page 26 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
January 27, 2026
SEE DISTRIBUTION LIST
RE: MINIMIZING SALT POLLUTION IN OUR WATERSHEDS WITH LIMITED
LIABILITY LEGISLATION
Toronto and Region Conservation Authority (TRCA) has recently joined the
chorus of Ontario municipalities and other conservation authorities calling on the
Province to introduce limited liability legislation practices and promulgate
regulations for salt use in controlling winter snow and ice.
We are writing to you today to encourage your municipality to adopt a resolution
of support to develop enforceable and provincially recognized contractor training
and certification, and a single set of provincially endorsed standard best
management practices for snow and ice management.
Resolutions of support regarding Limited Liability have been passed by 25
municipalities and 3 conservation authorities, including most recently, TRCA
(Ontario Salt Pollution Coalition, 2025).
On November 28, 2025,
Board of Directors was pleased to have endorsed adopting Resolution #A 146/25
as follows:
WHEREAS TRCA has been monitoring water quality in streams, and
water bodies including Lake Ontario in the Greater Toronto Area
region for decades, including chloride concentrations, which are
often associated with winter road salt application;
AND WHEREAS our analysis shows that chloride concentrations in
many areas and continue to rise, in some cases, to levels lethal to
sensitive aquatic life;
Page 27 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
AND WHEREAS the practice of winter salting for road safety often
leads to excessive application due to concerns over liability;
AND WHEREAS TRCA with Lake Simcoe and Region Conservation
Authority (LSRCA) and Ministry of Environment Conservation Parks
(MECP) staff and industry stakeholders participated in the Freshwater
Roundtable Working Group which identified actions to address
excessive chloride application including limited liability protection
legislation, training, and certification;
AND WHEREAS municipalities, industry and other Conservation
Authorities are calling on the Province to address this issue by
introducing limited liability protection legislation and promulgating
regulations which protects property owners and managers, including
municipalities, and government agencies from slip and fall lawsuits if
they have taken all reasonable steps to follow Provincial best-
management practices;
request that the Attorney General of Ontario introduce limited liability
legislation practices and promulgate regulations for salt use in
controlling winter snow and ice;
Attorney General of Ontario and the Minister of Environment
Conservation and Parks work urgently with key stakeholders
including Conservation Authorities to develop enforceable and
provincially recognized contractor training and certification, and a
single set of provincially endorsed standard best management
practices for snow and ice management; and
THAT staff be directed to prepare correspondence for distribution to
member municipalities outlining the importance of supporting the
request for the Attorney General to introduce limited liability
legislation practices and promulgate regulations for salt use in
controlling winter snow and ice; and
Page 28 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
THAT member municipalities be encouraged to adopt a resolution of
support to develop enforceable and provincially recognized
contractor training and certification, and a single set of provincially
endorsed standard best management practices for snow and ice
management.
Chloride concentrations continue to increase in primarily due
to the use of winter salt on roads, sidewalks and parking lots. Although the need
for salt in winter for both driver and pedestrian safety is warranted, important
considerations are required to ensure it is used properly.
Salt eventually travels into our streams, groundwater and waterbodies leading to
lethal consequences for numerous species, contaminated groundwater and soils,
altered lake mixing releasing phosphorus, and costly infrastructure damage,
among others. Decreasing the amount of winter salt use is therefore critical to the
health of our environment, protecting urban infrastructure, and reducing
operational costs.
A barrier to the reduction of salt application for parking lots and walkways is the
concern over liability. Businesses in the winter maintenance sector are seeing
insurance and legal costs escalate. Deductibles can be $25,000+ for a single slip
and fall claim. Insurance premiums have become so costly that many contractors
have left the industry. As a result, some property owners recently have been
unable to find winter maintenance contractors. To those still working in the
-
manage to be more risk adverse.
To manage this legal barrier, municipalities, conservation authorities, NGOs and
other invested private businesses are promoting the use of a Limited Liability
Framework . This policy approach would shift some of the liability onus off winter
maintenance professionals during slip and fall lawsuits if they can provide a
written record of work conducted and proof of certification noting their recognized
training under a provincially recognized program.
Page 29 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
This limited liability framework has already been put into practice in New
Hampshire (NH) and has been since 2013. The NH model recognizes the
for their coursework
training and has been successfully defended in the higher courts. This
policy tool is a proven and implementable solution at the provincial level to
directly address the problems discussed above.
We encourage your municipality to adopt a similar resolution. TRCA staff can
assist with preparing resolutions or consider adapting the draft municipal
resolution provided in attachment 1 (from the Ontario Salt Pollution Coalition
OSPC).
Sincerely,
Joanne Hyde
Clerk and Manager, Policy
cc: John MacKenzie, Chief Executive Officer, TRCA
Sameer Dhalla, Director, Development and Engineering Services, TRCA
Laura Del Giudice, Associate Director, Watershed Planning and Ecosystem Science, TRCA
Regional Municipality of Durham, clerks@durham.ca
Town of Ajax, clerks@ajax.ca
City of Pickering, clerks@pickering.ca
Township of Uxbridge, dleroux@town.uxbridge.on.ca
Regional Municipality of Peel, regional.clerk@peelregion.ca
City of Brampton, cityclerksoffice@brampton.ca
City of Mississauga, city.clerk@mississauga.ca
Town of Caledon, legislative.services@caledon.ca
Regional Municipality of York,regionalclerk@york.ca
City of Markham, customerservice@markham.ca
City of Vaughan, clerks@vaughan.ca
Town of Aurora, clerks@aurora.ca
Township of King, clerks@king.ca
Township of Adjala-Tosorontio, Clerk@adjtos.ca
Town of Mono, ClerksOffice@townofmono.com
Attachment 1: Draft Municipal Resolution
Attachment 2: Report on Minimizing Salt Pollution in our Watersheds with Limited Liability Legislation
Attachment 3: Presentation Slide Deck
Page 30 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
ATTACHMENT 1:
DRAFT MUNICIPAL RESOLUTION
to Support the Need for Provincial Action on Salt Pollution from Road Salt
Whereas winter salt is a known toxic substance designated under the Canadian
Environmental Protection Act because of tangible threats of serious or
irreversible environmental and health damage from winter salt; and
Whereas
have increasingly worsened since the 1970s, seriously affecting municipal
drinking water sources and aquatic life; and
Whereas - add local statements on salt pollution, local municipal actions taken to
minimize salt impacts, local salt concerns, economic damages from salts, etc. if
available for that municipality
Whereas the Ontario and Canadian governments have taken many actions over
the past 25 years including setting water quality guidelines, developing voluntary
codes of practice, signing the Canada-Ontario Great Lakes Agreement, and
holding workshops, yet still the salt problem continues to grow; and
Whereas numerous situation analyses have recommended salt solutions
involving liability protection, contractor certification, government-approved Best
Management Practices (BMPs) and salt management plans; and
Whereas increased numbers of slips and falls claims, and other injury/collision
claims related to snow and ice, are resulting in salt applicators overusing salt
beyond levels considered best practices; and
Whereas unlimited contractor liability is making it difficult or expensive for snow
and ice management contractors to obtain insurance coverage, resulting in
contractors leaving the business, thereby making it difficult for municipalities and
private owners to find contractors; and
Page 31 of 242
T: 416.661.6600 | F: 416.661.6898 | info@trca.ca | 5 Shoreham Drive, Toronto, ON M3N 1S4 | www.trca.ca
Whereas the Snow and Ice Management Sector (SMS) of Landscape Ontario is
working with the Ontario government to institute a limited liability regime for snow
and ice management, including enforceable contractor training/certification and
government-approved BMPs for salt application; and
Whereas many Ontario municipalities have Salt Management Plans, but these
often require updating in light of improved science and better salt management
practices now available.
THEREFORE BE IT RESOLVED THAT:
1. This municipality urges the province of Ontario to work urgently with key
stakeholders to develop limited liability legislation, including enforceable
contractor training and a single set of provincially-endorsed standard BMPs
for snow and ice management; and
2. This municipality urges the province of Ontario to create and fund an expert
stakeholder advisory committee to advise the province and municipalities
on the best courses of action to protect freshwater ecosystems and
drinking water from the impacts of salt pollution; and
3. This municipality commits to the reduction of the use of winter salt as much
as possible while maintaining safety on roads, parking lots and sidewalks;
and
4. This resolution be sent to all municipalities in x Region, Association of
Municipalities of Ontario (AMO), local MPPs, Conservation Ontario,
Toronto and Region Conservation Authority, the Ontario Municipal Water
Association, Minister Todd McCarthy (MECP), Attorney General Doug
Downey, and Premier Doug Ford.
Page 32 of 242
Item 8.2
Section I Item for Board of Directors Action
TO:Chair and Members of the Board of Directors
Friday, November 28, 2025 Meeting
FROM:Sameer Dhalla, Director, Development and Engineering
Services
RE: MINIMIZING SALT POLLUTION IN OUR WATERSHEDS
WITH LIMITED LIABILITY LEGISLATION
KEY ISSUE
Resolution of support from T
(TRCA) Board of Directors calling for provincial action on salt pollution
through limited liability protection legislation and other measures.
RECOMMENDATIONS:
WHEREAS TRCA has been monitoring water quality in streams, and
water bodies including Lake Ontario in the Greater Toronto Area
region for decades, including chloride concentrations, which are
often associated with winter road salt application;
AND WHEREAS our analysis shows that chloride concentrations in
are above Canadian Water Quality Guidelines in
many areas and continue to rise, in some cases, to levels lethal to
sensitive aquatic life;
AND WHEREAS the practice of winter salting for road safety often
leads to excessive application due to concerns over liability;
AND WHEREAS TRCA with Lake Simcoe and Region Conservation
Authority (LSRCA) and Ministry of Environment Conservation Parks
(MECP) staff and industry stakeholders participated in the Freshwater
Roundtable Working Group which identified actions to address
excessive chloride application including limited liability protection
legislation, training, and certification;
AND HEREAS municipalities, industry and other Conservation
Authorities are calling on the Province to address this issue by
introducing limited liability protection legislation and promulgating
Page 33 of 242
Item 8.2
regulations which protects property owners and managers, including
municipalities, and government agencies from slip and fall lawsuits if
they have taken all reasonable steps to follow Provincial best-
management practices;
THEREFORE LET IT BE RESOLVED THAT
request that the Attorney General of Ontario introduce limited liability
legislation practices and promulgate regulations for salt use in
controlling winter snow and ice;
AND FURTHER THAT
Attorney General of Ontario and the Minister of Environment
Conservation and Parks work urgently with key stakeholders
including Conservation Authorities to develop enforceable and
provincially recognized contractor training and certification, and a
single set of provincially endorsed standard best management
practices for snow and ice management.
BACKGROUND
TRCA has been contributing to both binational and domestic goals to
protect and restore the water quality of Lake Ontario and its tributaries for
decades. TRCA contributes through a variety of efforts. One of these
efforts is collecting environmental data through our ongoing waterfront and
watershed monitoring programs and contributing to the advancement of
scientific knowledge and decision-making. This information helps to inform
strategies, such as our watershed plans and the Toronto and Region
Remedial Action Plan that outlines a path towards delisting the Toronto
Region Area of Concern.
TRCA established the Regional Watershed Monitoring Program (RWMP) in
the year 2000 to collect long-term data within our watersheds vital for
understanding environmental conditions and how they change over time.
Through these efforts, TRCA has 25 years of data, including water quality
monitoring data. One of the parameters that we analyze from collected
water quality samples includes chloride, which is often associated with
winter road salt and property applications.
As of 2023, our data show that 38 of 47 stream monitoring stations have
increasing concentrations of chloride between 2000 and 2023. Annual
median chloride concentrations from 2023 in streams
watersheds exceed Canadian Water Quality Guidelines at 34 of 47 stream
Page 34 of 242
Item 8.2
monitoring stations and have approached the concentration of ocean water
(ocean water = 19,250 mg/L) in one urban tributary (Mimico Creek =
18,200 mg/L).
Chloride concentrations continue to increase primarily due to the use of
winter salt on both public roads and public/private parking lots. Salt is
applied to these surfaces in winter to address concerns about driver and
pedestrian safety, which is an important consideration.
However, salt that is applied to roads and parking lots eventually travels
into our streams, groundwater and waterbodies. In excess, concentrations
of chloride and salt lead to:
Lethal consequences for some species of fish and benthic
invertebrates;
Contaminated groundwater, a source of drinking water and crop
irrigation;
Contaminated soils, as salt can remain for a long time. Chloride
also binds with metals releasing them from soils into freshwater;
Altered lake mixing, releasing stored phosphorus;
Plant damage, death, suppressed growth;
Wildlife-vehicle collisions as animals are attracted to the road to
eat the salt;
Salt damages dog paws; and
Costly infrastructure damage, such as concrete pitting and
degradation, drinking water infrastructure corrosion, and vehicle
corrosion.
Decreasing the amount of winter salt use throughout the watershed is
therefore critical to the health of streams, groundwater, soil, lakes, and for
protecting urban infrastructure.
Research on Highland Creek in Toronto showed that approximately 38% of
salt loading to the waterbody was from private operators (Perera et al.,
2010). Several snow and ice contractors in Ontario apply more than 500
tonnes of salt per year.
A barrier to the reduction of salt application for parking lots and walkways is
the scarcity of trained and certified contractors on the proper application
Page 35 of 242
Item 8.2
amounts. Certification in the field generally refers to individuals or
businesses being trained on:
site considerations;
levels of service;
calibrating older equipment for preferred salt application;
the use of brine or salt alternative applications;
post-storm cleanup requirements;
risk and liability best practices; and
environmental effects of over-salting.
These topics are covered under the non-profit,
(SASC) training program, which has been in place since 2009.
A more substantial barrier to the reduction of salt application for parking
lots and walkways is the concern over liability. Businesses in the winter
maintenance sector are seeing insurance and legal costs escalate.
Deductibles can be $25,000+ for a single slip and fall claim. These
expenses have become so costly that many contractors have left the
industry.
As a result, some property owners recently have been unable to find winter
maintenance contractors. To those still working in the industry, higher
-the properties they manage
to be more risk adverse.
To manage this legal barrier, municipalities, conservation authorities,
NGOs and other invested private businesses are promoting the use of
h would shift some of the liability onus
off winter maintenance professionals during slip and fall lawsuits if they
could prove they were adequately trained under a provincially-recognized
program.
Operators, site owners and businesses would have to follow a prescribed
set of provincially standardized best management practices (BMPs) and
participate in annual certification training and/or audits. This would in turn
reduce salt application rates, save money on salt usage and in time reduce
higher insurance costs for contractors.
Page 36 of 242
Item 8.2
This limited liability framework has already been put into practice in New
Hampshire and has been since 2013. The framework is based upon the
Canadian Smart About Salt C (SASC) guidelines and has been
successfully defended in the higher courts. This policy tool is a proven and
implementable solution at the provincial level to directly address the
problems discussed above currently facing the winter maintenance
industry, and by as
Resolutions of support regarding Limited Liability have been passed by the
following 23 municipalities and 2 conservation authorities:
Municipalities Conservation Authorities
District of Muskoka Nottawasaga Valley Conservation
Authority (NVCA)
Township of Amaranth Lake Simcoe Conservation Authority
(LSCA)
Town of Georgina
City of Waterloo
Region of Waterloo
Township of Malahide
North Perth
City of Greater Sudbury
Town of Stouffville
City of Cambridge
Municipality of Killarney
Town of Bradford West Gwillimbury
Town of Bracebridge
Township of Addington Highlands
Municipality of West Grey
City of Toronto
Township of Scugog
City of Richmond Hill
City of Hamilton
Township of Muskoka Lakes
Township of Lake of Bays
City of Guelph
Town of Newmarket
*List of 23 municipalities and 2 conservation authorities who have passed resolutions calling on the Province to
establish province-wide BMPs, and explore limited liability for Winter maintenance contractors:
Page 37 of 242
Item 8.2
The primary lobbying body advocating for this type of policy framework is
the Ontario Salt Pollution Coalition (OPSC), which is run by Water
Watchers, an NGO out of Wellington County, Ontario. The OPSC is
comprised of 11 members, including nonprofits, concerned citizens,
municipal, academic, industry and watershed alliance representatives.
RATIONALE
The Ontario Salt Pollution Coalition has requested a resolution from
and
to join their other 23+ municipal and 2 CA partners who are calling for
action on implementing limited legal liability for winter maintenance
contractors.
The Ontario Salt Pollution Coalition feels that TRCA Board endorsement
of a resolution and requesting the Attorney General of Ontario and the
Minister of the Ministry of Environment, Conservation and Parks to adopt
limited liability for winter maintenance contractors would help to limit the
use of chloride in Ontario, which is estimated to cause ~$2 billion in
economic and environmental damages per year.
The Ontario Salt Coalition has also requested
Board of Directors calling on the Attorney General of Ontario work urgently
with key stakeholders to develop legislation, including enforceable
contractor training and a single set of Provincially endorsed standard best
management practices for snow and ice management.
3-2034 Strategic Plan
2023-2034 Strategic Plan:
Pillar 1 Environmental Protection and Hazard Management:
1.3 Maintain healthy and resilient watershed ecosystems in the face
of a changing climate
Pillar 2 Knowledge Economy:
2.3 Advocacy and adaptability in the face of policy pressures
Page 38 of 242
Item 8.2
DETAILS OF WORK TO BE DONE
Sustainable Technologies Evaluation Program (STEP) and TRCA
Watershed Planning and Ecosystem Science (WPES) business unit will
continue to make available scientific data and information that it has
compiled as part of its work for senior government agency partners in
support of interested municipal partners in formalizing resolutions of their
own related to limited liability protection legislation or other salt pollution
reduction initiatives as needed.
STEP and WPES will continue to understand and address the issue of
increasing chloride in freshwater within our watersheds through monitoring,
guidance, research, and collaboration.
Leading by example, and as industry leaders, TRCA has added SASC
requirements accreditation to our evaluation criteria for our annual snow
plowing and maintenance procurement. We are currently working on
incorporating this into our procurement for the upcoming winter season.
FINANCIAL DETAILS
STEP and WPES have received capital and/or fee-for service funds from
partner municipalities, along with external grants to monitor water quality,
conduct research on mitigating the impacts of salt, and provide salt
management guidance to organizations interested in:
Implementing BMPs on their properties/roadways;
Conducting research on mitigating the impacts of salt; and
Staying up to date on broader initiatives, such as this, related to salt
pollution mitigation efforts.
Report prepared by: Lyndsay Cartwright, Research Scientist;
Daniel Filippi, Program Manager
Emails: lyndsay.cartwright@trca.on.ca; daniel.filippi@trca.ca
For Information contact: Laura Del Giudice, (365) 566-2421
Email: laura.delgiudice@trca.on.ca
Date: October 22, 2025
Page 39 of 242
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Lake MonitoringWhy do we Oversalt?Authority Resolutions (and Page 41 of 242
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Surface Water QualityGroundwater Quantity and QualityStream Flow ClimateAquatic Communities and Habitat Terrestrial Communities and HabitatNearshore Water QualityFish Communities and HabitatPage 43 of 242
Background on SaltNaPage 44 of 242
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(120 mg/L)(640 mg/L)Page 46 of 242
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ImpactsPage 49 of 242
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businesses should include important clauses regarding Smart About Salt Council (SASC)Page 54 of 242
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The 23 Current Municipalities & 2 CAs12Page 56 of 242
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Council resolution in support of limited liability legislationIncreased funding opportunities (Fee for service, joint How Municipalities Can HelpPage 58 of 242
Page 59 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS 2 6 -0 03
Subject: Community Reflection Space Concept Plan
Prepared by: Michelle Johnson, Exhibitions and Collections Coordinator
Department: Community Services
Date: February 10, 2026
Recommendation
1. That Report No. CMS26-003 be received; and
2. That the design for the Community Reflection Space be approved.
Executive Summary
The purpose of this report is to present Council with the proposed design for the
Community Reflection Space, a dedicated location where the community can gather in
times of sorrow to collectively honour and pay respects to those affected by tragic
events.
The Reflection Space design transforms an area currently marked by worn
hardscaping and stressed vegetation into an inclusive community setting that
supports both group gatherings and individual contemplation
Several symbolic and cross-cultural references are present within the Reflection
Space to facilitate an inclusive, peaceful and safe environment
The design increases connectivity to existing amenities while enhancing security
and safety
Accessibility is a core principle of the design ensuring that all visitors can engage
meaningfully with the site
Page 60 of 242
February 10, 2026 2 of 11 Report No. CMS26-003
The design proposes a significant reduction in the amount of hardscaping by
introducing more landscaped elements that follow a practical maintenance and
planting plan
The Reflection Space creates an adaptable, enhanced setting that supports and
elevates Town Hall flag raising ceremonies
Council’s approval of the recommendations will allow staff to proceed with next
steps
Background
The Community Reflection Space was first proposed by the Indigenous Relations
Committee on January 16, 2023, as a place for Truth and Reconciliation. Its scope later
expanded to include reflection for all tragic situations, recognizing the need for a
dedicated space for collective grief.
Council directed staff to undertake broader public consultation before finalizing a
location. Four potential sites were considered: Lambert Willson Park, Queen’s Diamond
Jubilee Park, Town Hall, and Town Park. Based on feedback from advisory committees,
community organizations, and residents, Council approved staff’s recommendation at
its July 9, 2024, , meeting to locate the Community Reflection Space at Town Hall.
This decision was informed by several key factors: Town Hall offers a publicly
connected yet secluded area that provides privacy, close parking, and staff oversight,
while avoiding conflicts with recreational activities common in parks. Interested parties
emphasized the need to de-politicize grief and maintain the space as peaceful and
inclusive. These insights have guided the development of the design concept presented
in this report. Funding for the Reflection Space in the amount of $250,000 was approved
as part of the 2024 Budget. To maximize efficiencies and project budgets the design
and construction of the Reflection Space has been combined with the rehabilitation of
the South Town Hall Parking Lot scheduled to be begin later this year.
Analysis
The Reflection Space design transforms an area currently marked by worn hardscaping
and stressed vegetation into an inclusive community setting that supports both group
gatherings and individual contemplation
Page 61 of 242
February 10, 2026 3 of 11 Report No. CMS26-003
Located outside of the front entrance of Town Hall, the Reflection Space features two
distinct sections known as the “River Plaza” and the “Sky Ribbon Forest” (Attachment
1). These areas flow into one another seamlessly and are designed around features that
speak to unity, peaceful gatherings, and meaningful reflection. The current condition of
the landscape surrounding Town Hall has several deficiencies, which have helped
inform the direction of the new design.
The paving and hardscape surfaces are in poor condition, which is especially evident in
areas where concrete meets unit pavers, resulting in uneven surfaces and tripping
hazards (Figure 1). The current layout and condition due to age and general wear and
tear, create irregularities in appearance and useability, which detract from the overall
aesthetic and present challenges for accessibility and maintenance. The redesign
proposes replacing these older pavers with new, thoughtfully selected materials that
enhances accessibility and functionality.
Figure 1 Example of existing pavers in need or replacement
The sloped areas within the “Sky Ribbon Forest” section are experiencing significant
erosion, particularly where soils are sandy and unstable. This has contributed to the
deterioration of existing features, including the armour stone retaining wall, which has
begun to shift (Figure 2). In the proposed design, these conditions will be addressed
through strategic regrading, improved drainage management, and dense plantings of
native, slope-stabilizing species to create a more resilient and long-lasting landscape.
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February 10, 2026 4 of 11 Report No. CMS26-003
Figure 2 Erosion impacting the armour stone retaining wall on the southeast side of Town Hall
Additionally, some of the existing trees are unhealthy and struggling, likely due to
compacted soils, lack of appropriate growing conditions, or long-term exposure to heat
and hardscaping. The current landscape lacks the layered vegetation and soil structure
needed to support long-term tree vitality, further contributing to plant stress. The Town
Arborist has identified several of these trees for removal as part of the re-development
of the space (Figure 3 and Figure 4).
Figure 3 Trees on the southeast side of Town Hall are identified for removal with a red "x".
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February 10, 2026 5 of 11 Report No. CMS26-003
Figure 4 Trees on the southeast side of Town Hall are identified for removal with a red "x".
Several symbolic and cross-cultural references are present within the Reflection Space to
facilitate an inclusive, peaceful and safe environment
During the consultation phase, the importance of including cross-cultural references to
grief, peace, and unity was raised by representatives from Oasis Bereavement and the
York Regional Police. These elements are expressed in the design in several ways, most
prominently in the “River Plaza” and Sky Ribbon feature.
The “River Plaza” design (Attachment 1) features independently poured, cast in place,
concrete slabs (rivers) with a variety of finishes. The rivers all lead to a large central
gathering area. This design visually represents the many paths, cultures, and lived
experiences that bring people to Aurora, symbolizing how diverse community journeys
flow toward a shared gathering place. These converging forms emphasize unity,
connection, and belonging within the Reflection Space.
The central gathering area is circular in form and features a raised circular podium,
which is chair height and can be used for seating or staging. This central gathering
place serves as a junction; connecting the River Plaza and Sky Ribbon Forest. As the
symbolic point where all rivers converge, it functions as the heart of the space, a shared
place for community expression (Attachment 2).
The Sky Ribbon feature (Attachment 3) is a shallow reflective water feature that brings
the Earth and Sky together. It is animated by adding a small amount of water to the
linear pool, which creates a reflection of the sky at ground level. In doing so, this feature
illuminates the infinite to create a meaningful contemplative environment. The use of a
reflective water feature also responds to the cross-cultural significance of water, which
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February 10, 2026 6 of 11 Report No. CMS26-003
has long been recognized in many traditions, including those dating back to ancient
Persia, as a symbol of reflection, continuity, and spiritual connection.
The design increases connectivity to existing amenities while enhancing security and
safety
The location of the Reflection Space provides strong connectivity to adjacent amenities,
including the Arboretum and Queen’s Diamond Jubilee Park. Two options were
considered to enhance this connection. The preferred option introduces an accessible
ramp along the east slope within the Sky Ribbon forest section, creating a direct link to
John West Way. An alternative option would establish a secondary entrance by
extending a pathway from the south parking lot sidewalk.
To maintain security and functionality, vehicular access within the Reflection Space will
be prohibited. Current behaviors, such as driving through accessible stalls and between
flagpoles, will be addressed through design changes. Flagpoles will be repositioned,
accessible parking relocated, and armour stone incorporated as a natural barrier and
delineating feature. The design includes distinct areas for both community gatherings
and individual contemplation, with Crime Prevention Through Environmental Design
(CPTED) principles integrated to ensure safety.
Accessibility is a core principle of the design ensuring that all visitors can engage
meaningfully with the site
Accessible parking stalls, currently divided on either side of the Town Hall entrance, will
be consolidated on the west side (Figure #5). This location provides a safer and more
convenient option, allowing visitors to exit their vehicles without crossing paths with
incoming or circulating traffic in the main lot.
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February 10, 2026 7 of 11 Report No. CMS26-003
Figure 5 The new location for accessible parking stalls shown within the red oval.
The site features gentle, natural grade variations to define distinct zones while
maintaining accessibility. The plaza remains level, and landscaped mounds introduce
subtle elevation changes for privacy and noise buffering without steep slopes. The
Reflection Space will feature smooth, level surfaces with expansion joints that are the
same as those used in standard sidewalks. All transitions are gradual and visually
integrated, ensuring comfort and mobility for all visitors. Accessibility concerns
regarding mobility through grass were raised by the Accessibility Advisory Committee,
and the design team will explore adding an accessible path to ensure equitable access.
The design includes accessible seating throughout as well as near the re-positioned
flagpoles ensuring that attendees who cannot stand for long periods can fully
participate in ceremonies. These seats are located along barrier-free routes within the
plaza, allowing individuals using mobility devices to reach and remain in the gathering
area without difficulty. This ensures that inclusive viewing options are integrated
directly into the event space.
The design proposes a significant reduction in the amount of hardscaping by introducing
more landscaped elements that follow a practical maintenance and planting plan
The design reduces paved surfaces at the front by approximately 40%, supporting a
more sustainable and visually appealing layout. Snow removal will primarily be
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February 10, 2026 8 of 11 Report No. CMS26-003
managed with snowblowers, subject to staff capacity, and all perennials selected will be
salt-tolerant to withstand winter conditions.
Plantings will stabilize slopes and include salt-tolerant species where necessary. An
aggressive planting approach will be used to accelerate establishment and minimize
start-up maintenance. The planting plan is still in development, but examples of plant
species being considered include American Black Currant, Bush Honeysuckle,
Snowberries, and native grasses such as Prairie Dropseed and Oak Sedge. The planting
plan is being developed with input and guidance from the Town’s Parks Division.
The design incorporates a turf seed mix in a small, intentional contemplative area, while
all slopes and soft-scaped zones will use dense, native groundcover plantings selected
for durability, salt tolerance, and slope stabilization.
The Reflection Space creates an adaptable, enhanced setting that supports and elevates
Town Hall flag-raising ceremonies
This design introduces a large and open area that can comfortably support substantial
crowds, improving both comfort and circulation during events. In the new layout, the
three existing flagpoles are repositioned and a fourth has been added. This creates a
more intentional configuration that supports current flag-raising formats and provides
capacity for future flag expansion.
The new circular platform serves as a flexible feature for speakers or ceremony leads,
offering modest elevation that improves visibility without the need for a formal stage.
The surrounding plaza also includes added seating to provide comfort for attendees
during flag raising ceremonies, ensuring that participants can remain close to the event
without standing for extended periods.
Council’s approval of the recommendations will allow staff to proceed with next steps
To advance this project, the next steps include finalizing the design and tendering the
project for construction in tandem with the Town Hall Parking Lot capital project.
Advisory Committee Review
The design has been brought forward to the Accessibility Advisory Committee, Parks
and Recreation Advisory Committee as well as the Indigenous Relations Committee.
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February 10, 2026 9 of 11 Report No. CMS26-003
The Accessibility Advisory Committee expressed overall support for the accessible
elements incorporated into the Reflection Space design, including the barrier-free
circulation routes, accessible seating near the flagpoles, smooth paving surfaces, and
clear opportunities for inclusive participation during ceremonies. Committee members
also raised several constructive questions, including concerns about the usability of
crushed limestone surfaces, the ability to access the grassy areas and the Sky Ribbon
feature with mobility devices, and the height and functionality of the central platform for
speakers using wheelchairs.
The Parks and Recreation Advisory Committee was overall supportive of the Reflection
Space design and posed several thoughtful questions. Committee members asked how
the space would function during high-tension e.g. political or emotionally charged
gatherings. The consultant noted that the design cannot account for the entire
spectrum of emotions that may arise during community gatherings, but it does use a
progression of spaces and landscape elements to help diffuse intensity and guide
quieter reflective use. Members also asked about pathway impacts, material choices,
and general functionality.
The Indigenous Relations Committee supported adding more natural planting areas to
help connect people to the land in a meaningful way. Committee members raised
questions about seating and how people of all ages and abilities would move through
the space. They also valued having places for cultural offerings and supported the
long-term goal of creating a welcoming area that can grow with Aurora’s diverse
communities.
Feedback from all three committees has been incorporated into the design being
presented.
Legal Considerations
None.
Financial Implications
Through capital project No. AM0337 – Town Hall Community Reflection Space Council
has approved a total of $275,000 in budget authority in support of this space’s design
and construction.
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February 10, 2026 10 of 11 Report No. CMS26-003
Communications Considerations
The Community Reflection Space will serve as an important gathering place in Aurora
where residents can come together in times of sorrow and to honour those affected by
tragic events. The Town will promote the space through a variety of communications
channels, including: the Town website, social media platforms, the Notice Board, a
media release, and mention in the Town external newsletter.
Climate Change Considerations
Green infrastructure and green procurement will be considered during construction to
minimize the impacts of a changing climate.
Link to Strategic Plan
The Community Reflection Space supports the following Strategic Plan goals and key
objectives:
Supporting an exceptional quality of life for all in its accomplishment in satisfying
requirements in the following key objectives within these goal statements:
Celebrating and promoting our culture
Strengthening the fabric of our community
Encouraging an active and healthy lifestyle
Alternative(s) to the Recommendation
1. Council may provide further direction.
Conclusions
This report provides an update on the Reflection Space project and seeks Council’s
approval of the design.
Attachments
Attachment 1 – “River Plaza” and “Sky Ribbon” Forest Sketches
Attachment 2 – Community Reflection Space Overview
Attachment 3 – Sky Ribbon Feature
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February 10, 2026 11 of 11 Report No. CMS26-003
Attachment 4 – Community Reflection Space Model
Attachment 5 – Presentation
Previous Reports
CMS23-050, Outdoor Community Reflection Space, November 21, 2023; and
CMS24-022, Community Reflection Space Location, July 9, 2024.
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
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"Sky Ribbon Forest""River Plaza"Attachment - River Plaza and Sky Ribbon Forest SketchesPage 71 of 242
Attachment 2 - Community Reflection Space OverviewPage 72 of 242
Contemplation Space with vegetation removed to show hardscape elements and spatial relationship of distinct areas.Attachment 3 - Sky Ribbon FeaturePage 73 of 242
Note: Trees represented as colums as to not visually block general design intent.Attachment 4 - CommuniX] Reflection Space ModelPage 74 of 242
Aurora Community Reflection SpacePage 75 of 242
Our collective design work and proposed interventions are informed by the robust public engagement process carried out by the Town of Aurora, including critical input from the following KEY groups:Town of Aurora’s Indigenous Relations CommitteeAccessability Advisory CommitteeParks & Recreation Advisory CommitteeYork Regional PoliceOaisis BereavementTown Staff & Residents John West WayAurora Town HallAurora Senior CentrePage 76 of 242
Existing Pavement in need of repacement. Buckling, sinking, and breakage pose hazards to wheel chairs, walkers, canes, and strollers. Collectively the general condition belays poor drainage and material end of life.Surfaces and WaterExisting ConditionsPage 77 of 242
Existing trees are in poor condition if not dead. Trees show sign of restricted soil volumes and poor soil conditions. De-Icing salt is likely contributing to mortality.Note: This was not the only orange cone on site in the pedestrian area.Cultural Practices and DurabilityPage 78 of 242
Hazards at key locationsThe Challenging Life of A Flagpole In a Parking LotPage 79 of 242
Left: Bollards currently used to deter vehicles on pedestrian areas.Right: Unit paving damage from repeat vehicle encroachment.Poorly Defined SpacePage 80 of 242
Currently soil type combined with grading strategy has created a highly erodible condition, with bare soils and shifting infrastructure. These steep slopes also pose as a general barrier to the surrounding community.Erosion and Unstable SlopesPage 81 of 242
Missed Opportunity For Community ConnectivityPage 82 of 242
Page 83 of 242
Page 84 of 242
Note: Trees represented as colums as to not visually block general design intent.Page 85 of 242
Page 86 of 242
Image of “Sky Ribbon” Plynth depicting simple formwork impression that fades as it grows further from the Gathering Place.Note: Vegetation removed to show relationship to adjectnt spaces.Page 87 of 242
Contemplation Space with vegetation removed to show hardscape elements and spatial relationship of distinct areas.Page 88 of 242
The apron surrounding the Town Hall as an extension of meaningful community space for all ages, all abilities.A built form to speak to and include all culturesImproved Aesthetics, Safety, Biodiversity, Hydrology Improved seasonal shade for events and ceremonies, as well as the south side of the architecture.Total Accessible Carrying Capacity of Plaza/Contemplation Space: 462Scaled Spaces for various levels of activity, from gathering to personal grieving.Existing Carrying Capacity of Parking Lot:Standard Spaces: 97Accessible Spaces: 13Proposed Carrying Capacity of Parking Lot:Standard Spaces: 114Accessible Spaces: 13Page 89 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CMS 2 6 -0 02
Subject: Victoria Hall Refurbishment Funding Increase
Prepared by: Kyle Stitt- Manager, Facilities Management
Department: Community Services
Date: February 10, 2026
Recommendation
1. That Report No. CMS26-002 be received; and
2. That capital project number AM0259 - Victoria Hall Refurbishment budget authority be
increased by $1,682,000 to a total of $2,182,000; and
3. That this project’s total revised budget authority of $2,182,000 be funded by $500,000
and $1,682,000 from the Facility Asset Management and Growth & New reserves,
respectively; and
4. That Council delegate authority to the Department Head, in accordance with the
Procurement By-law, to approve a Non-Standard Procurement for consulting services
greater than $250,000, if required.
Executive Summary
Following concept design, it was determined the current budget authority of $500,000 is
insufficient to meet the Town’s objectives to refurbish Victoria Hall. New information
and unforeseen conditions have invalidated both original estimates and early feasibility
studies, thus impacting staff’s ability to complete the project under its existing budget
authority. Additional funding is required to meet the Town’s objectives to construct a
suitable space for public or tenanted use.
Council approved a refurbishment project through the 2025 budget process.
Additional structural, electrical, and mechanical studies were required since
project inception.
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February 10, 2026 2 of 6 Report No. CMS26-002
With the newly understood project complexity, additional consulting services are
required.
Staff commissioned a Class D estimate following initial design.
Background
Council approved a refurbishment project through the 2025 budget process
As part of the 2025 budget, capital budget authority of $500,000 was approved to begin
work on the refurbishment of 27 Mosley, Victoria Hall. Project objectives were to
complete repairs to Victoria Hall and render a multi-functional facility complying with
current energy codes, as well as Accessibility for Ontarians with Disabilities Act (AODA),
2005 and accessibility requirements.
Analysis
Additional structural, electrical, and mechanical studies were required since project
inception
In 2024, the Town contracted an Engineering/Architectural firm to conduct a feasibility
study of the Victoria Hall building. The scope included visual assessments of building
components, a review of the Historic Designation Status, and a review of previous
condition assessment reports. Although this initial study assessed a majority of the
facility’s infrastructure, a comprehensive review of the flooring structure was not
conducted due to the inaccessibility of the sub floor components.
As part of concept design in 2025, expansive engineering reviews were conducted on
the building structure, electrical, and mechanical systems. These reviews identified that
the flooring systems within the facility had badly deteriorated from dry rot and were not
able to support the loads required by the Ontario Building Code for future use.
Additionally, the existing addition on the south end of the property is sub-standard and
constricts the ability to construct an AODA compliant ramp. Furthermore, the current
south addition does not harmonize with the existing heritage building, nor the newly
developed Aurora Town Square. To achieve a useable facility that is conducive to
supporting long term use, demolition and construction of a new slab on grade flooring
structure as well as a new addition compliant with AODA requirements is needed.
Attachment 1 provides a proposed rendering of the south addition that staff will use as
the basis for continued design packages.
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February 10, 2026 3 of 6 Report No. CMS26-002
The 2024 feasibility study deemed the existing electrical and mechanical service
adequate to support early concept scope; however, given the expansion of the required
renovations, including a completely new interior construction, reliance on the current
service and infrastructure would not be conducive to supporting the future needs of the
facility. The complete demolition and reconstruction of interior components, except
designated heritage items, will mean that significant electrical and mechanical
infrastructure replacements are required for any future envisioned use.
With the newly understood project complexity, additional consulting services are required
Due to the newly understood project complexity, consulting services to assist with
detailed design and contract administration may account for ~20 per cent of
construction costs. In 2025, staff contracted an architectural firm to conduct additional
reviews and initial concept design under a low value procurement. Given the expanded
scope and complex coordination related to the project, a contract amendment is
required to continue with design and construction administration services. Anticipated
consulting costs are expected to near $250,000 and may exceed if additional design
work is required throughout the project. This threshold exceeds staff’s authority and
may pose a risk to the project’s schedule if staff are not able to approve unforeseen
work. Additional time, costs, and staff resources could be required to cease progress
and seek Council approval during detailed design or construction, potentially causing a
significant inconvenience for the Town. Staff have worked closely with the project’s
current prime consultant to ensure the project will be overseen by the required multi-
disciplinary sub-consultants. This includes the retention of all required civil engineering
disciplines as well as a heritage subconsultant to advise the Town during detailed
design, committee review, and permit application. Therefore, staff are seeking authority
to approve potential future cumulative contract amendments over $250,000.
Staff commissioned a Class D estimate following initial design
Following the completion of additional studies and initial design, staff commissioned a
Class D estimate using the preliminary concept drawings. These estimates are used in
early concept design and provide a high-level cost estimate using limited design
information, historical data, and broad assumptions. Although staff have endeavoured
to provide an objective estimate of the anticipated project costs, reliance on a Class D
estimate throughout the project cycle is risky due to the high level of uncertainty and
limited reliability of the underlying assumptions. Staff will refine project estimates
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February 10, 2026 4 of 6 Report No. CMS26-002
throughout the remaining design phase and may require additional Council reports for
budget authority variances outside staff’s authority.
Advisory Committee Review
The Accessibility Advisory Committee and the Heritage Advisory Committee will be
consulted at future meetings to obtain their input into the detailed design phase of the
project.
Legal Considerations
The Town’s Procurement By-law requires that non-standard procurement awards over
$250,000 be approved by Council. The Procurement By-law allows Council to delegate
authority to the Department. Staff is requesting this delegated authority in order to
minimize any delays.
If Council does not approve the funding, existing contracts include clauses that permit
the Town to not move forward with projects. The Town will be required to compensate
vendors for completed work.
Financial Implications
The Class D total estimated cost for the proposed Victoria Hall Refurbishment is
$2,182,000.
Should Council decide to proceed with the proposed refurbishment as presented, based
upon its Class D estimate it would need to increase the capital budget authority for
project AM0259 - Victoria Hall Refurbishment by a total of $1,682,000 from its current
amount of $500,000 to $2,182,000.
Staff would recommend that if approved the total revised capital budget authority of
$2,182,000 for this project be funded by $500,000 from the Facility Asset Management
and $1,682,000 from the Growth & New reserves. The $500,000 contribution from the
Facility Asset Management reserve has already been planned for as part of the Town’s
current ten-year capital and reserve management plan. If required, staff believe the
unplanned $1,682,000 draw from the Growth & New reserve can be accommodated by
this reserve due to the delay of other planned growth project work because of
insufficient development charge revenue. Many growth projects are funded by a
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February 10, 2026 5 of 6 Report No. CMS26-002
combination of development charge revenue and a draw from the Growth & New
reserve in consideration of the benefit to existing taxpayers of a project.
Communications Considerations
This report will be posted on the Town’s website.
Climate Change Considerations
The renovations of Victoria Hall enable the efficient use of an under-utilized property.
The proposed investment will also support the overall long-term sustainability of the
building.
Link to Strategic Plan
The refurbishment of Victoria Hall supports the Strategic Plan goal of Enabling a diverse,
creative and resilient economy through its accomplishment in satisfying requirements in
the following key objective within this goal statement:
Promoting economic opportunities that facilitate the growth of Aurora as a desirable
place to do business. The re-imagining of Victoria Hall will revitalize and possibly
promote entrepreneurship within the downtown core.
Alternative(s) to the Recommendation
1. Council may provide alternate direction.
Conclusions
Additional studies have identified poor structural components, sub-standard building
conditions related to the addition on the south of the property, and inadequate utility
infrastructure. These newly identified constraints, along with insufficient initial
estimates prohibit this project from continuing past the design and tendering phase.
Delegated authority to approve a high-value non-standard procurement may be required
to continue progress on the project or risk additional time, costs, and staff resources.
Attachments
Attachment 1- Proposed South Addition Rendering
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February 10, 2026 6 of 6 Report No. CMS26-002
Previous Reports
None
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Robin McDougall, Director, Community Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 95 of 242
Attachment 1-Proposed South Addition RenderingPage 96 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CS2 6 -0 03
Subject: Diversity, Equity and Inclusion Strategic Plan Status Report
Prepared by: Gregory Peri, Accessibility Advisor
Department: Corporate Services
Date: February 10, 2026
Recommendation
1. That Report No. CS26-003 be received for information.
Executive Summary
This report provides an update on the Town of Aurora’s corporate Diversity, Equity and
Inclusion (D.E.I.) initiatives and the progress made toward achieving them.
The Town’s Diversity, Equity and Inclusion 2021–2024 Strategic Action Plan
provides the foundation for advancing D.E.I. across the organization.
The Town has made progress in embedding D.E.I. principles into its operations
and workplace culture.
Between 2021 and 2025, forty-nine initiatives have reached full completion,
particularly those related to employee retention, inclusive recruitment, and the
strengthening of strategic partnerships.
Seven initiatives from the Strategic Plan remain under review. These items
require further evaluation, employee-led interest, system readiness, or additional
resources to proceed.
While a new plan is not being developed, the next phase focuses on developing a
set of recommendations and identification of resources required that will be
used to advance key D.E.I. initiatives.
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February 10, 2026 2 of 6 Report No. CS26-003
Background
The Town’s Diversity, Equity and Inclusion 2021–2024 Strategic Action Plan provides the
foundation for advancing D.E.I. across the organization.
The D.E.I Plan was approved by Council on Tuesday, October 26, 2021, and provides
recommendations on how the Town can improve its workplace diversity and equity. The
plan was developed based on a review of key Town documents and policies, input from
the senior leadership team and key collaborators.
The plan emphasizes the removal of barriers, the promotion of equitable practices, and
the cultivation of a culture that values and celebrates diversity. Building on this
foundation, the Town adopted a results-based approach for 2025, using measurable
objectives and key results (O.K.Rs) to track progress and maintain accountability.
The Town has made progress in embedding D.E.I. principles into its operations and
workplace culture.
Upon approval of the 2021 D.E.I. Strategic Plan, Town staff initiated the implementation
of its outlined actions. These undertakings varied in scope and complexity as various
divisions collaborated to ensure the implementation of the plan was successful.
In 2024, Council received CMS24-044, Diversity, Equity and Inclusion Status Update,
which was a report relating to D.E.I efforts within the community. The purpose of this
report is to provide Council with information regarding D.E.I initiatives and
advancements made within the organization.
Analysis
Between 2021 and 2025, forty-nine initiatives have reached full completion, particularly
those related to employee retention, inclusive recruitment, and the strengthening of
strategic partnerships.
Collectively, this work reflects a sustained effort to embed D.E.I. principles into core
people practices, talent acquisition, and external collaboration across the organization.
Organizational Culture
Efforts to strengthen organizational culture have focused on fostering collaboration,
inclusion, and belonging across the workforce. Feedback from the employee
engagement survey and staff feedback sessions with Excellence Canada indicate
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February 10, 2026 3 of 6 Report No. CS26-003
positive movement in staff perceptions of inclusion and workplace culture. Town staff
will continue to use engagement survey data as a primary tool for measuring
organizational culture and identifying opportunities for improvement.
Recruitment
Recruitment practices as it relates to D.E.I. have also improved. Job postings have been
reviewed to ensure inclusive and bias-free language, and equal opportunity principles
have been embedded throughout the recruitment process. These updates, along with
targeted outreach and partnerships with external organizations, have diversified the
candidate recruitment pool.
The Town has also established and maintained recruitment partnerships with a range of
organization and platforms, each with their own Diversity, Equity and Inclusion
programs. These include universities and colleges, the WXN Career Centre, Charity
Village, Work in Culture, Municipal World, social media platforms and local newspapers.
Combining efforts with those of our partners ensure that the town of Aurora is recruiting
from the widest range of candidates possible.
Partnerships
Strategic partnerships have continued to expand, with the Town developing a
comprehensive inventory of existing alliances and forming new connections with
agencies that support diverse talent sourcing. These relationships are essential to
ensuring that the Town’s workforce reflects the diversity of the community it serves.
Training and Development
Training and development efforts have focused on reviewing and updating corporate
policies to ensure they reflect equitable and inclusive practices. Leadership training has
also been delivered, including organization-wide sessions with external facilitators to
build awareness and understanding of equity, bias and inclusive leadership. Further
mandatory D.E.I. training for all staff and people leaders has been identified as an
outstanding item and will be reviewed in conjunction with the implementation of the
Town’s new Learning Management System (L.M.S.). New onboarding modules and
refresher training opportunities are anticipated to be rolled out in 2026.
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February 10, 2026 4 of 6 Report No. CS26-003
Seven initiatives from the Strategic Plan remain under review. These items require further
evaluation, employee-led interest, system readiness, or additional resources to proceed.
The creation of Employee Resource Groups underwent a pragmatic review, however,
best practice is clear that these groups must be employee-led to be successful. The
Town supports and encourages the formation of Employee Resource Groups where
there is demonstrated interest and leadership from staff, with corporate support
available through C.M.T. or E.L.T. The need for such groups will continue to be
evaluated, informed by employee engagement survey results, which show improved
inclusion benchmarks since 2020.
Building on corporate-wide training delivered in 2025, training for diverse hiring panels
and unconscious bias will be revisited through the L.M.S. Efforts to make the workplace
more welcoming for diverse employees, including identification of quiet or spiritual
spaces, has largely been addressed through existing spaces and inclusive practices.
Increasing awareness and additional communication are the next steps to achieve
completion.
The development of a formal D.E.I. lens remains an outstanding initiative. While the
Strategic Action Plan identified this as a recommendation, implementation requires a
multi-year approach and external consultant expertise. Staff will review the feasibility of
developing a D.E.I. lens, including the external resources required, recognizing that this
tool would support many remaining initiatives, including communications, service
delivery, and training.
The implementation of a Talent Management System and expanded use of workforce
data remains under review. At present, the Town relies primarily on employee
engagement survey data to inform decision-making. Opportunities to leverage
additional analytics will be explored as new systems are implemented.
Similarly, a corporate communication strategy focused on D.E.I. will be developed once
a formal D.E.I. lens is established, ensuring consistent and clear messaging across the
organization.
While a new plan is not being developed, the next phase focuses on developing a set of
recommendations and identification of resources is required that will be used to advance
key D.E.I. initiatives.
Staff undertook a comprehensive review to confirm completed initiatives and identify
outstanding actions. Over the coming months, staff will focus on developing and
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February 10, 2026 5 of 6 Report No. CS26-003
refining future Objectives and Key Results (O.K.Rs) to ensure measurable, realistic, and
transparent tracking of progress. Staff are also exploring the possibility of partnering
with York University to develop further D.E.I opportunities.
Advisory Committee Review
The Diversity, Equity, Inclusion Strategic Plan has been reviewed as part of the Multi-
Year Accessibility Plan, by the Accessibility Advisory Committee.
Legal Considerations
None.
Financial Implications
There is sufficient funding within the approved budget in support of the Town’s
Diversity, Equity and Inclusion 2021–2024 Strategic Action Plan. Should an incremental
funding need arise from this plan, staff will bring a report to Council for its consideration
as appropriate.
Communications Considerations
D.E.I initiatives are communicated to staff through all staff emails and through internal
newsletters. In addition, any D.E.I. initiatives that are training based are placed on the
corporate calendar on the employee intranet. This report will also be posted on the
Town’s website.
Climate Change Considerations
The recommendation does not impact greenhouse gas emissions or impact climate
change adaptation.
Link to Strategic Plan
The Diversity, Equity and Inclusion (D.E.I.) initiatives supports the Strategic Plan goal of
Supporting an exceptional quality of life for all through its alignment with the objective of
Celebrating and promoting our culture. This is achieved by advancing initiatives that
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February 10, 2026 6 of 6 Report No. CS26-003
create a more inclusive and welcoming community environment where all residents and
employees feel represented and valued.
Alternative(s) to the Recommendation
1. None.
Conclusions
The Town is making meaningful progress in advancing diversity, equity, and inclusion
(D.E.I.), including the implementation of best practices, the development of a corporate
D.E.I. framework, and the expansion of learning opportunities. These initiatives will carry
forward into the next phase to ensure continued alignment with our commitment to
fostering a diverse, equitable and inclusive organization.
Attachments
None.
Previous Reports
CS21-056, Diversity Equity & Inclusion Strategic Action Plan 2021-2024, October 19,
2021
CMS24-044, Diversity, Equity and Inclusion Status Update, December 2, 2024
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Patricia De Sario, Director, Corporate Services/Town Solicitor
Approved by Doug Nadorozny, Chief Administrative Officer
Page 102 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. CS2 6 -0 05
Subject: Third Party Consultant Contractual Release
Prepared by: Patricia De Sario, Director of Corporate Services/Town Solicitor
Department: Corporate Services
Date: February 10, 2026
Recommendation
1. That Report No. CS26-005 be received; and
2. That staff implement the framework to release third-party consulting reports, studies
or analyses as set out in this report.
Executive Summary
The purpose of this report is to provide Council with a proposed implementation
framework to ensure that all future reports, studies and analyses commissioned from
third-party consultants on behalf of the Town may be released to the public.
On October 14, 2025, Council passed a motion relating to the release of third-
party consultant reports.
The public release of documents is subject to the requirements of the Municipal
Freedom of Information and Protection of Privacy Act.
The Town has a routine disclosure policy which is designed to streamline the
Town’ s release of records.
Many of the Town’s records are already made public and may be found in the
Public Records Repository section of the Town’s website.
The Town’s standard consulting contract for a mid-value procurement or an open
competition already includes clauses that permit the release of deliverables.
Page 103 of 242
February 10, 2026 2 of 7 Report No. CS26-005
Town staff will ensure that this requirement be included in any other contracts,
including those relating to land acquisitions or dispositions.
A process to identify and release eligible third-party consulting reports, studies or
analyses from prior closed session meetings will be implemented moving forward.
Background
On October 14, 2025, Council passed a motion relating to the release of third-party
consultant reports.
The motion passed by Council is as follows:
1. Now Therefore Be It Hereby Resolved That staff be directed to ensure that all future
reports, studies, and analyses commissioned from third-party consultants on behalf
of the Town of Aurora include a contractual provision or written release permitting
their public disclosure, in whole or in part, at the discretion of the Town; and
2. Be It Further Resolved That staff be further directed to make publicly available
any third-party reports or portions thereof that are not subject to legal, privacy,
security or contractual restrictions, including those originally considered in
closed session, once the reason for confidentiality no longer applies; and
3. Be It Further Resolved That staff report back to Council through a public agenda,
at the February 2026 agenda cycle with a proposed implementation framework,
including recommended updates to procurement documents, standard contract
language, and a process for identifying and releasing eligible reports from prior
closed sessions; and
4. Be It Further Resolved That this policy applies to all new reports commissioned
after the date of this motion and be incorporated into all relevant procurement
and contract management practices going forward.
Page 104 of 242
February 10, 2026 3 of 7 Report No. CS26-005
The public release of documents is subject to the requirements of the Municipal Freedom
of Information and Protection of Privacy Act.
This legislation (“MFIPPA”) states that every person has a right of access to a record or
a part of a record in the custody or under the control of the Town unless the record or
the part of the record falls within one of the exemptions set out in the legislation. In
general, records are released, upon request, by an individual making a Freedom of
Information (“FOI”) request.
The Town has a routine disclosure policy which is designed to streamline the Town’s
release of records.
Not only can any individual request records through an FOI request, the Town also
promotes the routine disclosure and active dissemination of certain records in
accordance with a policy (Attachment 1). Routine disclosure involves the release of
certain records identified in Appendix A of the policy in response to requests made
informally. A request is made directly through the department that generated the
records. The records identified in Appendix A may be released by the department
without requiring the individual to submit an FOI request. Despite the Town providing
routine disclosure, there may be situations where the Town will require the individual to
request records through an FOI request, such as requesting older or numerous records,
or requesting records for or related to a legal proceeding.
Many of the Town’s records are already made public and are found in the Public Records
Repository section of the Town’s website
Active dissemination involves the routine or periodic release of Town records identified
in Appendix B of the policy in the absence of any request. These records are classified
as public records and may be released at any time. Any individual may visit
https://records.aurora.ca for a comprehensive history of the Town's agendas, minutes,
by-laws and select policies.
The purpose of this report is to provide Council with a proposed implementation
framework to ensure that all future reports, studies and analyses commissioned from
third-party consultants on behalf of the Town may be released to the public.
Page 105 of 242
February 10, 2026 4 of 7 Report No. CS26-005
Analysis
The Town’s standard consulting contract for a mid-value procurement or an open
competition already include clauses that permit the disclosure of deliverables.
According to the Procurement By-law, contracts are required for mid-value
procurements and open competition procurements, which are subject to the Town’s
contract templates. The Town’s current consulting contract templates include clauses
that transfer ownership of any reports or studies to the Town. Since the Town is the
owner of the report or study, the Town has the sole discretion of whether a consulting
report, study or analysis may be released to the public. However, to ensure there is no
ambiguity, a clause has been added to the consulting contract template whereby the
consultant acknowledges and agrees at the outset that any reports, studies or analyses
provided by the consultant may be disclosed publicly by the Town at the Town’s sole
discretion.
In addition, many third-party consultants retained by the Town are for the purposes of
preparing corporate reports, studies or analyses that are then presented to Council at an
open session meeting. Examples include the Community Planning Permit System, the
Transportation Master Plan, Asset Management Plan, etc. These reports are attached
to a staff report and are therefore, publicly available in the Town’s Public Records
Repository.
Town staff will ensure that this requirement be included in any other contracts, including
those relating to land acquisitions or dispositions.
There are some projects or transactions that either do not require a contract (i.e. low-
value procurements) or where other contracts are used that are not the Town’s standard
procurement contracts. In these cases, staff propose that where contracts are not
necessary, the consultant will be asked to sign an acknowledgement that all or part of
the report, study or analysis prepared on behalf of the Town may be released in
accordance with Council’s direction set out in the above motion and that the consultant
grants its consent to do so. Where contracts are used that are not the Town’s standard
procurement contracts (for example, the consultant provides its form of contract), staff
will ensure that the contract includes the appropriate clauses so that the consultant that
is being engaged is aware that all or part of the report, study or analysis may be
released in accordance with Council’s direction.
Page 106 of 242
February 10, 2026 5 of 7 Report No. CS26-005
A process to identify and release eligible third-party consulting reports, studies or
analyses from prior closed session meetings will be implemented moving forward.
Third-party consultant reports, studies or analyses that are part of confidential staff
reports are typically used to provide Council with advice or recommendations on a
Town project or to assist Council in deciding whether to acquire or dispose of a
property, including purchases, sales or leasing arrangements.
Staff propose that moving forward, the Clerk’s office will review all third-party
consultant reports, studies and analyses that were part of a closed session meeting
and, in consultation with Legal Services staff and Finance staff, determine whether any
of the documents may be released, in whole or in part. If there aren’t any legal, privacy,
security or contractual restrictions that prohibit the release of the document, the
document (or any part thereof) will be made available to the public through the Town’s
Public Records Repository. The timing of this review will be done upon the completion
of the transaction or the project for which the third-party consultant was retained.
Advisory Committee Review
Not applicable.
Legal Considerations
If the Town releases all or part of any record that is no longer considered confidential,
staff would still be required to redact any personal information. MFIPPA provides that
municipalities are not permitted to release personal information of any individuals, unless
such individual consents to the release.
Further, MFIPPA also prohibits the release of third-party information, including trade
secrets or scientific, technical, commercial, financial, or labour‑relations information
supplied in confidence, if releasing it could reasonably be expected to cause specific
harms. There is also a strict prohibition on releasing information obtained from tax
returns or collected for determining or enforcing tax liability. These third-party
prohibitions apply unless the affected third party provides consent for the release.
Financial Implications
None.
Page 107 of 242
February 10, 2026 6 of 7 Report No. CS26-005
Communications Considerations
Staff propose that any reports, plans or analyses that are released be accessible
through the Town’s Public Records Repository found on the Town’s website.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
The release of Town records support’s the Town’s objective to promoting service
accountability, excellence and innovation.
Alternative(s) to the Recommendation
1. Council provide direction.
Conclusions
Council directed staff to report back with a proposed implementation framework to
ensure that all future reports, studies and analyses commissioned from third-party
consultants on behalf of the Town may be released to the public. In accordance with the
Town’s Routine Disclosure Policy, many of the Town’s records are already made public.
In addition, the Town’s standard procurement contracts for consultants already include
clauses that permit the release of deliverables. For all other contracts, staff will ensure
that the consultant acknowledges and consents at the outset that any report, study or
analysis provided by the consultant may be released to the public.
Attachments
Attachment 1 – Routine Disclosure Policy dated October 5, 2022, as revised on
September 26, 2024
Previous Reports
None.
Page 108 of 242
February 10, 2026 7 of 7 Report No. CS26-005
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Doug Nadorozny, Chief Administrative Officer
Page 109 of 242
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. FIN 2 6 -0 04
Subject: 2026 Investment Policy Review
Prepared by: Laura Sheardown, Financial Management Advisor
Department: Finance
Date: February 10, 2026
Recommendation
1. That Report No. FIN26-004 be received; and
2. That Council approve the updated Investment Policy Statement.
Executive Summary
The purpose of this report is to provide Council with the opportunity to review any
changes made to the existing Investment Policy Statement that are recommended by
staff.
As required under the Prudent Investor regulations, Council shall review the
Investment Policy Statement and any changes made by staff annually.
Background
In May 2025, Council last approved the Investment Policy Statement for the Town that
included an annual report back to Council with the following information:
the Town’s investment portfolio performance over the last year;
the performance of the Town’s Prudent Investor long-term (Monies Not Required
Immediately) investments; and
any changes to the existing Investment Policy Statement as recommended by staff.
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February 10, 2026 2 of 3 Report No. FIN26-004
At this time, staff are only reporting back on the changes recommended by staff to the
existing Investment Policy Statement. The remainder of this information will be
provided once the 2025 financial statements have been completed.
Analysis
As required under the Prudent Investor regulations, Council shall review the Investment
Policy Statement and any changes recommended by staff annually
Staff have reviewed the Town’s current policy and only recommend one change being
the movement of this Policy from the ONE JIB format to the standard Town of Aurora
layout and structure.
Advisory Committee Review
Not applicable.
Legal Considerations
This report is to comply with the reporting requirements of Aurora’s Investment Policy
Statement and subsection 18(4) of O. Reg. 438/97, as amended, filed under the
Municipal Act, 2001.
Financial Implications
Investment income provides much needed supplementary revenue support to both the
operating and capital budgets. The annual review of this policy allows staff the
opportunity to provide recommendations to Council and to ensure that the town
remains in compliance with the province’s prudent investor legislation.
Communications Considerations
The Town of Aurora will use ‘inform’ as the level of engagement for this report. In order
to inform, this report will be posted to the town’s website.
Climate Change Considerations
The information contained within this report does not impact greenhouse gas
emissions or impact climate change adaption.
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February 10, 2026 3 of 3 Report No. FIN26-004
Link to Strategic Plan
Investments of cash and reserve funds contributes to achieving the Strategic Plan
guiding principle of ‘Leadership in Corporate Management’ and improves transparency
and accountability to the community.
Alternative(s) to the Recommendation
1. Council may choose to reject the Investment Policy Statement and instruct staff to
maintain the existing policy structure.
Conclusions
The Town will continue to review the Investment Policy Statement on an annual basis to
ensure that its continued compliance with the province’s prudent investor legislation.
Attachments
Attachment #1 – Town of Aurora’s Investment Policy Statement
Previous Reports
None.
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
Page 121 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Policy
Financial Management
Contact: Advisor, Financial Management
Approval Authority: Aurora Town Council
Effective: August 11, 2015
Revised: May 27, 2025
______________________________________________________________________________________
Investment
Overview
Municipalities that are subject to the Municipal Act, 2001 (the “Act”) have no general
power to invest money. Such powers must be found either in express provisions of the
Act or by necessary implication.
Historically, municipalities that are subject to the Act had very limited express
investment powers under section 418 of the Act. Section 418 continues to apply to all
municipalities that are subject to the Act unless they elect to pass a by-law pursuant to
the new section 418.1. Section 418 of the Act provides that “money that is not required
immediately” (M.N.R.I.) can only be invested in securities prescribed by the Province in
O. Reg. 438/97 (the “Regulation”). These prescribed securities are generally referred to
as the “Legal List Securities” and are included in Part I of the Regulation.
Effective January 1, 2019, the new section 418.1 of the Act came into force. Section
418.1 provides that M.N.R.I. can be invested under that section in any security, provided
that in making the investment the municipality exercises the care, skill, diligence and
judgment that a prudent investor would exercise in making the investment. If a
municipality elects to pass a by-law under section 418.1, the effect will be that its
M.N.R.I. must be invested in accordance with the prudent investor regime. The rules,
conditions and procedures that apply to investments under section 418.1 are set out in
Part II of the Regulation.
Investing M.N.R.I. in Legal List Securities or in accordance with the prudent investor
regime are mutually exclusive alternatives. That is to say, section 418 does not apply to
a municipality that has adopted the prudent investor regime under section 418.1.
Every municipality, regardless of whether section 418 or 418.1 applies to it, has M.N.R.I.
and also money that is required immediately (M.R.I.). Municipalities retain the
management and control of their M.R.I.The Act does not include any express
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provisions that deal with the investment of M.R.I. However, it is consistent with prudent
practice to invest such money until it is actually spent, in order to preserve the capital
value of that money. Accordingly, it is necessarily implied that a municipality has the
power to invest such money on a short term basis. Because the Act is silent as to how
municipalities are to deal with M.R.I. and because of the historical investment powers
under the Act, a conservative approach is to invest M.R.I. in appropriate Legal List
Securities.
Municipalities that elect to pass a by-law pursuant to the new section 418.1 include in
their investment policy:
i. the basis upon which they distinguish between M.N.R.I. and M.R.I.,
ii. principles governing the investment of each category of money, and
iii. This Investment Policy Statement (I.P.S.) is intended to respond to the foregoing
requirements.
Town of Aurora staff and Council understand that the funds being invested belong to
the residents of Aurora. This investment and procedures documentation will ensure that
all funds are invested with care, diligence and judgement of a prudent investor with a
primary objective of principal preservation while maximizing returns.
Purpose
This I.P.S. governs the investment of the Municipality's M.N.R.I. and M.R.I. It is intended,
among other things, to direct the Treasurer in the investment of M.R.I. and to direct ONE
Joint Investment Board (ONE J.I.B.) in the investment of M.N.R.I. by implementing the
Authorizing By-law 6502-23 pursuant to which the Municipality authorized the
establishment of guidelines for the prudent management of the Municipality's M.N.R.I.
pursuant to section 418.1 of the Act.
ln addition to the Municipality's M.R.I. and M.N.R.I., the Municipality is from time to time
entrusted with the management of money and investments for a third-party beneficiary
("third party trust funds"), or Third-Party trust Funds. The Municipality’s Third-Party Trust
Funds are listed in Schedule B of this I.P.S.
There are also source(s) of money in which the Municipality may have an indirect
interest but which the Municipality currently has no authority to invest. Such source(s)
of money, referred to in this I.P.S. as "Designated Funds", are listed in Schedule B of this
I.P.S. The Designated Funds and the Restricted Special Assets, listed in Schedule A of
this I.P.S., are identified in this I.P.S. for the sole purpose of enabling the Municipality to
better see, on an aggregated basis, the various financial assets in which the
Municipality has an interest.
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ONE J.I.B. is not responsible for the investment activities or performance of Third- Party
Trust Funds, Designated Funds or Restricted Special Assets.
The goals of this I.P.S. are to:
x Define and assign responsibilities for investment of M.R.I. and M.N.R.I.;
x Describe the Municipality’s responsibilities with respect to Restricted Special
Assets, Third-Party Trust Funds and Designated Funds;
x Ensure compliance with the applicable legislation;
x Direct ONE J.I.B. as to the Municipality’s investment goals and risk tolerance;
x Provide guidance and limitations regarding the investments and their underlying
risks;
x Establish a basis of evaluating investment performance and the underlying risks;
and,
x Establish a reporting standard to Council.
Governing Legislation
Investments of M.R.I. will, in accordance with this I.P.S., only be made in Legal List
Securities.
Investments of M.N.R.I. are governed by the Prudent Investor Standard in accordance
with Section 418.1 of the Act. This standard is similar to that which governs trustees
and pension fund administrators and creates a fiduciary responsibility. Prudent
investment in compliance with the Act and the Regulation enhances the potential for the
Municipality to earn improved risk-adjusted rates of return.
Money and investments that the Municipality holds as Restricted Special Assets, Third-
Party Trust Funds or has an interest in as Designated Funds will be subject to applicable
legislation and any related agreements or instruments.
The Act provides that the Municipality, and therefore ONE J.I.B., must consider the
following criteria in planning investments of M.N.R.I., in addition to other criteria
relevant to the circumstances:
x General economic conditions;
x The possible effect of inflation or deflation;
x The role that each investment plays within the Municipality’s total portfolio of
investments;
x The expected total return from income and the appreciation of capital; and
x Needs for liquidity, regularity of income and preservation or appreciation of
capital.
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Prudent Investor Standard
For M.N.R.I., the standard to be used by the Municipality and ONE J.I.B. shall be the
Prudent Investor Standard as required by section 418.1 of the Act and Part II of the
Regulation in the context of managing the Municipality’s M.N.R.I. and investments
thereof. Investments shall be made with the care, skill, diligence, and judgment, taking
into account the prevailing circumstances, that persons of prudence, discretion and
integrity would exercise in the management of investments, considering the necessity
of preserving capital as well as the need for income and appreciation of capital. The Act
includes a duty to obtain the advice that a prudent investor would obtain under
comparable circumstances.
Officers, employees and investment agents acting in accordance with written
procedures and the I.P.S. and exercising due diligence shall take all necessary actions
to optimize performance of investments on a portfolio basis, taking into account the
prescribed risk and other parameters set out in this I.P.S. and market factors. The
Municipality’s staff acting in accordance with written procedures and this I.P.S., shall be
relieved of personal responsibility for an investment’s performance, provided
underperformance relative to expectations is reported to Council and the liquidation or
sale of investments is carried out in accordance with this I.P.S.
Scope
This I.P.S. applies to employees of the Municipality, to ONE J.I.B. and to the employees
of ONE Investment. ONE J.I.B., the Treasurer, and any agent, sub-investment manager
or advisor providing services to ONE J.I.B. in connection with the investment of the
portfolio shall accept and strictly adhere to this I.P.S.
Definitions
The following capitalized terms are defined terms which have the meanings set out
below:
Act
Means the Municipal Act, 2001, S.O. 2001, c. 25, as amended from time to time.
Agent
Means any administrator, Custodian, payment servicer, investment counsel, consultant,
banker, broker, dealer or other service provider engaged or appointed by ONE J.I.B. and
authorized by ONE J.I.B. to exercise any of the functions of ONE J.I.B. pursuant to a
written agreement, in the manner and to the extent provided in the Regulation and
without limiting the generality of the foregoing, Agent includes ONE Investment, and the
Sub- Investment Manager.
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Alternative Assets
Means investments outside traditional investments such as equities, fixed income, and
cash which may include, hedge funds, private equity, natural resources, real estate and
infrastructure. Alternative investments are typically less liquid that traditional
investments and are appropriate only for allocations with a long investment horizon.
Asset Class
An asset class is a specific category of assets or investments, such as cash, fixed
income, equities, alternative investments, real estate etc.
Asset Mix (or Asset Allocation)
Means the proportion of each asset class in a portfolio. Asset classes include bank
deposits, money market securities, bonds and equities, among other things.
Authorizing By-law
Means a by-law of the Municipality that authorizes it to invest its money and
investments that it does not require immediately in the O.C.I.O. offering of ONE J.I.B.
pursuant to section 418.1 of the Act, to approve various documents, the entering into of
agreements including a Prudent Effective Date Agreement and the delegation of certain
powers and duties to ONE J.I.B./ONE Investment.
Benchmark
Means an index that is representative of a specific securities market (e.g. the S&P/TSX
Composite Index, the FTSE/TMX 91 Day T-bill Index, etc.) against which investment
performance can be compared. Performance benchmarks refer to total return indices in
Canadian dollar terms.
CHUMS Financing Corporation (CHUMS)
Means a subsidiary of Municipal Finance Officers’ Association of Ontario (M.F.O.A.)
which, in conjunction with L.A.S., established ONE Investment.
CFA Institute
Refers to the global, not-for-profit professional association that administers the
Chartered Financial Analyst (C.F.A.) and the Certificate in Investment Performance
Measurement (C.I.P.M.) curricula and examination programs worldwide, publishes
research, conducts professional development programs, and sets voluntary, ethics-
based professional and performance reporting standards for the investment industry.
Credit Risk
Means the possibility of a loss resulting from a borrower's failure to repay a loan or
meet contractual obligations. That is, the risk that a lender may not receive the owed
principal and interest.
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Custodian
Means a specialized financial institution that is responsible for safeguarding a
municipality's investments and is not engaged in "traditional" commercial or
consumer/retail banking. Global custodians hold investments for their clients in
multiple jurisdictions around the world, using their own local branches or other local
custodian banks ("sub-custodians" or "agent banks").
Designation Funds
Means source(s) of money in which the municipality may have an indirect interest but
which the Municipality currently has no authority to invest. Designated Funds are listed
in Schedule B of this I.P.S.
Diversification
Means a risk management technique that mixes a variety of investment types within a
portfolio to help mitigate portfolio risk. A diversified portfolio holds different kinds of
investments to improve the risk adjusted returns.
Derivative
A derivative is a contract between two or more parties whose value is based on an
agreed-upon underlying financial asset (like a security) or set of assets (like an index).
Common underlying instruments include bonds, commodities, currencies, interest rates,
market indexes, and stocks.
Environment, Social and Governance (E.S.G.) Investing
Means considering and integrating E.S.G. factors into the investment process, rather
than eliminating investments based on E.S.G. factors alone. Integrating E.S.G.
information can lead to more comprehensive analysis of a company.
External Portfolio Managers
Means external third-party investment management firms whose investment offerings
are accessed by ONE J.I.B. directly or through services provided to a Pooled Fund.
External Portfolio Managers are agents authorized by ONE J.I.B. in accordance with Part
II of the Regulation.
Interest Rate Risk
Refers to the possibility that the value of a bond or other fixed- income investment will
suffer as the result of a change in interest rates. Interest rate risk can be managed to
help improve investment outcomes.
Internal Controls
Means a system of controls that may include authorities, policies, procedures,
separation and segregation of duties, compliance checks, performance measurement
and attribution, reporting protocols, measures for safekeeping of property and data, and
the audit process.
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Investment Plan
Means the investment plan applicable to the M.N.R.I. and adopted by ONE J.I.B. under
the Regulation, as it may be amended from time to time.
Investment Policy Statement (I.P.S.)
Means the investment policy applicable to the Municipality’s investments adopted and
maintained by the Council of the Municipality for M.N.R.I. under the Regulation, and for
M.R.I., as the same may be amended from time to time. The I.P.S. may also apply to the
money and investments held by the Municipality for the benefit of persons other than
the Municipality itself and may make reference to source(s) of money in which the
Municipality may have an indirect interest but which the Municipality has no authority to
invest.
J.I.B.
Is short for Joint Investment Board and means a joint municipal service board that is
established under section 202 of the Act by two or more municipalities for the purposes
of Part II of the Regulation.
Legal List Securities
Means the securities and other investments and financial instruments that are included
from time to time in Part I of the Regulation.
Leverage
Means an instrument strategy of using borrowed money – specifically, the use of
various financial instruments or borrowed capital – to increase the potential return of an
investment. Typically leverage also tends to increase investment risks.
Liquidity
Means the ability to turn an investment into cash relatively quickly, without a substantial
loss in value. For Example, a savings account is more liquid than real estate.
Local Authority Services (L.A.S.)
Means an entity which, in conjunction with M.F.O.A./CHUMS, established ONE
Investment.
Local Distribution Corporation or L.D.C.
Means a corporation incorporated under section 142 of the Electricity Act, 1998.
Market Value
Means the price at which a security is trading and could presumably be sold. Also
known as Fair Market Value it represents the current value of the investment.
Maturity
Means the date upon which the principal or stated value of an investment becomes due.
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Modern Portfolio Theory
Means a theory of portfolio management that looks towards the portfolio as a whole,
rather than towards the prudence of each investment in the portfolio. This is found in
the CFA Institute Standards of Practice Handbook.
Money Not Required Immediately (M.N.R.I.)
Means the money that is not required immediately by the Municipality that will be under
the control and management of ONE J.I.B. and as defined in this I.P.S. that will be
invested in accordance with the Prudent Investor Standard.
Money Required Immediately
Means the money that is required immediately by the Municipality that remains under
the control and management of the Municipality and, that can be invested in
accordance with the Legal List Securities or other applicable legislation.
Municipal Services Corporation (MSC)
Means a corporation established under section 203 of the Act in accordance with the
applicable regulation (Ontario Regulation 599/06).
Municipality
Means The Corporation of the Town of Aurora.
O.C.I.O. Offering
Means the comprehensive investment program made available through ONE
Investment as an agent for ONE J.I.B., where a qualified investment manager is
engaged to advise a Participating Municipality with regard to the investment of the
Participating Municipality’s M.N.R.I. and to invest and manage such M.N.R.I. in
accordance with the terms and conditions set out in the ONE J.I.B. Agreement.
ONE Investment
Means the not-for-profit corporation established by CHUMS and L.A.S. which provides
certain management, administrative and other services to ONE J.I.B. as its agents.
ONE J.I.B.
Means ONE Joint Investment Board, established by certain founding municipalities
under section 202 of the Act as a J.I.B. for purposes of Part II of the Regulation, which is
the duly appointed J.I.B. for the Municipality, as constituted from time to time and which
acts in accordance with the Act, the Regulation, the ONE J.I.B. Agreement, including the
Terms of Reference, this I.P.S. and the Investment Plan.
ONE J.I.B. Agreement
Means the agreement effective as of the Prudent Effective Date, entered into in
accordance with the requirements of the Regulation, pursuant to which ONE J.I.B. has
control and management of the Municipality’s M.N.R.I.
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Participating Municipality
Means from time to time each of the municipalities for whom ONE J.I.B. acts as the
J.I.B. under the terms of the ONE J.I.B. Agreement.
Pooled Fund
Means a unit trust established under a trust instrument, generally not available to the
public, in which institutional, sophisticated or high net worth investors contribute
monies that are invested and managed by an External Portfolio Manager. Monies are
pooled or combined with monies of other investors.
Portfolio
Means any collection of funds that are grouped together and required for specific
purposes.
Proxy Voting
Means a legal transfer to another party of a shareholder's right to vote thereby allowing
shareholders who cannot attend meetings to participate. External Portfolio Managers
usually vote proxies on behalf of their clients.
Prudent Effective Date
Means the mutually agreed-upon date by the Municipality and ONE Investment on which
the prudent investor regime applies to the municipality as a participating municipality.
Prudent Effective Date Agreement
Means an agreement entered into by the Municipality and ONE Investment that sets out
the day on which the prudent investor regime starts to apply to the Municipality.
Prudent Investment Standard
Means the standard that applies when the Municipality invests money that it does not
require immediately under section 418.1 of the Act. It requires the Municipality to
exercise the care, skill, diligence and judgment that a prudent investor would exercise in
making such an investment and the standard does not restrict the securities in which
the Municipality can invest. The Prudent Investor Standard applies the standard of
prudence to the entire portfolio in respect of the Municipality’s M.N.R.I. rather than to
individual securities. It identifies the fiduciary's central consideration as the trade-off
between risk and return as found in the C.F.A. Institute Standards of Practice Handbook.
Rebalancing
Means the process of realigning the weightings of a portfolio of assets. Rebalancing
involves periodically buying or selling securities in a portfolio to maintain an original or
desired level of asset allocation or risk.
Regulation
Means Ontario Regulation 438/97.
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Restricted Special Assets
Means investments specified by this I.P.S. and held by the Municipality as of the
Prudent Effective Date, where ONE J.I.B. is not able to exercise control. Restricted
Special Assets are listed in Schedule A of the I.P.S. and are not considered to be
M.N.R.I.
Risk
Means the uncertainty of future investment returns or chance of loss of capital.
Risk Tolerance
Means the financial ability and willingness to absorb a loss in return for greater
potential for gains.
Safekeeping
Means the holding of assets (e.g. securities) by a financial institution.
Securities Lending
Means loaning a security to another market participant. The borrower is required to
deliver to the lender, as security for the loan, acceptable collateral with value greater
than the value of the securities loaned. The Securities Lending program is managed by
the Custodian or another appointed agent on behalf of investors. A Securities Lending
program is widely used by institutional investors to generate additional marginal returns
on the total portfolio.
Sinking Fund
Means a fund established to fulfil the requirements to make annual contributions in
respect of various debenture issues wherein money is to be regularly set aside for the
payment of the principal of the debentures at maturity.
Sinking Fund Required Contributions (Annual Sinking Fund Requirement)
Means the amount of money to be set aside each year for deposit into a sinking fund or
a retirement fund, as applicable, for each sinking fund and term debenture issue in
accordance with the Municipality’s debenture by-laws when such debentures are
issued.
Sinking Fund Required Earnings
Means the investment earnings needed for the Sinking Fund Contributions to continue
to grow to a value sufficient to repay the principal at maturity for each issue of sinking
fund and term debentures.
Sinking Fund Excess Earnings
Means the investment earnings in excess of the required earnings.
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Sub-Investment Manager
Means and asset management firm or investment consultant, acting as a sub-
investment manager for ONE J.I.B. that provides investment advice and professional
services and is involved in the implementation and operational aspects of the O.C.I.O.
Offering, and that has full responsibility for the investment and management of a
Participating Municipality’s M.N.R.I. through ONE Investment, based on an I.P.S.
approved by the Council of the municipality.
Third-Party Trust Funds
Means money over which the Municipality exercises both management and policy
control but whose assets are not owned by the Municipality. These funds are governed
by a variety of agreements and, in some cases, by legislation. Some funds may have
externally mandated investment policies, and some may have investment policies that
are determined by the Municipality. Third-Party Trust Funds are listed in Schedule B of
this I.P.S.
Trust Fund
Means a fund which consists of assets that have been converted or assigned to a
trustee to be administered as directed by agreement or statue. As a result, a trustee
holds title to the assets for the purposes of providing benefits, and being accountable,
to the beneficiary. The Municipality is the trustee of funds that are to be used for
specific purposes by the Municipality or any related parties.
Policy
Money Required Immediately and Money Not Required Immediately
Determination of M.N.R.I. and M.R.I.
Determination of the Municipality’s M.N.R.I. is the responsibility of Council. In making
the determination, Council may consider:
x the time horizon within which the monies are needed to meet financial
obligations
x the purpose for which the monies have been collected or set aside and are to be
used
x the source of the money
x any combination of the foregoing
The Municipality has defined M.N.R.I. as money from the municipality’s own reserves,
reserve funds, sinking funds and current ONE Investments that will not be required to
meet financial obligations that become due more than 2 years from the receipt of such
money. The purpose of the money is to fund the municipality’s future capital,
operational and contingency needs.
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For certainty, all money and investments of the Municipality that have not been
identified as M.N.R.I. (other than Restricted Special Assets, Third-Party Trust Funds and
any Designated Funds referenced in the Purpose section of this policy) shall be deemed
for purposes of this I.P.S. to be M.R.I.
Determination of the Municipality’s M.N.R.I. and M.R.I. may be modified at any time and
from time to time by action of Council and with respect to specific money by the
Treasurer in accordance with the provisions of the Flow of Money Otherwise than
through the Budget Process section of this policy.
Any changes in this I.P.S. regarding the Municipality’s M.N.R.I. and M.R.I. must be
communicated immediately in writing to ONE J.I.B.
Overview of Portfolios
The Municipality’s portfolios represent funds available to support Municipal needs. A
high-level description of each of these portfolios and their objectives is provided in the
Investment section below. This I.P.S. applies to the following money of the Municipality,
its agencies, boards and commissions including:
x M.R.I. which is invested in Legal List Securities; and/or
x M.N.R.I. which is invested under the Prudent Investor Standard.
Investment
M.R.I.
The Municipality’s M.R.I. is described in this I.P.S. consists of money that is needed to
meet the short-term financial obligations of the Municipality and are controlled and
managed by the Treasurer.
M.R.I.: Investment Objectives
The main focus of the investment of M.R.I. is cash management, and the interest
income generated by the investment of these monies contribute to municipal revenues.
To the extend possible, the Municipality shall attempt to match its investments with
anticipated obligations.
Capital Preservation is the paramount objective for M.R.I. investments, and these
investments need to be highly liquid. Consequently, only high-quality investments that
are also Legal List Securities will be held in this portfolio. The Municipality may invest in
full liquid money market securities and deposit accounts. The Municipality aims to
maximize returns subject to the constraints set out in Part I of the Regulation, as
amended from time to time, with a view to preservice capital and to further manage risk
through diversification by issuer and credit quality.
The investment objectives, in the order of priority, for the Municipality for Short-Term
Money are:
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x Compliance with Portfolio Restrictions: The legal authority to invest funds
comes from the Act. All investments acquired shall be in conformity with
portfolio restrictions and permissions set out in O. Reg. 438/97 – Eligible
Investments and Related Financial Agreements, as amended from time to time.
The Municipality shall not invest in a security that is expressed or payable in any
currency other than Canadian dollars.
x Preservation of Principal: Investments shall be undertaken in a manner that
seeks to ensure the preservation of principal in the overall portfolio. Investments
shall be made with judgement and care, not for speculation, but for investment,
considering the probable safety of the principal invested as well as the probable
income derived. Staff shall also endeavor to mitigate credit and interest rate risk
by: pre-qualifying the financial institutions, brokers/dealers and advisors with
which the Municipality does business; diversifying the investment portfolio;
structuring the investment portfolio so that maturing securities meet ongoing
cash flow requirements; and investing operating funds primarily in shorter-term
securities or approved liquid investment pools.
x Maintenance of Liquidity: The investment portfolio shall remain sufficiently liquid
to meet all operating requirements that may be reasonably anticipated. All non-
equity investments shall be interest bearing in nature and equity exposure will be
limited to investments in the ONE Investment Program equity funds. The
Municipalities portfolio should be well staggered, using a ladder approach which
allows investments to mature at various times and provides the Municipality the
opportunity to build up the portfolio based on market conditions/opportunities. A
portion of the portfolio may be placed in the ONE Investment Program, which
offers compliance and liquidity.
x Maximization of the Rate of Return: The Investment Portfolio shall be designed
with the goal of maximizing the rate of return through budgetary and economic
cycles, considering the investment risk constraints and liquidity needs. Staff will
explore and utilize any eligible investment vehicles in building the Municipality’s
investment portfolio. The investment portfolio will be managed with prudent
investor principles, to maximize returns within established risk parameters. To
take advantage of short-term fluctuations in interest rates, securities may be sold
prior to maturity. Investments shall be purchased once multiple bids are received
and analysed. The highest yielding bid, which meets the Municipality’s cash flow
requirements, will be accepted. If the highest yielding bid is not selected, an
explanation describing the rationale shall be provided. Staff involved will retain
written records of each transaction, including the name of the financial
institutions, rates quoted, description of the security, investment selected, and
any special considerations that had an impact on the decision. With the goal of
maximizing the rate of return on its investments, staff may utilize eligible
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investment vehicles for which there is a sole available supplier, such as the ONE
Investment Program products. In instances such as this, multiple bids will not be
solicited.
M.R.I.: Eligible Investments
M.R.I. may be invested in high quality investments that are also Legal List Securities
available from banks, dealers and other financial institutions. Investments issued or
guaranteed by approved institutions will be permitted by this I.P.S., as deemed eligible
by the Regulation or as authorized by subsequent provincial regulations.
M.N.R.I.: Long-Term Money
The Municipality’s M.N.R.I. is described in the Determination of M.R.I. and M.N.R.I.
section of this policy. In accordance with the ONE J.I.B. Agreement and this I.P.S., ONE
J.I.B. has exclusive control and management of the 2M.N.R.I. and the investments
made therewith.
From time to time, the Municipality may require money immediately to meet financial
obligations and may require ONE J.I.B. to liquidate one or more investments in order to
generate money to meet those obligations. ONE J.I.B. will select the investment(s) to be
liquidated. The timing of such liquidation will be determined by ONE J.I.B. in
consultation with the Treasurer.
M.N.R.I.: Investment Objectives
In setting the objectives noted below, the Municipality has taken into account the
following considerations:
x Preservation of capital;
x Adequate liquidity that takes into account the needs of financial obligations and
reasonably anticipated budgetary requirements;
x Diversification by asset class, market, sector, issuer, credit quality and term to
maturity;
x Income and capital appreciation; and,
x Macro risks, such as inflation, economic growth and interest rates.
Investment of M.N.R.I. is managed by ONE J.I.B. in a way that balances investment
objectives, expected returns, and risk to develop asset allocations that achieve the
Municipality’s financial objectives within stated risk tolerances.
Investment of M.N.R.I. is to be managed by ONE J.I.B., in a way that balances the
investment objectives, with a level of risk that is appropriate for the municipality. The
M.N.R.I. invested with ONE J.I.B. will be broadly diversified to help reduce the volatility
of returns. Returns have an impact on revenues, as well as a longer-term impact on
future years’ budgets and should, at a minimum, keep pace with inflation. To the extent
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possible, the Long-Term Money’s investment horizons are aligned with the
Municipality’s obligations and cash flow requirements and may consist of liquid and
non-liquid securities based on future cash flow requirements.
M.N.R.I.: Eligible Investments
Eligible investments for Long-Term Money include any Pooled Fund or other collective
investment vehicle or institutional investment management product approved or
selected by ONE Investment for the Prudent Investment Program (O.C.I.O. Offering),
provided always that the products and the selection of products comply in all material
respects with the I.P.S.
Additionally, nothing in this I.P.S. prevents M.N.R.I. from being held in cash, short term
money market instruments, or overnight deposits.
M.N.R.I.: Sinking Funds
Sinking Funds are currently not applicable to the Municipality; however, should any
sinking funds be established in the future, they are to be classified as M.N.R.I. and will
be managed separately by ONE J.I.B.
Local Distribution Corporation (L.D.C.) Securities
Not applicable to this Municipality.
Restricted Special Assets
With the exception of the Municipality’s investments held in the ONE Investment Legal
List Portfolios specified below, all existing assets, listed in Schedule A of this I.P.S. and
held by the Municipality on the Prudent Effective Date, shall be considered to be
Restricted Special Assets, and shall not be held by ONE J.I.B. as M.N.R.I. The Treasurer
may choose to liquidate these investments and determine that the proceeds are
M.N.R.I., to be invested as per this I.P.S. and the approved ONE J.I.B. Investment Plan.
For certainty, Restricted Special Assets are not M.N.R.I. of the Municipality, and such
assets are not under the control or management of ONE J.I.B.
The ONE Investment Legal List Portfolio Investments, held by the Municipality, shall be
considered to be M.N.R.I. and transferred to ONE J.I.B. to be invested as M.N.R.I.,
unless deemed by the Municipality to be M.R.I.
Third Party Trust Funds and Designated Funds
Not applicable to this Municipality.
Investment Management
Investment Management of M.R.I.
The investment of Short-Term Funds shall be controlled and managed by the Treasurer
and his/her designate as documented in By-law #6212-19, Schedule “C”.
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Investment Management of M.N.R.I.
The investment of M.N.R.I. shall be controlled and managed by ONE J.I.B. in accordance
with this I.P.S. and the ONE J.I.B. Agreement.
The selected Sub-Investment Manager shall enter into an agreement with ONE
Investment related to the O.C.I.O. Offering, that complies with this I.P.S. and Part II of
the Regulation and will provide compliance and performance reports to ONE J.I.B. and
ONE Investment. ONE J.I.B. shall make any investment management changes deemed
in the best interest of the Municipality.
Transition to Prudent Investor Regime/O.C.I.O. Offering
Until the Prudent Effective Date, the Municipality will continue to control and manage its
M.R.I., M.N.R.I. and investments in Legal List Securities. Some Legal List investments
were made with M.R.I. and some with M.N.R.I.
During the transition to the O.C.I.O. Offering the Chair and Vice-Chair of ONE J.I.B. have
discretionary power to approve temporary investments recommended by the Sub-
Investment Manager that may not be expressly described in this I.P.S. but are, in the
opinion of the Chair and Vice-Chair, in the best interests of the Municipality and are
entirely consistent with their fiduciary obligations to the Municipality.
All M.N.R.I. that is not Third-Party Trust Funds, Designated Funds or Restricted Special
Assets shall be provide to ONE J.I.B. on the Prudent Effective Date.
Investment Constraints
Environmental, Social and Governance (ESG) Investing
The Municipality supports ESG investing for M.R.I. and M.N.R.I. The Municipality
believes that well-managed companies are those that demonstrate high ethical and
environmental standards and respect for their employees, human rights, and the
communities in which they do business, and that these actions contribute to long term
financial performance.
For the investment of M.R.I. will be done in compliance with the investment objectives
identified in the M.R.I.: Investment Objectives section of this policy. Accommodating
specific ESG considerations may not be possible due to conflicts with the investment
objectives. The Municipality has chosen to monitor the developments of ESG factors
and will reconsider its approach to ESG investing for the Short-Term Portfolio as and
when appropriate to do so.
For the investment of M.N.R.I., ONE J.I.B. is required to explore and consider how the
O.C.I.O. is implementing responsible investing principles at the time of hiring and during
periodic reviews. It may report on results periodically, if requested.
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Securities Lending
For the investment of M.R.I. Securities Lending is not permitted.
For the investment of M.N.R.I., the Municipality may invest in pooled funds, and other
investment funds that are managed by the Sub-Investment Manager who may engage in
Securities Lending if the policies of the O.C.I.O. permit such an action.
Derivatives
Derivatives may not be used for the investment of M.R.I. For the investment of M.N.R.I.,
futures and forward contracts, options and other derivative instruments may only be
used to (a) create an asset mix position that does not leverage the portfolio, (b)
replicate the performance of a capital market index, or (c) reduce risk as part of a
hedging strategy.
Use of Leverage
Nothing in this I.P.S. prevents the use of leverage, provided it is prudent to do so.
Leverage is inherent in the use of certain types of investment strategies and
instruments. Where leverage is employed, ONE J.I.B. (for M.N.R.I.) and the Treasurer
(for M.R.I.) shall have in place monitoring procedures to manage overall exposure to any
counterparty. Leverages should not be exercised for speculative purposes but may be
used as a hedging tool.
Pooled Funds
Investments in open-ended pooled funds, closed-ended pooled funds, limited
partnerships and other specialist corporate structures (e.g. L.L.C.s), are permitted
provided that the assets of such funds are permissible investments under this I.P.S. or
provided that any non-permitted investments are disclosed by the Sub-Investment
Manager. Within pooled funds, the External Portfolio Manager’s policies will take
precedence over this I.P.S.
Currency Hedging
The M.R.I. Investment Portfolio will not utilize currency hedging.
The Municipality’s funding requirements are in Canadian dollars. However, some
exposure to foreign currencies in the M.N.R.I. Investment Portfolio may be
advantageous to provide diversification and potentially enhance returns. Therefore, it
shall not be a violation of this I.P.S. for investments in global mandates to be unhedged,
in whole or in part, where the diversification benefits embedded in the currency
exposure are considered to be beneficial or desirable by ONE J.I.B.
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Alternative Asset Classes
The applicable legislation does not prevent the direct/indirect placement of the M.N.R.I.
in Alternative Asset Classes; this I.P.S. restricts investments in alternative investments
for the purposes of management of M.N.R.I. under One J.I.B.
Alternative Asset Classes, such as infrastructure or real estate, may have uncorrelated
return characteristics with traditional Asset Classes that may improve diversification
within the portfolio, which may lead to better risk adjusted returns. Typically, these
investments may not be fully liquid and are only appropriate for inclusion in portfolios
with long investment horizons.
Prohibited Investments
Not applicable for this Municipality.
Performance Monitoring, Rebalancing and Management
M.R.I.
For the investment of M.R.I., Municipality staff will monitor the cash flow needs of the
Municipality on a periodic basis. Should the needs on the Municipality no longer be met
by the asset mix, staff will make changes, at the discretion of the Treasurer, taking into
consideration the M.R.I. Investment objectives.
M.N.R.I.
For the investment of M.N.R.I., ONE J.I.B. shall establish parameters for monitoring
investments and rebalancing through policy or directly within the investment plan.
Investments are expected to achieve returns at least equal to their benchmarks
measured over a rolling five-year period. At minimum, ONE J.I.B. shall provide reporting
described in the Reporting section of this policy that shows the Municipality’s holdings,
confirms compliance with this I.P.S. and reports on the Sub-Investment Manager’s
performance.
Administrative Policies
Flow of Money and Annual Municipal Budget
Transfer to ONE J.I.B. as Part of Annual Review Process
On an annual basis, as part of the Municipality’s Annual Review process, the
Municipality shall identify the amount, if any, of M.N.R.I. that it holds. Any M.N.R.I. not
already under the control and management of ONE J.I.B. shall be transferred to ONE
J.I.B. as soon as practicable.
Transfer to Municipality as Part of the Annual Review Process
On an annual basis, ONE J.I.B. shall be notified by the Treasurer as to the amount, if any,
required by the Municipality from the M.N.R.I. then under the control and management
of ONE J.I.B. for the Municipality’s operational purposes. Such amount shall be deemed
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19
to be M.R.I. and shall be returned to the Municipality in a lump sum or by way of periodic
payments, as directed by the Treasurer.
Flow of Money Otherwise than through the Budget Process
Surplus Funds
The M.R.I. captures revenues received by the Municipality during each year after the
approval of the Municipality’s budget for the year. Any amounts deemed to be M.N.R.I.
by the Treasurer at any such time during the year shall be transferred to ONE J.I.B. to be
under its management and control as M.N.R.I. Amounts so transferred will be recorded
annually in the Investment Plan and allocated by ONE J.I.B. in accordance with the
Investment Plan.
Contingencies
The Treasurer is authorized, to direct ONE J.I.B. to return any amounts determined by
the Treasurer to be required to meet expenditures for unexpected contingencies not
anticipated by the Municipality’s budget in force for that year, provided however that the
aggregate of the amounts to be returned to the Municipality under this section during
the year shall not exceed 25% of the M.N.R.I. under the control and management of ONE
J.I.B. as at the date that the Municipality approved its budget for the year (the Budgeted
M.N.R.I.). In determining the Budgeted M.N.R.I. for purposes of calculating the 25% limit,
any M.N.R.I. to be transferred to the control and management of ONE J.I.B. in
accordance with that year’s Annual Review pursuant to the Transfer to ONE J.I.B. as
Part of Annual Review Process section of this policy shall be included and any amount
to be returned by ONE J.I.B. to the Municipality pursuant to the Transfer to Municipality
as Part of the Annual Review Process section of this policy shall be excluded. ONE
Investment should be made aware of material transactions in advance to ensure the
orderly sale of securities to fund withdrawals.
Valuation of Investments
Investments shall be valued according to the values provided by the Custodian(s). For
the investment of M.N.R.I., values of unitized vehicles shall be valued according to the
unit values published by the Custodian. Other investments shall be valued at their
market value when that is available from regular public trading. If a market valuation of
an investment is not available, then a fair value shall be supplied by the Sub-Investment
Manager to ONE Investment no less frequently than quarterly.
Voting Rights
The Sub-Investment Manager shall assume the responsibility of exercising voting rights
in respect of the Municipality’s M.N.R.I. and will report their voting policies to ONE J.I.B.
annually. The Municipality may access these policies at any time.
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Internal Controls
The Treasurer shall establish an annual process of review of all investments made
under this I.P.S. This review will provide internal control by assuring compliance with
governing legislation and with policies and procedures established by the Treasurer. To
the extent ONE J.I.B.’s input is needed, these requirements will be communicated in
advance to ONE J.I.B.
Custodians
All municipal investments and assets of the investment portfolios shall be held by a
Custodian and any of the Custodian's sub-custodians or nominees. For M.N.R.I., the
Custodian shall be acceptable to ONE Investment.
For M.R.I. the following is a list of financial institutions authorized to provide investment
services to the Municipality. This list will be maintained and updated as the business
environment changes:
x TD Canada Trust
x CIBC Wood Gundy
x BMO Nesbitt Burns Inc.
x RBC Dominion Securities Inc.
x Raymond James Ltd.
x Canaccord Genuity
x ONE Investment
Reporting
M.R.I.
For the investment of M.R.I., the Treasurer shall provide an annual investment report to
Council. The Investment report shall contain:
x A statement about the performance of the investments during the period covered
by the report;
x A statement by the Treasurer as to whether or not, in their opinion, all
investments are consistent with the investments policies and goals of the
Municipality;
x Listing of all investments by maturity date;
x Percentage of total portfolio that each type of investment represents; and
x Such other information that Council may request, or that the Treasurer may
consider pertinent.
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M.N.R.I.
The Regulation provides that ONE J.I.B. shall submit an investment report to Council in
respect of the investment of M.N.R.I. at least annually. This report shall include the
following.
x Investment performance during the period covered by the report;
x Asset mix of the total portfolio;
x A listing of individual investments held at the fund level at the end of the
reporting period showing, where appropriate book value, market value,
realized/unrealized gains/losses and actual income received;
x A list of all transactions including the security name, trade date, and the purchase
and/or sale price;
x A statement by the Treasurer as to whether all investments were made in
accordance with the I.P.S. and as to whether all investments were made in
accordance with the Investment Plan; and
x Any other pertinent information in the opinion of the Treasurer.
All securities invested on behalf of the Municipality by ONE J.I.B. or with the assistance
of ONE Investment shall be held for safekeeping in the name of the Municipality by a
Custodian.
Approval, Subsequent Modifications and Effective Date
Revocation/Amendment of Previous Investment Policy
This policy replaces any existing investment policy of the Municipality, in its entirety,
and all previous investment policies are revoked and repealed.
Modifications to the I.P.S.
At least annually Council shall review the I.P.S. and update it, if required. In the course of
reviewing the I.P.S., Council may request comments from the Treasurer with respect to
the investment of M.R.I. and from ONE J.I.B. with respect to the investment of M.N.R.I.
Following the Council’s review of the I.P.S., ONE J.I.B. shall review the Investment Plan
and update it, if required.
At a minimum, the annual review will consider:
x the adequacy of funding for capital works;
x the Municipality’s ability to reduce other spending;
x flexibility of the timeframe to payout; and
x sensitivity to loss.
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Effective Date
This I.P.S. is adopted by Council of the Municipality effective May 27, 2025. The
Treasurer is directed to sign a copy of this I.P.S. to evidence approval and to deliver a
copy of this I.P.S. to ONE J.I.B.
Responsibilities
ONE J.I.B.
ONE J.I.B. has been appointed by the Municipality in accordance with the requirements
of the Act and the Regulation and on the terms and conditions set out in the ONE J.I.B.
Agreement (Appendix I).
ONE J.I.B. exercises control and management of the Municipality’s M.N.R.I. and the
investments made by it in accordance with the objectives and risk tolerance established
in this I.P.S.
Among the responsibilities of ONE J.I.B. are the following:
x Reviewing this I.P.S.;
x Adopting and maintaining an Investment Plan that complies with this I.P.S.;
x Engaging Custodians, administrators and other investment professionals
(Agents);
x Allocating the money and investments under its control and management in
compliance with this I.P.S.;
x Monitoring the performance of the O.C.I.O. Offering and Agents; and,
x Reporting to the Municipality.
The foregoing is subject to the more detailed terms and conditions contained in the
ONE J.I.B. Agreement.
Municipal Staff
This I.P.S. is approved and adopted by Council with input from the Treasurer, and from
ONE J.I.B. with respect to M.N.R.I. M.R.I. of the Municipality, in addition to any Third-
Party Trust Funds, Designated Funds and Restricted Special Assets referenced in the
Purpose section of this policy, remain under the control and management of the
Treasurer.
Consistent with this I.P.S., the Treasurer is responsible for the implementation of the
investment program and the establishment of investment procedures which shall
include:
x Investment management of M.R.I. and any Third-Party Trust Funds, Designated
Funds and Restricted Special Assets referenced in the Purpose section of this
policy by, or under the direction of, the Treasurer;
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x The deposit or withdrawal of M.N.R.I., under the explicit delegation of authority
regarding M.N.R.I., and the investment thereof, to ONE J.I.B., which is responsible
for the control and management of such funds and investments; and,
x A system of controls exercised by the Treasurer to regulate the activities of
Deputy Treasurers and Financial Management Advisors.
No person including, without limitation, ONE J.I.B., may engage in an investment
transaction except as provided under the terms of this I.P.S.
In the management of M.R.I. of the Municipality, and any Third-Party Trust Funds,
Designated Assets and Restricted Special Assets referenced in the Purpose section of
this policy, the Treasurer may engage one or more agents and service providers. ONE
Investment can assist with the investment of the Municipality’s M.R.I., in Legal List
Securities, and with the investment of Third-Party Trust Funds, in accordance with the
terms of the applicable trust, if permitted, at the request of the Municipality.
Ethics and Conflict of Interest
Individuals who are responsible for the Municipality’s Short-Term Portfolio shall comply
with the Municipality’s Conflict of Interest guidelines and any relevant professional
codes of conduct (e.g. the CPA Code of Professional Conduct).
ONE J.I.B., in its capacity as a joint municipal service board, in addition to being a local
board of each member Municipality is subject to a Code of Conduct as required by the
Municipal Act, 2001 (the “Act”). This Code of Conduct applies to the Chair and the other
Members of ONE J.I.B. acting in their capacity as Members of ONE J.I.B.
Monitoring and Maintenance
C.A.O. / directors / managers / supervisors and employees should work collaboratively
to resolve issues related to this policy. Any employee found to be disrespecting the
terms of this policy other than under exceptional circumstances, emergencies or
operational requirement is subject to an investigation and discipline deemed
appropriate by their immediate supervisor, Human Resources, the Town Clerk and / or
C.A.O.
This policy will be reviewed two years from its effective or revision date, in accordance
with the Town of Aurora’s policy maintenance schedule.
References
x Electricity Act, 1998, S.O. 1998, c. 15, Sched. A
x Municipal Act, 2001, S.O. 2001, c. 25
x O. Reg. 438/97: Eligible Investments, Related Financial Agreements and Prudent
Investment
x O. Reg. 599/06: Municipal Services Corporations
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x By-law – Prudent Investor Enabling – 6502-23
x By-law – Delegation of Authority – 6212-19
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25
Schedule A: Restricted Special Assets
Other
x Guaranteed Investment Certificates $1,000,000
x Bonds $2,527,974.12
x Protected Principal Notes $8,247,000
x Accrual Notes $7,134,000
x Step-up Notes $7,500,000
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Schedule B: Third-Party Trust Funds and Designated Funds
Third-Party Trust Funds
None
Designated Funds
None
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27
Appendix I: ONE J.I.B. Agreement
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Appendix II: ONE External Portfolio Manager Mandates
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. FIN 2 6 -0 06
Subject: 2026 Procurement Amendments Report + By-law
Prepared by: Anna Ruberto, Manager, Procurement
Department: Finance
Date: February 10, 2026
Recommendation
1. That Report No. FIN26-006 be received; and
2. That the necessary by-law to replace Appendix “A” of the Town’s Procurement By-law
No. 6404-22, as amended, with an updated policy reflecting the amendments outlined
in this report be enacted at a future Council meeting.
Executive Summary
This report provides an overview of the amendments proposed for the Procurement By-
law. Procurement Services conducted a survey with Town staff to identify opportunities
for updates to the by-law. Based on the feedback and identified opportunities, the by-
law amendment is proposed to include the following:
Many of the amendments clarify the terminology used in the Procurement By-
law to make the procurement process easier.
Separating Schedule B - Exclusions into two separate schedules will provide
clarification and make it easier for staff to use.
Non-standard Procurement types are further refined to ensure alignment with
the proper approval paths within the financial system.
Three new exclusions are proposed for the Procurement By-law.
Schedule A will be aligned with the Schedule of Definitions for Suppliers and
Bid Documents which is posted on the Town’s website.
Proposed changes in defining the procurement value and the requirement for
a purchase order to align with current best practices.
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February 10, 2026 2 of 10 Report No. FIN26-006
Proposed change to support the shortening of procurement timelines for
piggybacks on bids completed by other government agencies.
Staff are monitoring changes to provincial legislation which could impact
municipal procurement practices.
Background
The procurement modernization project was approved as part of the 2021 Capital
Budget. The scope of the project included a review of the state of procurement,
development of a new by-law, policy, and protocols.
At the November 30th General Committee meeting, report FIN21-049: Procurement
Modernization Project Update provided an overview of the current state of procurement
at the Town of Aurora. This report recommended several actions to improve
procurement and many of these were addressed in a resulting updated policy. By-law
No. 6404-22, being a By-law to enact a new Procurement Policy for the Town of Aurora,
was enacted on February 22, 2022 (the “Procurement By-law”).
By-law No. 6404-22 represented a complete change compared to the previous one. This
modernized by-law aligned with the latest procurement best practices and trade
treaties.
In June 2022, Council enacted By-law No. 6430-22 to amend the Procurement By-law to
help streamline the process for Non-Standard Procurements (NSP) relating to software
licencing, maintenance, subscription, and related fees.
In February 2025, Council enacted By-law No. 6676-25 to amend the procurement
thresholds set out in the Procurement By-law and to support more Canadian sourced
procurements and suppliers.
Analysis
Many of the amendments clarify the terminology used in the Procurement By-law to make
the procurement process easier
During the review of the by-law, staff identified that legacy form names used when the
procurement process was manually performed are still referenced within the by-law. In
2023 the Town implemented a new financial system that uses different terminology for
forms and processes. Prior forms names such as: "Procurement Authorization Form"
and "Non-Standard Procurement Authorization Form" are now obsolete and will be
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February 10, 2026 3 of 10 Report No. FIN26-006
updated to “Requisition” to reflect the name used in the financial system. Similarly, the
"Purchase Order requisition" will be updated to "Purchase Order".
Other terminology changes proposed for this by-law update are:
Separate Schedule B which currently includes exclusions and non-standard
procurements (NSPs) into two schedules: Schedule B – NSPs and Schedule E
– Exclusions
Definitions - Updates based on new Schedule of Definitions for Suppliers and
Bid Documents
Updates to align the by-law with current practices and terminology
The Procurement By-law includes a variety of options for procurement with
the main types being:
o Low-value procurements: Value less than $50,000 and requires a quote
o Mid-value procurements: Invitational procurements to a minimum of three
Suppliers value between $50,000 and less than $100,000
o Open competition procurements: Valued at $100,000 and up and posted
publicly
o Non-Standard Procurements: These follow the guidelines outlined in the
Procurement By-law
Procurements over $100,000 are referred to as Open Competition in the current By-law.
To align this process terminology with the other types of procurements in the By-law,
Low-Value Procurements and Mid-Value Procurements, procurements over $100,000 to
be referred to as High-Value Procurements.
Separating Schedule B - Exclusions into two separate schedules will provide clarification
and make it easier for staff to use
The current Schedule B - Exclusions contains both exclusions to the By-law and NSPs.
These types of procurements require a different process and approval path to
complete. Staff have provided feedback that the current Schedule B - Exclusions is
complicated and unclear. To provide better clarity for staff to identify and select the
proper procurement type, Schedule B has been separated into two Schedules.
Schedule B – Exclusions will be renamed Schedule B – Non-Standard Procurements
and only include the NSPs that are included within the current Schedule B. Attachment 2
– Updated Schedule B - Non-Standard Procurements shows the name change and
exclusions being removed from the existing schedule, leaving only the NSPs.
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February 10, 2026 4 of 10 Report No. FIN26-006
A new Schedule E – Exclusions, shown in Attachment 3, will contain the exclusions
removed from the current Schedule B. This change will simplify and improve the
procurement process for staff.
Non-standard Procurement types are further refined to ensure alignment with the proper
approval paths within the financial system
During the by-law review, staff conducted an analysis of the NSPs listed within Schedule
B and the financial system. The financial system ensures the proper NSP categorization
and approval path. It was identified that the by-law Schedule B requires better alignment
to the financial system.
The below items identified as h) to m) are to be added to Schedule B - Non-Standard
Procurements:
h) the Procurement is to be awarded under a Piggyback arrangement, as permitted
under this policy;
i) there cannot be a change made to the existing Supplier due to economic or
technical reasons, software licenses/maintenance/services, or installations
procured under the initial procurement;
j) there cannot be a change made to the existing Supplier due to a significant
inconvenience or substantial duplication of costs for the Town;
k) the Procurement is for an offer to buy-out equipment or extend a rental contract
that may be beneficial to the Town;
l) the Procurement is due to a Contract termination/expiry/or other reason, and
Deliverables are Purchased for a short interim period to meet immediate
recurring business requirements while a related Procurement process is initiated
for a longer-term supply of the same Deliverables;
m) an Open Competition was conducted for the required Deliverables and did not
result in the receipt of any valid Bids in accordance with this policy.
Three new exclusions are proposed for the Procurement By-law
Procurement Services conducted an initial survey in May to June 2025 with subsequent
clarification discussions. Staff feedback included the need for three additional
exclusions. The new items in Schedule E are listed as items x. to xii. and are listed
below:
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February 10, 2026 5 of 10 Report No. FIN26-006
x. advertising for Town services or programs
xi. good or services for public relations, media, social media monitoring, trade show
registration, booth rentals, and event sponsorship
xii. goods or services for the purpose of conducting a municipal by-election
These exclusions will support staff in ensuring they can deliver services. The first two
items, do not fit with the purpose of the Procurement By-law to competitively bid for
deliverables. Advertising and media services are used where the message can be
delivered most effectively. Municipal by-elections were also added as an exclusion as
they can have short timelines which do not permit for the time to run a competitive bid
process.
Schedule A will be aligned with the Schedule of Definitions for Suppliers and Bid
Documents which is posted on the Town’s website
The current Schedule A in the by-law is named Schedule A - Glossary of Terms. This
Schedule will be modernized and renamed to Schedule A - Definitions.
Recently Procurement Services worked closely with Legal Services and developed a
Schedule of Definitions for Suppliers and Bid Documents. The document is posted on
the Intranet, available to all staff, and on the Town’s website for Suppliers’ use. Terms
used in the by-law are included in the Schedule A - Definitions and will be updated based
on the new Schedule of Definitions for Suppliers and Bid Documents which will provide
consistency within the Town documents.
Proposed changes in defining the procurement value and the requirement for a purchase
order to align with current best practices
To establish the type of procurement, staff calculate the procurement value for similar
deliverables with the same supplier over the next five years for most procurements for
ongoing operations where the deliverable type permits. There are some exceptions to
this including capital projects and some commodity-based procurements where prices
cannot be guaranteed for longer periods of time such as paper. This practice is not
reflected currently in Section 6.3 - Procurement Value of the By-law.
Also, this update includes a recommendation to address a finding in the Accounts
Payable Audit Report covering the period June 1, 2023, to March 31, 2024: “Low-value
repetitive purchases that may breach procurement process.” The Auditor’s
recommendation is for the Town to “identify opportunities for competitive procurement
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February 10, 2026 6 of 10 Report No. FIN26-006
where repeat purchases are made from the same vendor without a formal contract.” To
align the By-law to current practices and address the Audit findings, the following
language will be included in Section 6.3 - Procurement Value:
“For continuous operations, and where the market for supply of the Deliverable
permits, the Procurement Value should be calculated by considering Town needs
for the next 5 years. Possible extension years must be included in the calculation
of the Procurement Value. Capital projects are to be considered as individual
projects. Departments must refer to the Procurement Planning Protocol for
additional guidance on determining the Procurement Value.”
Another Administrative change is to separate Low-Value Procurement in Table 1 –
Table of Authority into two lines to clarify the need of a purchase order for
procurements over $25,000. This update is also a recommendation to address the
finding ‘Purchase Order (PO) requirements were not consistently applied’ in the
Accounts Payable Audit Report. The Auditor recommendation is that ‘Management
should develop and implement a formal policy requiring the use of POs for all
transactions above an established threshold. The policy should clearly identify the
transactions that are exempted from the PO requirement and ensure consistent
application across all departments.’
At the time the by-law was enacted the policy identified the requirements for POs for
procurements over $25,000: mid-value procurements ($25,000 to less than $50,000),
high-value procurements (above $50,000), and non-standard procurements. However,
the threshold for low-value procurements was changed to $50,000 in February 2025,
and now the $25,000 limit for POs falls under low-value procurements. To clarify that
purchase orders are required for purchases over $25,000 Table 1: Table of Authority
needs to be updated. The proposed change is to separate low-value procurement in two
lines. One for those less than $25,000 showing that a purchase order is not required,
and second line for those $25,000 to less than $50,000 showing that a purchase order is
required.
Proposed change to support the shortening of procurement timelines for piggybacks on
bids completed by other government agencies
Staff proposes that NSPs with government entities, for values greater than $250,000 to
be authorized by the Procurement Governance Committee. The change to the approval
requirements will streamline procurements that are essentially piggyback
arrangements. This approval process will shorten procurement timelines by eliminating
the requirement of Council approval. This would follow a similar process to other NSPs
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February 10, 2026 7 of 10 Report No. FIN26-006
relating to software licenses, maintenance, and pay related fees (excluding
implementation costs), for contracts up to five years and over $250,000.
This proposed addition will be reflected in Table 2 - Table of Authority and in
Authorization Process section, by adding the following: ‘If the Procurement Value is
equal to or greater than $250,000 and is for a Piggyback with a government or public
agency, the PGC may authorize the Procurement and delegate the authority to procure
to the Department Head’.
Staff are monitoring changes to provincial legislation which could impact municipal
procurement practices
On December 11, 2025, the Buy Ontario Act, 2025 (Bill 72) received Royal Assent (the
“Act”). The Act captures a broad class of public sector organizations. The broad
definition means compliance will extend across agencies, hospitals, school boards,
post-secondary institutions and many other public sector entities. Other entities can be
added to the definition, and the Government has indicated the legislation would also
apply to Municipalities, despite Municipalities not yet being included in the definition.
Under this Act, the Management Board of Cabinet may issue directives requiring public
sector entities to comply with specified procurement policies, procedures or standards.
Subsection 3 (2) of the Act provides that the directives may, among other things, require
that preference be given first to Ontario-made goods/services, followed by Canadian.
Some directives may require public sector entities to report on certain matters and use
compliance and enforcement measures to impose measures on vendors. The Act
introduces stricter compliance measures including potential withholding of funds for
non-compliant public sector entities and requirements for contractors to adhere to
these rules. It replaces the Building Ontario Businesses Initiative Act, 2022, aiming to
strengthen supply chains, and shields entities from liability while enforcing these new
requirements.
Ministry of Public and Business Service Delivery and Procurement is preparing a Made-
In Ontario Fleet Vehicle Policy, with a target implementation date early 2026.
This policy’s objective is to support the domestic automotive industry and incent
investments to protect automotive jobs in the province by leveraging the significant
purchasing power of the public sector to support the province’s automotive industry.
It has been communicated that the policy will be applicable to Ontario Public Service
(Ministries and the Ontario Provincial Police (OPP), Provincial Agencies, Broader Public
Sector (BPS), and Municipalities and will require the entities to procure light-duty
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February 10, 2026 8 of 10 Report No. FIN26-006
passenger fleet vehicles manufactured in Ontario (Tier 1- Made-in Ontario (MIO) – these
vehicles have "2" as the first digit of the Vehicle Identification Number). If the entity
could not procure/lease a vehicle from a Tier 1 manufacturer ( the vehicle is
unavailable, or it is not operationally feasible) then the entity should procure the vehicle
from Ontario Vehicle Producers (OVP) (Tier 2- Vehicles from OVPs are Original
Equipment Manufacturers (OEMs) that sell vehicles and would meet the proposed
threshold of 1,500 annualized jobs across their Ontario footprint of active and/or
planned fully and partially owned vehicle assembly and plants.). Proper documentation
is required if a decision is made to procure from a Tier 2.
Tier 1: Made-in-Ontario Vehicles
Tier 2: Ontario Vehicle Producers
Toyota Rav4s and Rav4 Hybrids Ford
Chrysler Caravans and Pacificas GM
Honda CRV, CRV hybrid, Civic Honda Honda
Lexus RX, Lexus NX Stellantis
Toyota
Volkswagen
The new Provincial Acts and Policies that legislate procurement from Ontario or
Canadian manufacturers will require the Town to act quickly to implement the new
requirements, include them into the by-law and daily procurement practices including
staff training, updates to the bid documents and communication to the departments.
Advisory Committee Review
None
Legal Considerations
Legal Services has been following legislative updates and reviewed the updated by-law
wording. In the event that provincial legislation is made applicable to municipalities, as
discussed above, the Town will be required to adhere to any applicable regulations and
directives, which would supersede the Town’s Procurement By-law and policy in case of
conflict.
Financial Implications
There are no direct financial implications of this report.
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February 10, 2026 9 of 10 Report No. FIN26-006
Communications Considerations
Communications will ensure any modifications to the Procurement By-law are posted
on the Town’s website where applicable.
Climate Change Considerations
Procurement of more locally sourced goods can reduce the distance to transport goods
resulting in the reduction of greenhouse gas emissions.
Link to Strategic Plan
The new by-law supports the leadership in corporate financial management and
progressive corporate excellence, innovation and continuous improvement, guiding
principles of the strategic plan by improving the procurement process to make it more
effective and provide more bidding options to enable more negotiations which should
result in savings on future contracts.
Alternative(s) to the Recommendation
1. Council provide direction.
Conclusions
The proposed updated Procurement By-law will improve procurement at the Town of
Aurora. The proposed amendments are mostly administrative updates with a proposed
change to the approval for piggybacks onto government entity contracts.
Staff will continue to monitor and comply with the requirements of the Buy Ontario Act,
should it become applicable to Municipalities.
The Procurement Services division will continue their focus on training and developing
procurement knowledge of all staff that are involved in purchasing goods or services. If
approved by Council, all new procurements will follow the new by-law and staff training
will begin.
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Attachments
Attachment 1 - Amended Procurement By-law with Track Changes
Attachment 2 - Updated Schedule B - Non-Standard Procurements
Attachment 3 - Updated Schedule E - Exclusions
Previous Reports
None
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Rachel Wainwright-van Kessel, Director, Finance
Approved by Doug Nadorozny, Chief Administrative Officer
Page 159 of 242
Office Consolidation
This is a consolidation of the Town’s Procurement By-law being By-law Number 6404-
22, as amended. This is an electronic reproduction made available for reference and
information purposes only. It is not an official version of the By-law. Official versions of
all by-laws can be obtained by contacting the Legislative Services Division at (905) 727-
3123 or clerks@aurora.ca. If there are any discrepancies between this consolidation
and By-law No. 6404-22, as amended, the By-laws shall prevail.
By-law No. 6404-22, as amended by
By-law No. Purpose Date Enacted
6430-22 Non-Standard Procurement Authority Jun 28, 2022
6676-25 Procurement Thresholds, Threshold and
Authorization Schedule Feb 25, 2025
The Corporation of the Town of Aurora
By-law Number 6404-22XXXX-26
Being a By-law to amend
By-law Number 6404-22 enact a newbeing the Procurement Policy
for the Town of Aurora.
Whereas paragraph 3 of subsection 270(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as
amended provides that, a municipality shall adopt and maintain policies with respect to its
Procurement of goods and services;
And whereas on February 22, 2022May 8, 2018, The Corporation of the Town of Aurora
(the “Town”) passed a by-law to adopt a policy regarding its Procurement of goods and
services, being By-law Number 6076-186404-22;
And whereas it is deemed necessary to update and replace the Town’s adopt a policy by
by-law with respect to the Town’s Procurement of goods and services to replaceby
amending By-law Number 6076-18;
And whereas it is then deemed necessary and expedient to repeal By-law Number 6076-
186404-22;
Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as
follows:
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By-law No. 6404-22 (Office Consolidation) Page 2 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
1.Appendix “A” – Town of Aurora Procurement Policy – to By-law Number 6404-22 is
hereby deleted and replaced with Appendix “A” – Town of Aurora Procurement Policy
– attached and forming part of this by-law, which replacement Appendix “A” is
hereby adopted and enacted as the policy for the procurement of goods and services
for the Town. By-law Number 6076-18, as amended, and all previous by-laws and
policies passed under paragraph 3 of subsection 270(1) of the Municipal Act, 2001,
S.O. 2001, c. 25., or any predecessor thereof, are repealed in their entirety, including
all sections, schedules, and amendments.
2. Amending By-laws Number 6430-22 and 6676-25 are hereby repealed .The Town of
Aurora Procurement Policy, attached hereto as Appendix “A”, is hereby adopted and
enacted as the policy for the procurement of goods and services for the Town,
pursuant to paragraph 3 of subsection 270(1) of the Municipal Act, 2001, S.O. 2001,
c. 25.
Enacted by Town of Aurora Council this 22nd ______ day of February, 2026.2.
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By-law No. 6404-22 (Office Consolidation) Page 3 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
Appendix “A”
Town of Aurora Procurement Policy
Table of Contents
Section 1 – Purpose and Principles ............................................................................ 4
Section 2 – Interpretation and Application .................................................................. 4
Section 3 – Ethical Conduct and Conflicts of Interest .................................................. 7
Section 4 – Roles and Responsibilities ....................................................................... 7
Section 5 – Establishment of Supply Arrangements .................................................. 11
Section 6 – Procurement of Deliverables .................................................................. 12
Section 7 – Supplier Relations and Contract Management ........................................ 17
Section 8 – Procurement Record-Keeping ................................................................ 18
Section 9 – Compliance Monitoring and Reporting ................................................... 18
Section 10 – Green Procurement ............................................................................. 19
Schedule A – Definitions ......................................................................................... 20
Schedule B – Non-Standard Procurements............................................................... 25
Schedule C– Procurement Thresholds ..................................................................... 29
Schedule D – Threshold and Authorization Schedule ................................................ 30
Schedule E - Exclusions........................................................................................... 38
Schedule F – Supplier Code of Conduct .................................................................... 40
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
Section 1 – Purpose and Principles
1.1 Purpose
The purpose of this policy is to detail the principles, procedures, roles, and responsibilities
for the Town’s Procurement operations.
1.2 Principles
The Town is committed to conducting its Procurement operations in accordance with the
following principles:
x compliance and consistency with applicable legislation, trade agreements,
policies, and procedures;
x open, fair, and transparent processes that afford equal access to all qualified
Suppliers;
x reciprocal non-discrimination and geographic neutrality with respect to its trading
partners in accordance with trade treaty obligations, so long as treaty partners are
Acting in Good Faith of Trade Treaties; (amended by By-law Number 6676-25)
x achieving best value through consideration of the full range of Procurement
formats and the adoption of commercially reasonable business practices;
x effective balance between accountability and efficiency; and
x ensuring adherence to the highest standards of ethical conduct.
Section 2 – Interpretation and Application
2.1 Defined Terms
Terms used in this policy are defined in the Glossary of TermsDefinitions (Schedule A).
2.2 Application
This policy applies to the Procurement of all any Deliverables by the Town, with the
exception ofexcept for the exclusions set out belowin Schedule B of this policy.
Procurement includes the acquisition of Deliverables by purchase, rental, or lease.
This policy does not apply to:
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
x purchases, acquisitions, transactions and Procurements of any items or services
outlined in Schedule E of this policy;
x Contracts or agreements relating to the hiring of employees, or employee
compensation, or the reimbursement of employee expenses;
x Contracts or agreements for the sale, purchase, lease or licensinge of any land or
existing buildings; or
x Procurement conducted by Central York Fire Services, the Aurora Public Library
Board or any municipal services corporation established by the Town.
2.3 Authorization Schedule
The Threshold and Authorization Schedule (Schedule D) sets out the authorities for:
a) initiating a procurementProcurement;
b) conducting a Procurement process and approving the award of a Contract;
c) issuing Purchase Orders and signing Contracts on behalf of the Town; and
d) approving amendments to existing Contracts.
2.4 Procurement Protocols and Procedures
Procurement Services is responsible for developing and maintaining detailed protocols
and procedures to support this policy. All procurements covered by this policy must be
conducted in accordance with all applicable protocols and procedures.
2.5 Emergency Purchases
Notwithstanding any other provisions of this policy, where an emergency exists and prior
approval of the Procurement Manager cannot be obtained, a Department Head, or their
designate, may authorize any officer or employee to acquire required Deliverables in an
expedited manner.
For greater certainty, an emergency Procurement includes any other expenditure that is
necessary to respond to or effectively manage any Town emergency, or as required under
the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9, as amended.
Emergency procurements shall only be to the extent necessary to mitigate the immediate
threat or risk, or to temporarily contain the situation or circumstance and restore services.
Longer term projects or work for replacement of lost significant infrastructure must
follow the provisions of this policy.
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
Situations of urgency resulting from the failure to properly plan for a Procurement do not
constitute an emergency.
2.5.1 Purchases During a Declared Emergency or Similar
During an emergency declaration or similar situation where the CAO, or other authorized
person, convenes some or all of the members of the Municipal Emergency Control Group,
but for which a formal declaration of an emergency is not made, but an emergency
intervention is approved, this policy is suspended only for purchases that relate directly
or indirectly to the emergency situation. All other routine Procurement activities of the
Town during the emergency, but unrelated, remain subject to this policy.
Purchases relating to the situation to contain and manage the emergency situation shall
be authorized as set out in the Municipal Emergency Management Response Program
and the Town’s Treasurer shall prepare the required accountability and financial reports
for Council for information following the termination of the emergency.
2.5.2 Emergency Procurement not Related to a Declared Emergency
An emergency Procurement may be made when an event occurs or a circumstance is
discovered that is determined by the Department Head or the Chief Building Official to be
an imminent and significant threat to, or which has already significantly affected or
threatened: (a) public health; (b) the maintenance of essential Town services; (c) the
safety or welfare of persons or of public property; or (d) the security of the Town’s
interests; but such emergency Procurement is only permitted where time does not permit
open competitive bidding or obtaining invitational quotations.
2.6 Co-operative Purchasing
The Town may participate in co-operative or joint purchasing initiatives with other
government agencies or public authorities where such initiatives are determined by the
Procurement Manager to be in the best interests of the Town to do so. If the Town
participates in such co-operative or joint purchasing initiatives, the Town may adhere to
the policies of the entity conducting the purchasing process, provided that such policies
comply in spirit with this policy. If the Town is leading a co-operative or joint purchasing
initiative, this policy will be followed.
2.7 Piggyback Purchasing
The Town may piggyback Piggyback on an existing procurement by accepting the
results of a competitive Procurement process of another government entity or agency
or public authority where the provisions of the original Solicitation Document allow for
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
such a Ppiggyback, or when the Supplier is willing to do so, and it is believed by the
Procurement Manager it is in the best interest of the Town to do so. Piggyback
Procurements shall be considered a Non-Standard Procurement and shall comply with
the reporting and approval requirements set out in Schedule “D" - Threshold and
Authorization Schedule that apply to Non-Standard Procurements.
Section 3 – Ethical Conduct and Conflicts of Interest
3.1 Conduct and Conflicts of Interest
The Town’s Procurement activities must be conducted with integrity, and all individuals
involved in the Town’s Procurement activities must act in a manner that is consistent with
the principles and objectives of this policy and in accordance with the Town’s Code of
Conduct, and the Council Code of Conduct.
All participants in a Procurement process, including any outside consultants or other
service providers participating on behalf of the Town, must declare any perceived,
possible, or actual conflicts of interest.
“Conflict of interest,” when applied to the activities of the Town and its Suppliers, means
a conflict or tension between one’s private interests and one’s public or fiduciary duties.
3.2 Supplier Conduct and Conflicts of Interest
The Town requires its Suppliers to act with integrity and conduct business in an ethical
manner.
All Suppliers participating in a Procurement process or providing Deliverables to the Town
must declare any perceived, possible, or actual conflicts of interest and must conduct
themselves in accordance with the Supplier Code of Conduct in Schedule E F of this
policy.
The Town may refuse to do business with any Supplier that has engaged in illegal or
unethical bidding practices, has an actual or potential conflict of interest or an unfair
advantage, or fails to adhere to ethical business practices.
Section 4 – Roles and Responsibilities
4.1 Role and Responsibilities of Council
It is the role of Council to establish policy and approve expenditures through the Town’s
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
budget-approval process. Through this policy, Council delegates to the Town’s officers
and employees the authority to incur expenditures in accordance with approved
budgets through the Procurement of Deliverables in accordance with the rules and
processes set out in this policy and applicable protocols and procedures. Council will
not generally be involved in the day-to-day Procurement operations or individual
Procurement processes, except to the extent that the approval of Council is required
under this policy or in the event that an exception to this policy is required.
4.2 Roles and Responsibilities of Employees
Specific responsibilities pertaining to all stages of a Procurement process, from the initial
identification of requirements through to the management of Contracts with Suppliers,
are detailed in this policy and applicable protocols and procedures. In addition to those
specific responsibilities, the general roles and responsibilities delegated to the Town’s
employees are set out below.
4.2.1 Procurement Manager
It is the role of Procurement Services to lead the Town’s Procurement operations. In
fulfilling this role, the Procurement Manager, or designate, is responsible for:
a) ensuring the consistent application of this policy and the provision of Procurement
services to the Departments efficiently and diligently;
b) developing Procurement strategies and continually analyzing business
requirements and spending patterns to identify opportunities for more strategic
sourcing;
c) researching, developing, maintaining, updating, and communicating Procurement
protocols, procedures, and templates;
d) addressing any issues or concerns that arise in respect of a Procurement process
and seeking guidance, support, and advice of Legal Services, as required; and
e) providing appropriate orientation, training, and tools to employees involved in
Procurement activities.
4.2.2 Department Heads
It is the role of the Departments to ensure that their requirements for Deliverables are met
in accordance with the principles and objectives of this policy. In fulfilling this role,
Department Heads are responsible for ensuring that their Department complies with this
policy and all applicable protocols and procedures, encouraging sound Procurement
practices and ensuring the provision of appropriate education and training to employees
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
involved in Procurement activities.
Department Heads will be held accountable for any decision to proceed with a
Procurement process or transaction that is not conducted in accordance with this policy
or does not have the approval of Procurement Services.
4.2.3 Department Employees
Employees of all Departments are responsible for complying with this policy. Department
employees involved in Procurement activities must understand their obligations and
responsibilities under this policy and all applicable protocols and procedures, and they
should consult with Procurement Services in respect of any questions regarding the
application or interpretation of this policy or any relevant procedures.
4.2.4 Procurement Services Employees
Employees of Procurement Services are responsible for complying with this policy and
ensuring this policy and all protocols and procedures are applied consistently. Employees
of Procurement Services are responsible for:
a) providing strategic support, consultation and procurement services to the
Departments efficiently and diligently;
b) assisting with the development of Procurement strategies and analysis of
business requirements and spending patterns to identify opportunities for more
strategic sourcing;
c) communicating Procurement protocols, procedures, and templates to the Town;
and
d) training clients on the procurement policy, protocols and forms.
Employees of Procurement Services must understand their obligations and
responsibilities under this policy and all applicable protocols and procedures, and are
responsible for complying with this policy and ensuring consistent application of this
policy. Employees of Procurement Services should consult with the Procurement
Manager in respect of any questions regarding the application or interpretation of this
policy.
Employees of Procurement Services must understand their obligations and
responsibilities under this policy and all applicable protocols and procedures, and they
should consult with the Procurement Manager in respect of any questions regarding the
application or interpretation of this policy, and the protocols and procedures.
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
4.2.5 Legal Services
It is the role of Legal Services to provide legal advice and assistance on the Town’s
Procurement activities and its relationships with Suppliers. In fulfilling this role, Legal
Services is responsible for:
a) advising the Procurement Manager as required on legal issues arising from
Procurement activities and reviewing and approving specific Solicitation
Documents and related documentation referred for legal review by the
Procurement Manager;
b) providing advice on the finalization of Contracts and agreements and reviewing
and advising on proposed changes to the Town’s standard terms and conditions,
legal agreements, and Solicitation Document templates; and
c) providing legal advice and counsel to the Town in the event of a Contract dispute
or legal challenge flowing from a Procurement process.
4.3 Procurement Governance Committee
Procurement Governance Committee (“PGC”) is hereby established for the purpose of
making determinations underin relation to:
(a) the Procurement Protest Protocol;
(b) the Supplier Suspension Protocol; and
(c)the Non-Standard Procurements, with authority to procure values between
$100,000 and under $250,000 inclusive; and
(d) the Non-Standard Procurements authority relating to procure software licenses,
maintenance, and pay- related fees (excluding implementation costs) for
contracts of up to five years and over $250,000; and (amended by By-law Number
6430-22)
(d)(e)Non-Standard Procurements with government entities for values greater than
$250,000;
(e)(f)the definition in Schedule “A” – Glossary of Terms toDefinitions determine
whether a country is Acting in Good Faith of Trade Treaties pursuant to the
definition in Schedule “A” – Definitions; and (amended by By-law Number 6676-
25)
(f)(g)Section 6.7.4 of this policy to determine whether a Bid from a Supplier that is
located in a country that is not Acting in Good Faith of Trade Treaties can still be
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
awarded a Contract due to itthe Deliverables as being deemed as essential for to
the Town’s operations, of the Town or in a circumstance where it is determined to
be if it is the only viable submitted Bid and. (amended by By-law Number 6676-
25)
(h) and for considering and providing input on other Procurement matters that may be
referred to it by the Procurement Manager.
Meetings and deliberations of the PGC will include the Procurement Manager and at
least two members of the Executive Leadership Team or their designateemployees of
the Town. Legal Services will provide guidance and advice to the PGC, as required.
Section 5 – Establishment of Supply Arrangements
5.1 Recurring Requirements
Before initiating a Procurement, Departments must consider the availability of existing
supply arrangements. If the Deliverables will be required on a frequent or regularly
recurring basis, and there is no existing supply arrangement, the Department must
consult with Procurement Services about the possibility of establishing a Standing Offer
or Qualified Supplier Roster.
5.2 Standing Offers
Standing Offers may be established for standardized Deliverables to be purchased by
all Departments, where:
(a) the requirements for Deliverables are recurring and predictable over an extended
period of time;
(b) the requirements are standard and clearly defined at the time of establishment of
the Standing Offer; and
(c) it is possible to fix pricing for the Deliverables for the duration of the Standing
Offer.
The establishment of a Standing Offer does not create a contractual commitment to
procure Deliverables from the Supplier. The commitment to purchase against a Standing
Offer is formed at the time a specific order is placed through the issuance of a Purchase
Order to the Supplier.
The Procurement Manager is authorized to establish Standing Offers through an Open
Competition. The Open Competition will be managed by Procurement Services, with the
co-operation and involvement of subject-matter experts from the relevant Department(s).
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
If multiple Standing Offers are established for the same goods or services, clear ranking
methodologies and call-up procedures must be specified.
5.3 Qualified Supplier Rosters
Qualified Supplier Rosters may be established to prequalify Suppliers that will be eligible
to compete for individual work assignments involving the delivery of a particular type of
Deliverables, as and when required.
The establishment of a Qualified Supplier Roster does not create a contractual
commitment to procure Deliverables from any of the Suppliers. Qualified Suppliers may
be required to enter into a Master Framework Agreement. When Deliverables are
required, a Roster Competition will be conducted for the purposes of awarding a contract
Contract, or multiple Contracts, to one of the qualified Suppliers.
The Procurement Manager is authorized to conduct Open Framework Competitions to
establish Qualified Supplier Rosters. The Such Open Framework Competitions will be
managed by Procurement Services, with the co-operation and involvement of the
Department(s), in accordance with the Qualified Supplier Roster Protocol.
Section 6 – Procurement of Deliverables
6.1 Procurement Planning
Effective Procurement planning is essential to ensuring an effective result and to limit
risk to the Town. Departments must follow the Procurement Planning Protocol and
ensure that they leave sufficient time to plan for a Pprocurement, including time for:
a) developing proper specifications and business requirements;
b) obtaining internal reviews;
c) conducting a Competitive Process, as required; and
d) obtaining necessary approvals.
6.2 Market Research
Where the Department is uncertain about the Deliverables required or where there is
insufficient internal knowledge about the market, the Department must consult with
Procurement Services about conducting a Request for Information (“RFI”) process. An
RFI process must be conducted by Procurement Services, and be openly posted in order
to gather market research from prospective Bidders. It must not be used as a pre-
qualification tool.
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Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
6.3 Procurement Value
It is important to accurately estimate the value of the Procurement to determine the
appropriate Procurement method and ensure compliance with the requirements of this
policy.
For continuous operations, and where the market for supply of the Deliverable permits,
the Procurement Value should be calculated by considering Town needs for the next
five (5) years. Possible extension years must be included in the calculation of the
Procurement Value. Capital projects are to be considered as individual projects.
Departments must refer to the Procurement Planning Protocol for additional guidance
on determining the Procurement Value.
6.4 Contract-Splitting
Subdividing, splitting or otherwise structuring Procurement requirements or contracts in
order to reduce the value of the Procurement or in any way circumvent the requirements
or intent of this policy is not permitted.
6.5 Initiating Procurement
Unless specifically permitted under this policy or the Procurement protocols or
procedures, Departments are not permitted to procure Deliverables or engage with
potential Suppliers regarding the Procurement of Deliverables without the involvement of
Procurement Services. All procurements must be initiated in accordance with the
Procurement Planning Protocol.
6.6 Procurement Authorization
Before any Procurement process begins, authorization of the Procurement and
delegation of authority to procure must be obtained in accordance with the Threshold
and Authorization Schedule.
6.7 Standard Procurement Methods
Depending on the nature, value, and circumstances of the Procurement, the Town may
procure Deliverables through the standard Procurement methods outlined below in this
Section. The various thresholds are set out in Schedule C of this policy.
6.7.1 Existing Supply Arrangement
6.7.1.1 Ordering from Standing Offer
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When a Standing Offer is available, its use is mandatory for all Departments. To purchase
from a Standing Offer, Departments should process orders directly with the Supplier. The
purchase from a Standing Offer can be made through P-Card or Purchase Order referring
to the Standing Offer details should be created and sent to the Supplier as per the
Contract. The Purchase Order referencing the Standing Offer and reflecting the prices and
terms and conditions of the Standing Offer will be created and issued to the Supplier by
the Department.
6.7.1.2 Roster Competition
If the Deliverables are available under an existing Qualified Supplier Roster, they must
be acquired through a Roster Competition.
Roster Competitions will be managed by Procurement Services, with the co-operation and
involvement of the Department, in accordance with the Qualified Supplier Roster Protocol.
6.7.2 Low-Value Procurement
Where the Procurement Value is below the Low-Value Purchase Threshold and the
Deliverables are not covered under an existing Standing Offer or Qualified Supplier
Roster, Departments may make Low-Value Procurements without the involvement of
Procurement Services. Preference should be given to Canadian Suppliers that use
Canadian-made products or Canadian-based services, where possible. (amended by By-
law Number 6676-25)
It is the responsibility of the Department to determine if there is an existing Standing Offer
or Qualified Supplier Roster for the required Deliverables before making a purchase. When
available, the Deliverables must be purchased in accordance with the terms of the
Standing Offer or in accordance with the Qualified Supplier Roster Protocol.
For Low-Value Procurements, the Department is only required to obtain one written
quote and may acquire the Deliverables using a corporate purchasing card or by
submitting a Purchase Order requisition to be approved by the Manager or Department
Head based on the individual’s Financial Authority.
Where practical, Departments are encouraged to obtain multiple quotes to ensure they
are obtaining the best value. Quotes may be obtained through advertisements or Supplier
catalogues or by contacting the potential Supplier(s) by telephone or email.
The Department Head is responsible and accountable for Low-Value Procurements and
may authorize specific individuals within the Department to make Low-Value
Procurements and may assign specific spending authority limits, in accordance with the
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individual’s Financial Authority.
If a Department anticipates making multiple Low-Value Procurements of the same
Deliverables and the total value of those purchases may exceed the applicable Low-Value
Purchase Threshold, the Department must contact Procurement Services to discuss the
possibility of setting up a Standing Offer or Qualified Supplier Roster.
6.7.3 Mid-Value Procurement (Invitational Competition)
A Mid-Value Procurement uses an Invitational Competition, in which Bids are solicited
from a minimum of three Suppliers and is the standard method of Procurement when
the Procurement Value is between the Low-Value Purchase Threshold and the High-
Value PurchaseOpen Competition Threshold. Preference should be given to Canadian
Suppliers that use Canadian-made products or Canadian-based services, where
possible. For Mid-Value Procurements, the Department may acquire the Deliverables by
submitting a Purchase Order requisition to be approved by the Manager or Department
Head based on the individual’s Financial Authority. (amended by By-law Number 6676-
25)
The Department Head is responsible and accountable for ensuring that the process is
conducted in accordance with the Invitational Competition Protocol.
A High-Value Procurement Open Competition may be conducted in lieu of a Mid-Value
Procurement, where the Procurement Manager, in consultation with the Department,
determines that it would be in the Town’s best interest.
6.7.4 High-Value Procurement (Open Competition)
An High-Value ProcurementOpen Competition, in which Bids are solicited from all
interested Suppliers through a publicly posted Solicitation Document, is the standard
method of Procurement when the Procurement Value equals or exceeds the High-Value
ProcurementOpen Competition Thresholds.
High-Value Procurements Open Competitions must also be used to establish Standing
Offers.
High-Value Procurements Open Competitions may include two-stage Procurement
processes in which a pre- qualification process is conducted by soliciting and
evaluating submissions from all interested Suppliers in order to establish a short list of
prequalified Suppliers that will be eligible to submit a Bid in response to a second-stage
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Solicitation Document. A two-stage Procurement process may be used whenever
determined appropriate by the Procurement Manager.
High-Value Procurements Open Competitions will be managed by Procurement Services,
with the co-operation and involvement of the Department, in accordance with the Open
Competition Protocol.
Bids submitted by Suppliers that are located outside of Canada and in countries not
Acting in Good Faith of Trade Treaties will not be considered, unless deemed in the
discretion of the PGC to be essential for the operation of the Town or if no other viable
Bids, as determined in the discretion of the PGC, are submitted. (amended by By-law
Number 6676-25)
6.8 Non-Standard Procurement
Non-Standard Procurement means the acquisition of Deliverables through a method
other than the standard method for the type and value of the Deliverables, as set out
above under Section 6.7.
Non-standard Procurement methods include:
a) acquiring Deliverables directly from a particular Supplier without conducting a
Competitive Process when an Invitational Competition or an Open Competition
would normally be required; and
b) soliciting Bids from a limited number of Suppliers without conducting an open pre-
qualification process when an Open Competition would normally be required.
The use of a Non-Standard Procurement process is permitted only under the specific
circumstances set out in the Non-Standard Procurement Protocol and must be approved
in accordance with the Non-Standard Procurement Protocol.
Under no circumstances will a Non-Standard Procurement be used for the purpose of
avoiding competition among Suppliers. (amended by By-law Number 6676-25)
6.9 Contract Award and Finalization
Contracts must be awarded in accordance with this policy and the applicable protocol(s)
governing the Procurement process and must be authorized in accordance with the
Threshold and Authorization Schedule.
A Contract may be entered into through the execution of a legal agreement and/or the
issuance of a Purchase Order evidencing the contract. The Contract must be entered into
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prior to the delivery or provision of the Deliverables. No work shall commence without a
Purchase Order having been issued with sufficient funds available for the work.
The Procurement Manager has delegated Aauthority to issue Purchase Orders on behalf
of the Town. Agreements must be signed in accordance with the Threshold and
Authorization Schedule.
No Contract may be entered into, either through the issuance of a Purchase Order or the
execution of an agreement, unless:
a) approved funding in an amount sufficient to cover the Procurement Value is
available;
b) the Procurement process was conducted in accordance with this policy; and
c) applicable protocols and all required authorizations have been obtained.
Section 7 – Supplier Relations and Contract Management
7.1 Debriefings
Where the Town has conducted an Open Competition Request for Proposal,,
unsuccessful Suppliers Proponents may request a debriefing. Debriefings must be
conducted in accordance with the Bidder Debriefing Protocol.
7.2 Procurement Protests
Suppliers may formally protest the outcome of a Procurement process. Procurement
protests must be managed and responded to in accordance with the Procurement
Protest Protocol.
7.3 Contract Management
All contracts for Deliverables must be managed by the Department in accordance with
the Contract Management Protocol. Master Framework Agreements will be managed by
Procurement Services in accordance with the Qualified Supplier Rosters Protocol.
7.4 Contract Extensions or Amendments
Contract extensions and amendments must not be used to expand a Contract beyond
what was contemplated under the terms of the Contract and the original Procurement
process or to circumvent the need to procure additional Deliverables through a
Competitive Process in accordance with this policy.
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If a Contract amendment results in a net increase to the Contract value previously
approved, the amendment must be approved in accordance with the Contract
Management Protocol and the Authorization Schedule process with respect to Contract
Amendments under Schedule D of this policy.
7.5 Supplier Performance
The performance of a Supplier under Contract must be monitored and tracked in
accordance with the Town’s Supplier Performance Evaluation Protocol.
7.6 Supplier Suspension
Suppliers can be suspended from participating in future Procurement processes in
accordance with the Supplier Suspension Protocol.
Section 8 – Procurement Record-Keeping
8.1 Supplier Information
The Town must ensure that Supplier information submitted in confidence in connection
with a Procurement process or Contract is adequately protected. Procurement Services
and the Departments must ensure that all Bids and Contracts are kept in a secure location
and are only accessible by those individuals directly involved with the Procurement or
management of the Contract.
8.2 Procurement Records
The maintenance, release, and management of all Procurement records must be in
accordance with the Town’s policies and procedures on document management and
access to information and the Municipal Freedom of Information and Protection of
Privacy Act.
Procurement Services is responsible for ensuring that all documentation relating to a
Procurement is properly filed and maintained in a Procurement project file.
Documentation and reports regarding Procurement processes and Contract awards
(including Non-Standard Procurements) and data necessary to trace the process
conducted electronically must be maintained as required under the Town’s document
management policies.
Section 9 – Compliance Monitoring and Reporting
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9.1 Compliance Monitoring
Non-compliance with this policy may expose the Town to the risk of Supplier complaints,
reputational damage, Bid disputes, legal challenges, and may comprises the integrity,
fairness, openness, and transparency of the process.
Department Heads are required to observe and address non-compliance with this policy
within their Departments. Where instances of non-compliance are identified, the
Department Head is expected to notify the Procurement Manager and obtain advice;
(a) with respect to mitigating potential risks to the Town arising from the non-
compliance; and (b) to ensure future non-compliance is avoided.
The Procurement Manager is responsible for monitoring compliance across the
organization. Based on the results of compliance monitoring, reports outlining instances
of non-compliance will be issued by the Procurement Manager to the relevant Department
Head. The Department Head must address the identified compliance concerns and
submit a written confirmation of actions taken to the Procurement Manager. Ongoing
concerns with respect to compliance will be subject to internal audit.
The Procurement Manager will address noncompliance in accordance with the
procedures established under the Non-Compliance Reporting and Remediation Protocol.
9.2 Audit
All Procurement activities will be subject to audit by York Region Audit Services.
9.3 Reporting
The Procurement Manager will prepare and submit to Council a quarterly report
summarizing the Town’s Procurement activities, including:
(a) Non-standard Procurements; and
(b) Procurements over $250,000.
Section 10 – Green Procurement
10.1 Green Procurement
Town staff are responsible for ensuring that their procurements address the Town’s
green procurement objectives in a manner consistent with the Green Procurement Policy.
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Schedule A – Glossary of TermsDefinitions
“Acting in Good Faith of Trade Treaties” means that the respective country is honouring
the terms of their trade treaty and not applying additional tariffs, as determined in the
discretion of the PGC. (amended by By-law Number 6676-25)
“Authority” or “Authorized” means the legal right to conduct the tasks outlined as
directed by Council and delegated through the office of the CAO to the Directors and
subsequently to the Procurement Manager. Authorized acquisitions are those that have
prior approval of Council either through resolution or through the departmental budget;
“Bid” means a submission in response to a Solicitation Document, and includes proposals,
quotations, or responses.
“Bidder” means a Supplier that submits a Bid, and includes proponents and respondents.
“CAO” means the Chief Administrative Officer for of the Town.
“Competitive Process” means the solicitation Solicitation of Bids from multiple Suppliers.
“Consultant” means a Person appointed by the Town to provide Professional Services to
the Town;
“Contract” means a commitment by the which Town for agrees to the Procurement of
Deliverableseliverables fromWork by a Supplier, which may be evidenced by an agreement
executed by the Supplier and the Town, or a Purchase Order issued by the Town to the
Supplier.
“Contractor” means the Supplier contracted by the Town to complete/provide the
WorkDeliverables pursuant to the terms of thea Contract;
“Contract Administrator” means an employee assigned to the management of a Contract.
“Council” means the elected acting Council of the Town consisting of the Mayor and
Council Members elected by the constituents of the Town of Aurora.
“Deliverables” means any all goods, services, or construction, Work, work products, and
other outputs that are, or are required to be, created, produced, delivered, performed, or
provided under a Contractor combination thereof.
“Department” means the department of the Town that is requisitioning the Work and
purchase of the Deliverables.
“Department Head” means a the Director (or designate) of the Town who is responsible
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forof a Department, or their designate, and shall include the CAO with respect to
his/hertheir direct responsibilities for a the Department.
“Department Lead ” means the Department employee of a Department who has been
assigned primary responsibility for a Procurement.
“Division” means the division of the Town that is requisitioning the Work and purchase of
the Deliverables.
“Division Manager” means the Manager of a Division, or their designate, of the Town who
is responsible for a Division.
“Equipment” means the materials, goods, services, or products to be provided to the Town
pursuant to the Solicitation Document and which are necessary to complete the
requirements of the Contract.
“Financial Authority” refers to the Town’s financial authority registry which outlines the
signing authority for individual Town employees.
“High-Value Procurement” is an Open Competition where Bids are sought from Suppliers
within the High Value Procurement threshold set out in Schedule C of this policy.
“High-Value Purchase Threshold” means the minimum value for a Procurement that the
Town must procure using an Open Competition.
“Invitational Competition” means a Competitive Process in which an invitation to submit
Bids is issued to at least three Suppliers.
“Legal Services” means the Town’s Legal Services division.
“Low-Value Procurement” means any Procurement of Deliverables with a value below the
Low-Value Purchase Threshold set out in Schedule C of this policy, except where the
Procurement is made through an existing Standing Offer or Qualified Supplier Roster.
“Low-Value Purchase Threshold” means the maximum value for a Procurement of
Deliverables that the Town may procure without proceeding with an Open Competition.
“Master Framework Agreement” means a master agreement entered into between the
Town and the prequalified Suppliers that have been includedare on a Qualified Supplier
Roster.
“Mid-Value Procurement” is an Invitational Competition where bids Bids are sought from
three sSuppliers within the Mid-Value Procurement threshold set out in Schedule C of this
policy.
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“Non-Standard Procurement” means the acquisition of Deliverables through a process or
method other than the standard method required for the type and value of the
Deliverables. Non-standard Procurement methods include:
a) acquiring Deliverables directly from a particular Supplier without conducting a
Competitive Process when an Invitational Competition or an Open Competition
would normally be required; and
b) soliciting Bids from a limited number of Suppliers without conducting an open pre -
qualification process when an Open Competition would normally be required.
“Open Competition” means the solicitation of Bids through a publicly posted Solicitation
Document.
“Open Competition Threshold” means the minimum value for a Procurement that the
Town must procure using an Open Competition.
“Open Framework Competition” means the Competitive Process used to establish a
Qualified Supplier Roster and provide for an ongoing application process during the term
of the Qualified Supplier Roster, as further described in the Qualified Supplier Rosters
Protocol.
“Performance Evaluation Report” means a report evaluating a Supplier’s performance in
accordance with the Town’s Supplier Performance Evaluation Protocol, and includes both
Interim and Final Performance Evaluation Reports.
“Person” means an individual, corporation, partnership, firm, or an unincorporated
association;
“Piggyback” means a Procurement using an existing competitive award from another
government entity or agency.
“Procurement” means the acquisition of Deliverables by purchase, rental, or lease.
“Procurement Governance Committee” (“PGC”) means the committee established by the
Town under the Procurement Policy for the purposes of considering and making
determinations on procurement-related matters, including determinations under the
Town’s Procurement Protest Protocol, and the Supplier Suspension Protocol.
“Procurement Manager” means the individual officer or employee of the Town who is
responsible for Procurement Services.
“Procurement Plan” means the plan developed by a Department at the outset of an
Invitational Competition or Open Competition in accordance with the Competitive
Procurement Planning Protocol.
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“Procurement Services” means the branch, department, division, or unit responsible for
purchasing Deliverables for the Town.
“Procurement Value” means the maximum total value of the Deliverables being procured,
and it must include all costs to the Town, including, as applicable, acquisition,
maintenance, replacement, and disposal; training, delivery, and installation; and extension
options, less applicable rebates or discounts and exclusive of sales taxes.
“Professional Services” means services requiring technical or specialized skills or
expertise and which are provided by a Person for a fee on the basis of a defined project or
undertaking to recommend and assist with implementing solutions; this includes services
of those holding professional licenses, such as architects, auditors, engineers, lawyers,
designers, surveyors, management and financial consultants, brokers, soil consultants,
real estate appraisers, Ontario land surveyors, and any other consulting service rendered
on behalf of the Town.
“Purchase Order” means the Town’s written document issued by a duly authorized
employee of the Town to a Supplier formalizing all the terms and conditions of the
purchase and supply of the Deliverables identified on the face of the Purchase Order.
“Purchasing Card” means a credit card provided by the Town to authorized officers and
employees of the Town for their use as a payment method to purchase directly from
Suppliers where permitted under the Procurement Policy and in accordance with any
cardholder agreement and applicable procedures.
“Qualified Supplier Roster” means a list of Suppliers that have participated in and
successfully met the requirements of a Request for Pre-Qualifications (“RFPQ”) and have
therefore been prequalified to perform individual work assignments for the Town involving
the delivery of a particular type of Deliverable. The Suppliers that qualify for inclusion on the
Qualified Supplier Roster will enter into a Master Framework Agreement and will be
eligible to participate in Roster Competitions, as and when the goods or services are
required.
“Request for Information” or “RFI” means a market research initiative for the collection of
data for the purposes of future Procurement planning.
“Request for Pre-Qualifications” or “RFPQ” means a Request for Information about
potential Suppliers to determine whether they have the qualifications and capability to
perform the contractual obligations as may be required to establish a Qualified Supplier
Roster;
“Request for Proposal” or “RFP” means a Solicitation for Bidders to propose solutions or
ideas on how the proposed WorkDeliverables should be completedfulfilled, along with
their proposed cost for completingfulfilling the proposed WorkDeliverables;
“Request for Quote” or “RFQ” means a Solicitation for Bidders to provide an irrevocable
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quote with respect to how much it would cost them to provide the Town with Deliverables
as described by the Town;
“Request for Tender” or “RFT” means a Solicitation used to obtain irrevocable
competitive Bids, through a sealed Bid process, in cases where the Town has specified the
details of the WorkDeliverables that areis required;
“Roster Competition” means an expedited, invitational competition between Suppliers that
have been included on a Qualified Supplier Roster for the selection of at least one such
Supplier to perform fulfill a discrete work assignment for Deliverables during the term of
the roster.
“Solicitation” or “Solicitation Document” means the document issued by the Town, or in
the case of a piggyback Procurement or by a government agency or public authority in the
case of a Piggyback Procurement, to solicit Bids from Bidders, which may be in the form
of an RFQ, RFP, RFT, or other RFx bid document.
“Standing Offer” means a written offer from a pre-approved Supplier Bidder to supply
Deliverables to the Town, upon request, through the use of an ordering process during a
particular period of time, at a predetermined price or discount, generally within a
predefined dollar limit. ; Tthe Standing Offer does not create a contractual commitment
from either party for a defined volume of business. The, and the commitment to purchase
against a Standing Offer is formed at the time a specific order is placed through the
issuance of a Purchase Order to the SupplierBidder.
fulfillingDeliverables
“Supplier” means a person carrying on the business of providing Deliverables.
“Total Cumulative Increase” means the total value of all increases to the original
Procurement Value, including the value of all previously approved amendments and the
value of the proposed amendment.
“Town” means The Corporation of the Town of Aurora.
“Work” means the total works, goods, equipment, and related services and Deliverables
performed or provided, or to be performed or provided, by the Contractor or Consultant, or
their agents, permitted assigns, and/or Ssub-contractors or Ssub-consultants, along with
the provision of supplies, as needed to complete the requirements of a Contract and any
associated Solicitation Document.
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Schedule B – Non-Standard ProcurementsExclusions
Excluded Acquisitions and Expenditures
This policy does not apply with respect to competitive Procurement requirements, and in
such cases Procurement can be conducted as a Non-Standard Procurement, when:
(a) This policy does not apply to Contracts, agreements or costs related for the sale,
purchase, lease, or licence of land or existing buildings.
(b) This policy does not apply to the acquisition of the following Deliverables:
i. services provided by licensed lawyers, notaries or forensic auditors;
ii. services of expert witnesses or factual witnesses used in court or legal
proceedings, including tribunal matters;
iii. financial services including banking, merchant fees, brokerage, debt
issuance, and investments;
iv. insurance premiums and services, including insurance adjusters, and
replacement purchases made as a result of an insurance claim;
v. goods intended for resale to the public;
vi. goods purchased on a commodity market;
vii. works of art; and
viii. subscriptions to newspapers, magazines, or other periodicals.
(c) This policy does not apply to Contracts or agreements relating to hiring of
employees or employee compensation, or memberships or dues, or
reimbursement of employee expenses, or employee training, including
conferences, courses, and seminars.
(d) This policy does not apply to goods or services procured from a government entity
or non-profit organization. Note: This exclusion does not apply to procurements
that are covered by the Canada-European Union Comprehensive Economic and
Trade Agreement (the “CETA”).
(e)(a)This policy does not apply with respect to competitive Procurement requirements,
and in such cases Procurement can be conducted as a Non-Standard
Procurement, when it can be demonstrated that the goods or servicesDeliverables
can be supplied only by a particular Supplier and no alternative or substitute exists
for the following reason(s):
i. there is an absence of competition for technical reasons;
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ii. patents, copyrights, or other exclusive rights must be protected.
(f) This policy does not apply when the Procurement is for:
(g)(b)goods or consulting servicesthe Deliverables regarding involve matters of a
confidential or privileged nature and the disclosure of those matters through an
Open Competition could reasonably be expected to compromise government
confidentiality, result in the waiver of privilege, cause economic disruption, or be
contrary to the public interest;
(h)(c)the Deliverables consist of a prototype or a first good or service to be developed in
the course of and for a particular Contract for research, experiment, study, or
original development, but not for any subsequent purchases;
(i)(d)goods the Deliverables are available under exceptionally advantageous
circumstances that arise infrequently or are will only be available in the very short
term, such as resale of used equipment, liquidation, bankruptcy, or receivership;
i. a Contract to be awarded to the winner of a design contest and the contest was
organized in a fair and transparent manner and was advertised by publicly posted
notice and participants were judged by an independent jury;
ii. The Procurement is being conducted on behalf of an entity that is not covered by
the Procurement Policy.
(j)(e)This policy does not apply with respect to competitive Procurement requirements
when unforeseeable events have resulted in a situation where extreme urgency
exists and the goods or servicesDeliverables could not be obtained in time through
an Open Competition. In such cases, the Procurement may be conducted as a
Non-Standard Procurement. Note: The the Department Lead must clearly identify
and explain the unforeseeable events that brought about the urgency;. Failure
failure to plan for and proceed with a Procurement in a timely manner will not be
considered a valid reason for a Non-Standard Procurement.;
(k)(f)This policy does not apply with respect to competitive Procurement requirements
when the Procurement Value is below the Open Competition Threshold, and it is in
the best interests of the Town to proceed with a Non-Standard Procurement. In
such cases, the Procurement may be conducted as a Non-Standard Procurement.
Note: The the Department Lead must clearly explain why it is in the Town’s best
interest to proceed with a Non-Standard Procurement rather than an Invitational
Competition.;
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(g) This policy does not apply with respect to competitive Procurement requirements
when the Procurement is otherwise exempt from Open Competition requirements
under all applicable trade agreements, so long as the Supplier’s country is Acting
in Good Faith of Trade Treaties, and it is in the best interests of the Town to
proceed with a Non-Standard Procurement. In such cases, the Procurement may
be conducted as a Non-Standard Procurement. Note: The the Department Lead
must indicate the specific section(s) of the applicable trade agreements that
provide for the exemption and clearly explain why it is in the Town’s best interest
to proceed with a Non-Standard Procurement rather than an Open Competition.
(amended by By-law Number 6676-25)
(h) the Procurement is to be awarded under a Piggyback arrangement, as permitted
under this policy;
(i) there cannot be a change made to the existing Supplier due to economic or
technical reasons, software licenses/maintenance/services, or installations
procured under the initial procurement;
(j) there cannot be a change made to the existing Supplier due to a significant
inconvenience or substantial duplication of costs for the Town;
(k) the Procurement is for an offer to buy-out equipment or extend a rental contract
that may be beneficial to the Town;
(l) the Procurement is due to a Contract termination/expiry/or other reason, and the
Deliverables are Purchased for a short interim period to meet immediate recurring
business requirements while a related Procurement process is initiated for a
longer-term supply of the same Deliverables;
(m) an Open Competition was conducted for the required Deliverables and did not
result in the receipt of any valid Bids in accordance with this policy.
(l) This policy does not apply to payment of the Town’s general expenses, such as:
i. Taxes including Harmonized Sales Tax (HST), remittance of property taxes
and development charges to school boards and York Region
ii. Debt repayment and sinking fund contributions
iii. Costs related to employee training, development and recruitment in
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accordance with Town policies
iv. Grants to agencies in accordance with Town policies
v. Postage and courier services
vi. Utility charges for consumption and acquisition of water, sewer, electricity,
natural gas
vii. Utility relocation and construction costs relating to a capital project
viii. Town sponsored employee purchase programs
ix. Employment agencies for temporary employment contracts
x. Appraisal fees
xi. Arbitrator, mediator and other similar professionals
xii. Suppliers and entertainers for special events and programs
xiii. Goods, services or construction where 100 percent of the total cost is
funded by a third party
1. Approval and Payment of Excluded Acquisitions and Expenditures
The approval and payment of excluded items is to be completed in accordance
with the Town’s financial authority registry.
Page 187 of 242
By-law No. 6404-22 (Consolidated) Page 29 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
Schedule “C”– Procurement Thresholds
Table 1 – Procurement Thresholds
Low-Value Procurements Less than Below $50,000
Mid-Value Procurements (Invitational
Competition)
$50,000 to less than $100,000
High-Value Procurements (Open
Competition
$100,000 and overgreater
(amended by By-law Number 6676-25)
Page 188 of 242
By-law No. 6404-22 (Consolidated) Page 30 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
Schedule D – Threshold and Authorization Schedule
A. Standard Procurement
Table 1 – Table of Authority (amended by By-law Number 6676-25)
Procurement
Method and
Threshold
Authorize to
Initiate
Procurement
Delegated Authority to
Award*
Contract Requirement
Order from
Existing Standing
Offer
Department Head Division Manager Use existing contract from
standing offer if available;
Contract approved based
on Financial Authority
Roster
Competition Less
than $50,000
Department Head Division Manager Use existing contract from
roster if available;
Contract approved based
on Financial Authority
Roster
Competition
$50,000 and
overgreater
Department Head Division Manager and
Procurement Manager
Use existing contract from
roster if available;
Contract approved based
on Financial Authority
Low-Value
Procurement
Below less than
$5025,000
Department Head
or designate
Division Manager None required
Low-Value
Procurement
$25,000 to less
than $50,000
Department Head Division Manager Purchase Order required
Mid-Value
Procurement
(Invitational
Competition)
$50,000 to less
than
<$100,000
Department Head Division Manager Required for all
procurements in a form
approved by Legal
Services;
Contract approved based
on Financial Authority
High-Value
Procurement
(Open
Competition )
less than
<$1,000,000M
Department Head Division Manager and
Procurement Manager
Required for all
procurements in a form
approved by Legal
Services;
Contract approved by
Department Head or
Page 189 of 242
By-law No. 6404-22 (Consolidated) Page 31 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
delegate, in accordance
with Financial Authority
High-Value
Procurement
(Open
Competition )
equal to or
greater than
$1,000,000ƶ1
Department Head Division Manager and
Procurement Manager
Required for all
procurements in a form
approved by Legal
Services;
Contract approved by CAO
*The ability to award is contingent on the individual having the Financial Authority to do so.
Page 190 of 242
By-law No. 6404-22 (Consolidated) Page 32 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
1. Authorization Process
a) The Department Lead completes the Procurement Authorization Formrequisition and
submits it to the Department Head.
b) The Department Head reviews and may approves the requisitionProcurement
Authorization Form.
c) If a Contract is required and is valued at less than $1,000,000 million dollars, then it
must be in a form approved by Legal Services and signed by an individual in the
Department with the appropriate Financial Authority. If the Ccontract required is equal
to or greater than $1,000,000 million dollars, then the Contract must be in a form
approved by Legal Services and approved and signed by the CAO.
d) No Procurement may be authorized unless sufficient funding is available in an
approved budget, unless authorized by Council.
2. Delegated Authority to Procure
The delegation of authority to procure includes the authority to:
a) conduct the Procurement process in accordance with this policy and applicable Town
protocols;
b) approve the Procurement document(s) for a Competitive Process;
c) approve the selection of qualified Bidders in a multi-stage Open Competition;
d) approve the establishment of Qqualified Supplier Rrosters in an Open Framework
Competition; and
e) approved the award of the Contract.
3. Conditions of Delegated Authority to Procure
Delegated authority to procure is subject to the following conditions:
a) No Procurement may be initiated unless approved budget funding in an amount
sufficient to cover the Procurement Value is available.
b) In the case of a multi-stage Open Competition or an Open Framework Competition,
qualified Bidders are selected in accordance with the evaluation and selection
Page 191 of 242
By-law No. 6404-22 (Consolidated) Page 33 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
process set out in the Solicitation Document.
c) No Contract award may be approved unless:
i. sufficient funding is available in an approved budget;
ii. the Procurement process was conducted through the standard Procurement
method, as determined in accordance with this policy;
iii. the Procurement process was conducted in accordance with this policy and all
applicable protocols; and
iv. in the case of a Competitive Process, the Contract is awarded to the top-
ranked Bidder, as determined in accordance with the evaluation and selection
process set out in the Solicitation Document.
Where the authority to procure is delegated to multiple individuals, all those such
individuals must be satisfied that the above conditions of delegated authority are met.
4. Council Authority
If any of the applicable conditions of delegated authority are not met, Council approval
must be obtained before proceeding with any Procurement activity.
B. Non-Standard Procurement
Table 2 – Table of Authority (amended by By-law Number 6676-25)
Procurement Value Authorize Procurement Delegated Authority to
Procure
< Open Competition Threshold Department Head Department Lead
$100K 100,000 < $250K250,000 PGC Department Head
$250K
250,000
and
overgreater
for software licenses,
maintenance, and
related fees
(excluding
implementation
costs) for contracts
of up to five years
PGC Department Head
Page 192 of 242
By-law No. 6404-22 (Consolidated) Page 34 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
for Piggyback
Procurements
PGC
for all other
procurements
Council
1. Authorization Process
(a) The Department Lead completes the Non-Standard Procurement Authorization
Formrequisition and submits it to the Department Head.
(b) The Department Head reviews and may approves the Non-Standard Procurement
Authorization Formrequisition.
(c)If the Procurement Value is less than the applicable Open Competition Threshold,
the Department Head may authorize the Procurement and delegate the authority to
procure to the Department Lead.
(deleted by By-law Number 6676-25)
(d)If the Procurement Value is equal to or greater than $100,000 but less than
$250,000, the PGC may authorize the Procurement and delegate the authority to
procure to the Department Head.
(c)No Procurement may be aauthorized unless sufficient funding is available in an
approved budget, unless authorized by Council.
(e)
(f)If the Procurement Value is equal to or greater than $250,000, the Department Head
must submits a report to Council for Aauthority to proceed with the Pprocurement.
Council may then authorize the Procurement and delegate the aAuthority to procure
to the Department Head.
Page 193 of 242
By-law No. 6404-22 (Consolidated) Page 35 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
No Procurement may be authorized unless sufficient funding is available in an approved
budget, unless authorized by Council.
(g)If the Procurement Value is equal to or greater than $250,000 and is for the
pProcurement of a software license, maintenance, or related fees (excluding
implementation costs) for a contract of up to five years, the PGC may aAuthorize
the Procurement and delegate the Aauthority to procure to the Department Head.
(amended by By-law Number 6430-22)
(h) If the Procurement Value is equal to or greater than $250,000 and is for a
Piggyback with a government entity or agency, the PGC may Aauthorize the
Procurement and delegate the Aauthority to procure to the Department Head.
2. Delegated Authority to Procure
In the case of a Non-Standard Procurement, the delegation of authority to procure
includes the authority to negotiate and finalize the Contract with the selected Supplier.
Contract requirements follow the same thresholds as standard Procurements. No
Contract may be finalized unless sufficient funding is available in an approved budget
and is approved by Legal Services.
C. Contract Issuance or Execution
1. Authorized Signatories
The Procurement Manager has delegated Aauthority to issue Purchase Orders on
behalf of the Town.
The following individuals have delegated authority to execute legal agreements on behalf
of the Town:
Table 3 – Authorized Signatories
Procurement Value Authorized Signatory
< $1M1,000,000 Department Head or delegate, in
accordance with Financial Authority
ƶ $1M1,000,000 CAO
Note: All cContracts shall be reviewed by Legal Services prior to signing.
Page 194 of 242
By-law No. 6404-22 (Consolidated) Page 36 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
2. Review and Execution Process
a) In accordance with the delegated authority to procure, the authorized individual(s):
i. approves the award of the Contract;
ii. confirms all pre-conditions of award are met; and
iii. assembles all Contract documents and provides the Contract documents to
Legal Services for review.
b) If an agreement is to be signed, Legal Services reviews and approves the agreement
for signature and the agreement is sent to the Authorized Signatory.
c) The agreement is signed by the Authorized Signatory.
3. Pre-Approval of Standard Term Contracts
Legal Services may approve standard term Contract documents, including Purchase
Order terms, standard forms of agreement, and supplementary terms and conditions for
use in specified circumstances and subject to established conditions.
D. Contract Amendments
Table 4 – Table of Authority if Total Cumulative Increase is Less Than 20% of Original
Procurement Value
Total Cumulative Increase Authorize Amendment
< $50,000 Department Head
ƶ$50,000 CAO
Table 5 – Table of Authority if Total Cumulative Increase is Equal to or More Than 20%
of Original Procurement Value
Total Cumulative Increase Authorize Amendment
< $250,000 Chief Administrative OfficerCAO
ƶ$250,000 Council
Total Cumulative Increase means the total value of all increases to the original
Procurement Value, including the value of all previously approved amendments and the
value of the proposed amendment.
1. Authorization Process
Page 195 of 242
By-law No. 6404-22 (Consolidated) Page 37 of 42
Town of Aurora Procurement By-law, as amended Enacted February 22, 2022
a) The Contract Administrator completes the Contract Amendment Authorization
Formrequisition.
b)Based on the Procurement Value, the Contract Administrator obtains the appropriate
authority in accordance with the above tables. If the amendment must be authorized
by the CAO, the requisition must first be approved by the Department Head then by
the CAO.If the Procurement Value is less than the applicable Open Competition
Threshold, the Contract Administrator obtains the appropriate authority based on the
above tables. If the amendment must be authorized by the Department Head or CAO,
the Contract Amendment Authorization Form must first be approved by the
Department Head when CAO approval is required.
c) If the Total Cumulative Increase is equal to or greater than the applicable Open
Competition Threshold, the Contract amendment must be treated as a Non-Standard
Procurement and the Contract Amendment Authorization Form must be reviewed by
the PGC. The PGC reviews and addresses any concerns with the Department Head.
Once any concerns have been resolved or noted on the Contract Amendment
Authorization Form, the Form shall be submitted to the CAO based on Table 4 above
and if the increase is more than 20% of the original value, the Department Head shall
seek approval from Council in a report in accordance with the authority in Table 5
above.
d)c)No Contract amendment may be authorized unless sufficient funding is available
in an approved budget, unless authorized by Council.
Page 196 of 242
By-law No. 6404-22 (Consolidated) Page 38 of 42
Schedule E – Exclusions
1. Excluded purchases, acquisitions, and expenditures
(a) This policy does not apply to the acquisition of the following Deliverables:
i. services provided by licensed lawyers, notaries, or forensic auditors;
ii. services of expert witnesses or factual witnesses used in court or other
legal proceedings, including tribunal matters;
iii. financial services including banking, merchant fees, brokerage, debt
issuance, and investments;
iv. insurance premiums and services, including insurance adjusters, and
replacement purchases made as a result of an insurance claim;
v. goods intended for resale to the public;
vi. goods purchased on a commodity market;
vii. works of art;
viii. subscriptions to newspapers, magazines, or other periodicals.
ix. goods , services or construction where 100 percent of the total cost is
funded by a third party;
x. advertising for Town services or programs;
xi. good or services for public relations, media, social media monitoring, trade
show registration, booth rentals, and event sponsorship;
xii. suppliers and entertainers for special events and programs;
xiii. goods or services for the purpose of conducting a municipal by-election.;
(b) This policy does not apply to Contracts or agreements relating to hiring of
employees or employee compensation, or memberships or dues, or
reimbursement of employee expenses, or employee training, including
conferences, courses, and seminars.
(c) This policy does not apply to goods or services procured from a government entity
or non-profit organization. Note: This exclusion does not apply to Pprocurements
that are covered by the Canada-European Union Comprehensive Economic and
Trade Agreement (the “CETA”).
(d) This policy does not apply when the Procurement is for a Contract to be awarded
to the winner of a design contest, andif the contest was organized in a fair and
transparent manner and was advertised by a publicly posted notice and
participants were judged by an independent jury;
Page 197 of 242
By-law No. 6404-22 (Consolidated) Page 39 of 42
(e) This policy does not apply when the Procurement is being conducted on behalf of
an entity that is not covered by the Procurement Policy.
(f) This policy does not apply to payment of the Town’s general expenses, such as:
i. Taxes including Harmonized Sales Tax (HST), remittance of property taxes,
and development charges to school boards and York Region;
ii. Debt repayment and sinking fund contributions;
iii. Costs related to employee training, development, and recruitment in
accordance with Town policies;
iv. Grants to agencies in accordance with Town policies;
v. Postage and courier services;
vi. Utility charges for consumption and acquisition of water, sewer, electricity,
and natural gas;
vii. Utility relocation and construction costs relating to a capital project;
viii. Town- sponsored employee purchase programs;
ix. Employment agencies for temporary employment contracts;
x. Appraisal fees;
xi. Arbitrators, mediators, and other similar professionals.
2. Approval and Payment of Excluded Acquisitions and Expenditures
The approval and payment of excluded items is to be completed in accordance
with the Town’s financial authority registry.
Page 198 of 242
By-law No. 6404-22 (Consolidated) Page 40 of 42
Schedule E F – Supplier Code of Conduct
The Town requires its Suppliers to act with integrity and conduct business in an ethical
manner. The Town may refuse to do business with any Supplier that has engaged in illegal
or unethical bidding practices, has an actual or potential conflict of interest or an unfair
advantage, or fails to adhere to ethical business practices.
Suppliers are responsible for ensuring that any employees, representatives, agents, or
subcontractors acting on their behalf conduct themselves in accordance with this
Supplier Code of Conduct. The Town may require the immediate removal and
replacement of any individual or entity acting on behalf of a Supplier that conducts
themselves in a manner inconsistent with this Supplier Code of Conduct. The Town may
refuse to do business with any Supplier that is unwilling or unable to comply with such
requirement.
A. Illegal or Unethical Bidding Practices
Illegal or unethical bidding practices include:
a) bid-rigging, price-fixing, bribery or collusion, or other behaviours or practices
prohibited by federal or provincial statutes;
b) offering gifts or favours to the Town’s officers, employees, appointed or elected
officials, or any other representative of the Town;
c) engaging in any prohibited communications during a Procurement process;
d) submitting inaccurate or misleading information in a Procurement process; and
e) engaging in any other activity that compromises the Town’s ability to run a fair
Procurement process.
The Town will report any suspected cases of collusion, bid-rigging, or other offences
under the Competition Act to the Competition Bureau or to other relevant authorities.
B. Conflicts of Interest
All Suppliers participating in a Procurement process must declare any perceived,
possible, or actual conflicts of interest.
The term “conflict of interest,” when applied to Suppliers, includes any situation or
circumstance where:
Page 199 of 242
By-law No. 6404-22 (Consolidated) Page 41 of 42
a) in the context of a Procurement process, the Supplier has an unfair advantage or
engages in conduct, directly or indirectly, that may give it an unfair advantage,
including but not limited to:
i. having, or having access to, confidential information of the Town that is not
available to other Suppliers;
ii. having been involved in the development of the Procurement document,
including having provided advice or assistance in the development of the
Procurement document;
iii. receiving advice or assistance in the preparation of its response from any
individual or entity that was involved in the development of the Procurement
document;
iv. communicating with any person with a view to influencing preferred treatment
in the Procurement process (including but not limited to the lobbying of
decision-makers involved in the Procurement process); or
v. engaging in conduct that compromises, or could be seen to compromise, the
integrity of an open and competitive Procurement process or render that
process non-competitive or unfair; or
b) in the context of performance under a potential Contract, the Supplier’s other
commitments, relationships, or financial interests:
i. could, or could be seen to, exercise an improper influence over the objective,
unbiased, and impartial exercise of its independent judgment; or
ii. could, or could be seen to, compromise, impair, or be incompatible with the
effective performance of its contractual obligations.
Where a Supplier is retained to participate in the development of a Solicitation Document
or the specifications for inclusion in a Solicitation Document, that Supplier will not be
allowed to respond, directly or indirectly, to that Solicitation Document.
C. Ethical Business Practices
In providing Deliverables to the Town, Suppliers are expected to adhere to ethical
business practices, including:
a) performing all Contracts in a professional and competent manner and in accordance
with the terms and conditions of the Contract and the duty of honest performance;
b) complying with all applicable laws, including safety and labour codes (both domestic
and international as may be applicable); and
Page 200 of 242
By-law No. 6404-22 (Consolidated) Page 42 of 42
c) providing workplaces that are free from harassment and discrimination.
Page 201 of 242
Updated Schedule B – Non-Standard Procurements
This policy does not apply with respect to competitive Procurement requirements, and
in such cases, Procurement can be conducted as a Non-Standard Procurement, when:
(a) it can be demonstrated that the goods or services can be supplied only by a
particular Supplier, and no alternative or substitute exists for the following reason(s):
i. there is an absence of competition for technical reasons;
ii. patents, copyrights, or other exclusive rights must be protected.
(b) goods or consulting services regarding matters of a confidential or privileged
nature and the disclosure of those matters through an Open Competition could
reasonably be expected to compromise government confidentiality, result in the waiver
of privilege, cause economic disruption, or be contrary to the public interest;
(c) a prototype or a first good or service to be developed in the course of and for a
particular Contract for research, experiment, study, or original development, but not for
any subsequent purchases;
(d) goods available under exceptionally advantageous circumstances that arise only
in the very short term, such as resale of used equipment, liquidation, bankruptcy, or
receivership;
(e) unforeseeable events have resulted in a situation where extreme urgency exists
and the goods or services could not be obtained in time through an Open Competition -
Note: the Department Lead must clearly identify and explain the unforeseeable events
that brought about the urgency; failure to plan for and proceed with a Procurement in a
timely manner will not be considered a valid reason for a Non-Standard Procurement;
(f) the Procurement Value is below the Open Competition Threshold and it is in the
best interests of the Town to proceed with a Non-Standard Procurement - Note: the
Department Lead must clearly explain why it is in the Town’s best interest to proceed
with a Non-Standard Procurement rather than an Invitational Competition;
(g) the Procurement is otherwise exempt from Open Competition requirements
under all applicable trade agreements, so long as the Supplier’s country is Acting in
Good Faith of Trade Treaties, and it is in the best interests of the Town to proceed with
a Non-Standard Procurement - Note: the Department Lead must indicate the specific
section(s) of the applicable trade agreements that provide for the exemption and clearly
Page 202 of 242
explain why it is in the Town’s best interest to proceed with a Non-Standard
Procurement rather than an Open Competition;
(h) the Procurement is to be awarded under a Piggyback arrangement, as permitted
under this policy;
(i) there cannot be a change made to the existing Supplier due to economic or
technical reasons, software licenses/maintenance/services, or installations procured
under the initial procurement;
(j) there cannot be a change made to the existing Supplier due to a significant
inconvenience or substantial duplication of costs for the Town;
(k) the Procurement is for an offer to buy-out equipment or extend a rental contract
that may be beneficial to the Town;
(l) the Procurement is due to a Contract termination/expiry/or other reason, and
Deliverables are Purchased for a short interim period to meet immediate recurring
business requirements while a related Procurement process is initiated for a longer-
term supply of the same Deliverables;
(m) an Open Competition was conducted for the required Deliverables and did not
result in the receipt of any valid Bids in accordance with this policy.
Page 203 of 242
Updated Schedule E - Exclusions
1. Excluded purchases, acquisitions and expenditures:
(a) This policy does not apply to the acquisition of the following Deliverables:
i. services provided by licensed lawyers, notaries or forensic auditors;
ii. services of expert witnesses or factual witnesses used in court or legal
proceedings, including tribunal matters;
iii. financial services including banking, merchant fees, brokerage, debt
issuance, and investments;
iv. insurance premiums and services, including insurance adjusters, and
replacement purchases made as a result of an insurance claim;
v. goods intended for resale to the public;
vi. goods purchased on a commodity market;
vii. works of art;
viii. subscriptions to newspapers, magazines, or other periodicals.
ix. goods, services or construction where 100 percent of the total cost is
funded by a third party;
x. advertising for Town services or programs;
xi. public relations, media, social media monitoring, trade show registration,
booth rentals, and event sponsorship;
xii. Procurements for By-election services;
(b) This policy does not apply to Contracts or agreements relating to hiring of
employees or employee compensation, or memberships or dues, or reimbursement of
employee expenses, or employee training, including conferences, courses, and
seminars.
(c) This policy does not apply to goods or services procured from a government
entity or non-profit organization. Note: This exclusion does not apply to procurements
Page 204 of 242
that are covered by the Canada-European Union Comprehensive Economic and Trade
Agreement (the “CETA”).
(d) This policy does not apply when the Procurement is for a Contract to be awarded
to the winner of a design contest, and the contest was organized in a fair and
transparent manner and was advertised by publicly posted notice and participants were
judged by an independent jury.
(e) This policy does not apply when the Procurement is being conducted on behalf
of an entity that is not covered by the Procurement Policy.
(f) This policy does not apply to payment of the Town’s general expenses, such as:
i. Taxes including Harmonized Sales Tax (HST), remittance of property
taxes and development charges to school boards and York Region
ii. Debt repayment and sinking fund contributions
iii. Costs related to employee training, development and recruitment in
accordance with Town policies
iv. Grants to agencies in accordance with Town policies
v. Postage and courier services
vi. Utility charges for consumption and acquisition of water, sewer,
electricity, natural gas
vii. Utility relocation and construction costs relating to a capital project
viii. Town sponsored employee purchase programs
ix. Employment agencies for temporary employment contracts
x. Appraisal fees
xi. Arbitrator, mediator and other similar professionals
xii. Suppliers and entertainers for special events and programs
Page 205 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 6 -0 09
Subject: Traffic Calming Requests on Limeridge Street and Gateway Drive
Update
Prepared by: Michael Bat, Transportation and Traffic Analyst
Department: Planning and Development Services
Date: February 10, 2026
Recommendation
1. That Report No. PDS26-009 be received for information.
Executive Summary
This report presents the results of traffic calming assessments completed on Limeridge
Street and Gateway Drive.
Based on the requirements outlined in the Traffic Calming Policy, traffic calming
measures are not warranted at the subject locations on Limeridge Street and
Gateway Drive.
Should Council decide to proceed with the installation of traffic calming
measures on Limeridge Street and/or Gateway Drive, a high-level feasibility
assessment was completed to determine appropriate locations.
Background
In response to requests received from area residents, staff have undertaken a traffic
calming assessment on Limeridge Street and Gateway Drive (Attachment 1).
Town staff completed traffic calming warrant analyses following the procedures and
methodologies outlined in the Town’s Traffic Calming Policy at the following locations:
Limeridge Street between Gateway Drive and Kirkvalley Crescent
Gateway Drive between Pedersen Drive and Earl Stewart Drive/Birkshire Drive
Page 206 of 242
February 10, 2026 2 of 11 Report No. PDS26-009
At the January 13, 2026, Committee of the Whole meeting, Council passed a motion
that the subject traffic calming requests be referred back to the Active Transportation
and Traffic Safety Advisory Committee for further review and comment.
A memorandum (Report No. PDS26-007) was presented at the Active Transportation
and Traffic Safety Advisory Committee (ATTSAC) meeting on January 28, 2026. Details
are provided under the Advisory Committee Review section.
Analysis
Based on the requirements outlined in the Traffic Calming Policy, traffic calming
measures are not warranted at the subject locations on Limeridge Street and Gateway
Drive
Existing Road Conditions
Limeridge
Street:
Is a two-lane local road with single lane per travel direction. It has
an urban cross-section with curbs on both sides of the road. The
existing pavement is measured 8.5 m wide and in accordance with
the Town Zoning By-law No. 4574-04.T the posted speed limit is 40
km/h.
Gateway Drive: Is a two-lane collector road with single lane per travel direction. It
has an urban cross-section with curbs, bike lanes and sidewalks
provided along both sides of the road. The existing pavement is
measured 11.5 m wide and in accordance with the Town Zoning
By-law No. 4574-04.T the posted speed limit is 40 km/h.
Traffic Calming Policy Overview
As set out in the Town’s Traffic Calming Policy, there are three requirements (warrants)
that must be met for traffic calming measures to be considered:
Warrant No. 1
(Petition):
To ensure that residents in the immediate area are in support of
traffic calming measures, a signed petition is required with a
minimum threshold of 70% signatures of households on the street.
Warrant No. 2
(Safety
Requirements):
To ensure traffic calming measures are installed to improve traffic
safety, a continuous sidewalk must be on at least one side of the
street. Alternatively, on streets where there are no sidewalks, the
installation of a sidewalk on at least one side of the street should
Page 207 of 242
February 10, 2026 3 of 11 Report No. PDS26-009
have first been considered. The road grade is also required to be
less than 5%.
Warrant No. 3
(Technical
Requirements):
To ensure that traffic calming measures are implemented on
streets that have a proven need for such measures, the 85th
percentile speed over a seven-day period must be a minimum of 15
km/h over the posted speed limit, and the minimum traffic volume
is 750 vehicles per day for local roads and 1,500 vehicles per day
for collection roads.
Traffic Calming Policy Warrant No. 1 (Petition) and Warrant No. 2 (Safety Requirements)
Assessment
Limeridge Street: The traffic calming request for Limeridge Street has met both
warrant No. 1 and warrant No. 2 as outlined in the Town’s Traffic
Calming Policy.
It is important to note that currently there are no sidewalks
provided on Limeridge Street. Based on the Active Transportation
Master Plan (endorsed by Council on May 2024), Limeridge Street
is identified as a potential candidate for future sidewalk
installation. However, the installation of a sidewalk on Limeridge
Street is outside of the current 10-year capital plan. As such,
warrant No. 2 is considered to be met.
Gateway Drive
(between
Pedersen Drive
and Earl Stewart
Drive/Birkshire
Drive):
The traffic calming request for the subject section of Gateway
Drive has met both warrant No. 1 and warrant No. 2 as outlined in
the Town’s Traffic Calming Policy.
Gateway Drive
(between St.
John’s Sideroad
and Pedersen
Drive):
A petition (supported by a minimum of 70% of households on the
street) has not been provided for this section of Gateway Drive
(between St. John’s Sideroad and Pedersen Drive). Therefore, as
outlined in the Town’s Traffic Calming Policy, warrant No. 2 and
warrant No. 3 will not be considered until warrant No. 1 (petition) is
satisfied.
Traffic Calming Policy Warrant No. 3 (Technical Requirements) Assessment
Page 208 of 242
February 10, 2026 4 of 11 Report No. PDS26-009
Traffic data was collected at the subject locations over a seven-day period to complete
the analysis on warrant No. 3 (Table 1). Limeridge Street is considered a local road and
Gateway Drive is considered a collector road.
Table 1: Traffic Calming Warrant Analysis Summary (Warrant No. 3)
Study Locations
Warrant No. 3 Requirements
85th Percentile
Minimum Speed 1
Average
Minimum Volumes 2 Both
Conditions
Met? Recorded
Speed
Condition
Met?
Observed
Volumes
Condition
Met?
Limeridge Street
Limeridge Street
40 m east of
Gateway Drive
7 km/h above the
posted speed limit No 274 Vehicles
Per Day No No
Limeridge Street
110 m east of
Gateway Drive
6 km/h above the
posted speed limit No 183 Vehicles
Per Day No No
Limeridge Street
north of Kirkvalley
Crescent
5 km/h above the
posted speed limit No 174 Vehicles
Per Day No No
Page 209 of 242
February 10, 2026 5 of 11 Report No. PDS26-009
Gateway Drive
Gateway Drive
between
Pedersen Drive
and Earl Stewart
Drive/Birkshire
Drive
8 km/h above the
posted speed limit No
2,669
Vehicles Per
Day
Yes No
Notes:
1. The recorded 85th percentile speed must be a minimum of 15 km/h over the
posted speed limit.
2. The observed traffic volumes must be a) between 750 and 8,000 vehicles per day
for local roads, and b) between 1,500 and 8,000 vehicles per day for collector
roads.
Based on the requirements outlined in the Traffic Calming Policy, traffic calming
measures are not warranted at the subject locations on Limeridge Street and Gateway
Drive.
Should Council decide to proceed with the installation of traffic calming measures on
Limeridge Street and/or Gateway Drive, a high-level feasibility assessment was
completed to determine appropriate locations (Attachment 1)
Speed Cushions:
The location criteria for speed cushions are generally determined using applicable
industry guidelines and best practices:
Distance from an intersection:
o 15 m for a local road
o 30 m for a collector road
To achieve desired 85th percentile speeds of 40 km/h, speed cushions should be
placed approximately every 80 m
Small turning radius curves and other areas with limited sight distances should
be avoided
Flexible Signs:
Page 210 of 242
February 10, 2026 6 of 11 Report No. PDS26-009
As approved by Council at its meeting on November 28, 2023 (Staff Report No. PDS23-
130), flexible signs (traffic calming bollards) are included in the Traffic Calming Policy,
and any future installation of this traffic calming measure is subject to the warrant
criteria outlined in the policy.
The location criteria for flexible signs are as follows:
Two lane streets with single lane per travel direction
Ability to maintain a minimum lane width of 3.3 m to 3.5 m
Ability to install a minimum of 80 m from a curve in the road
Ability to install a minimum of 80 m from a traffic control device
A minimum distance of 10 m from residential driveways
A minimum distance of 25 m from intersections
Advisory Committee Review
A memorandum (Report No. PDS26-007) was presented at the Active Transportation
and Traffic Safety Advisory Committee (ATTSAC) meeting on January 28, 2026. The
Committee provided the following feedback (Table 2).
Table 2: ATTSAC Comment Summary from January 28, 2026 Meeting
Comments Responses
The Committee advised that the following be
considered for Limeridge Street:
1. Installation of speed display boards.
The Town is scheduled to acquire
new speed display boards in 2026.
They will be placed at locations on a
temporary and rotational basis.
Limeridge Street can be included as a
future location.
Page 211 of 242
February 10, 2026 7 of 11 Report No. PDS26-009
2. Improve sightlines through
trimming/pruning overgrown
vegetation adjacent to the 90-degree
bend.
The Town’s Operations Department
will undertake an investigation and
implement appropriate measures to
improve sightlines.
3. Implementation of speed cushions as
illustrated in Attachment 1.
OR
The implementation of speed
cushions as illustrated in Attachment
1 is subject to Council approval.
Consider a 2-year limited-use speed
limit reduction (30 km/h) pilot program
on Limeridge Street.
The Town currently has no relevant
policy or program in place for speed
limit reduction requests.
A speed limit reduction to 30 km/h is
more commonly implemented at
Community Safety Zones and School
Zones.
Typically lowering the speed on a
road isn’t enough to influence driver
behaviour. Other strategies such road
geometry modifications, active
enforcement and physical traffic
calming measures are also required.
In addition, a by-law amendment will
be required for any speed limit
amendment.
Page 212 of 242
February 10, 2026 8 of 11 Report No. PDS26-009
Table 2: ATTSAC Comment Summary from January 28, 2026 Meeting (continued)
Comments Responses
The Committee advised that the following be
considered for Gateway Drive:
1. Implementation of traffic calming
measures should be reviewed and
assessed for the entirety of Gateway
Drive.
As outlined in the Town’s Traffic
Calming Policy, an additional petition
will be required for the remaining
section of Gateway Drive (between
St. John’s Sideroad and Pedersen
Drive). This was acknowledged by
the Committee.
Legal Considerations
The Town has a responsibility to maintain road safety for the traveling public.
Thoroughly investigating concerns raised by the public is essential to minimizing the
risk of increased claims liability. By thoroughly investigating concerns raised by the
public and adopting any recommendations resulting from the investigation, the Town
can defend itself against legal claims and ensure a safer environment for the travelling
public. Where the investigation has been thorough and reveals that no modification or
mitigation is necessary, the Town would likely not have increased liability.
Financial Implications
There are no direct financial implications associated with the recommendation in this
report.
However, should Council decide to proceed with the installation of traffic calming
measures on Limeridge Street and/or Gateway Drive, the estimated cost is summarized
below (Table 3).
Page 213 of 242
February 10, 2026 9 of 11 Report No. PDS26-009
Table 3: Traffic Calming Implementation Cost Summary
Study Locations Traffic Calming
Warrant Results
Estimated Cost for Traffic
Calming Measure Installation
Limeridge
Street
Between Gateway
Drive and Kirkvalley
Crescent
Not Met
Speed Cushions:
$40,000 for one set of cushions
Or
Flexible Signs:
Not feasible due to insufficient
driveway spacing
Gateway Drive
Between Pedersen
Drive and Earl
Stewart
Drive/Birkshire Drive
Not Met
Speed Cushions:
$40,000 for one set of cushions
Or
Flexible Signs:
$1,000 for one (1) set (plus $200
annual operating fee)
Between St. John’s
Sideroad and
Pedersen Drive
Warrant No. 1
(Petition) Not
Provided
Speed Cushions:
$80,000 for two (2) sets of
cushions
Or
Flexible Signs:
$2,000 for two (2) sets (plus
$400 annual fee)
Total
(Areas that meet warrant #1)
Speed Cushions:
$80,000 for two (2) sets of
cushions
Or
Flexible Signs:
$1,000 for one (1) set (plus $200
annual operating fee)
Total
(All locations)
Speed Cushions:
$160,000 for four (4) sets of
cushions
Or
Flexible Signs:
$3,000 (plus $600 annual
operating fee)
Notes:
1) Speed cushions: $40,000 per location (including design and construction).
Page 214 of 242
February 10, 2026 10 of 11 Report No. PDS26-009
2) Flexible signs: $1,000 per location plus $200 annual operating cost for
installation and removal.
3) Costs are high level estimates based on past projects.
The Town administers most of its traffic calming measures through capital project
GN0046 – Traffic Calming per DC Study for which all of its currently approved budget
authority has been spent or is earmarked for other plans. Should Council decide to
proceed with the installation of traffic calming measures in this instance, this project’s
budget authority will need to be increased by an equivalent amount to what is required
to complete this work and would be funded from roads development charges. All
incremental operating fees would need to be accommodated within the operating
budget.
Communications Considerations
None.
Climate Change Considerations
The recommendations from this report do not impact greenhouse gas emissions or
impact climate change adaptation.
Link to Strategic Plan
This report supports the Strategic Plan goal of “Support an Exceptional Quality of Life
for All” by examining traffic patterns and identify potential solutions to improve
movement and safety at key intersections in the community.
Alternative(s) to the Recommendation
Alternative options for traffic calming measures have been included for Council’s
consideration in Attachment 1 of this report.
Should Council wish to proceed with traffic calming measures on Limeridge Street, staff
recommend installing one set of traffic cushions at a cost of $40,000.
Should Council wish to proceed with traffic calming measures on Gateway Drive
between Pedersen Drive and Earl Stewart Drive/Birkshire Drive, staff recommend
installing one set of traffic cushions at a cost of $40,000. Traffic calming bollards are
Page 215 of 242
February 10, 2026 11 of 11 Report No. PDS26-009
more cost effective, however, require removal and reinstallation each year and only
provide traffic calming benefit from April to November when installed.
Conclusions
This report presents to Council the results of traffic calming assessment on Limeridge
Street and Gateway Drive.
Based on the requirements outlined in the Traffic Calming Policy, traffic calming
measures are not warranted at the subject locations on Limeridge Street and Gateway
Drive.
Should Council wish to proceed with traffic calming measures for Limeridge Street
and/or Gateway Drive, alternatives have been included for consideration in this report
along with potential costs for design and construction as required.
Attachment
Attachment 1 – Subject Locations for alternative Traffic Calming Measures
Previous Reports
Report No. PDS26-003, Traffic Calming Requests on Limeridge Street and Gateway
Drive, January 13, 2026
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 216 of 242
!(47
!(46
!(45
!(48
Potential Speed
Cushion Location
(Would Lose One
Parking Space)
Potential speed
cushion flexible
bollard location
Potential speed
cushion flexible
bollard location
Petition required for
traffic calming
consideration
ST JOHN'S SIDEROAD
Meets minimum
length (7m) for
speed cushion but
not recommended
based on proximity
to 90 degree
road bend
Meets minimum
length (7m) for
speed cushion but
not recommended
based on proximity
to intersection
Meets minimum length (7m) for
speed cushion but not recommended
based on proximity to 90 degree road bend
Meets minimum length (7m) for
speed cushion but not recommended
based on proximity to 90 degree road bend
Flexible signs are not
feasible on Limeridge
Street based on lack of
space between driveways
(10m required from
nearest driveway).
KIRKVALLEY CRESCENT
Meets minimum length (7m)
for speed cushion, but
other location is preferred
based on distance to
nearest road bend
OR
OR
20M
15M GGG
G
G
Potential speed
cushion flexible
bollard location
OR
PEDERSEN DRIVE
KIRKVALLEY CRESCENT
BLAYDON LANE
VALEMOUNT WAY
SKIPTON TRAIL
EARL STEWART DRIVEBIRKSHIRE DRIVE
CHIPPINGWOOD MANOR
TURNBRIDGE ROAD
HAVERHILL TERRACE
BILLINGHAM HEIGHTS
SOMERTON COURT
BIRKSHIRE DRIVE
GATEWAY DRIVEPERIVALE GARDENS
LIMERIDGE
STREET
CALMAR CRESCENT
2
6
7
7
3
6
7
2
6
9
5
1
2
6
8
4
2
3
6
23
27
31
35
39
43
50
46
42
38
34
30
26
22
19
23
27
31
35
39
43
47
51
55
59
63
67
46
76
72
68
64
60
56
52
48
44
40
36
32
28
24
27
31
35
39
43
47
51
55
59
63
67
71
75
58
64
74
70
66
62
58
54
50
46
42
38
34
30
26
70
76
37
33
29
34
38
59
55
51
47
43
39
35
31
27
22
26
30
34
38
42 50
54
58
62
1087
81
29
31
33
35
37
39 77
79
81
83
85
87
89
93
95
99
88
86
84
82
60
7466
62
58
54
50261810
43
47
51
55
59
67
6658
54
50
46
42
38
34
30
26
22
18
14
1051
52
71
63
59
55
51
47
43
39
35
31
27
23
19
15
1145
99
95
91
87
83
79
7571
67
63
59
55
51
47
43
39
35
31
27
23
19
15
11
15 10
14
18
22
26
30
34
38
42
46
50
54
58
67
96
92
64
59
55
51
47
43
39
35
31
27
23
19
15
1121
10
14
18
22
26
30
34
38
42
46
50
54
58
62
51
70
43
41
39
37
35
33
31
27
23
19
15
35
41 10
14
18
22
26
30
34
36
38
40
42
44
40
20
24
28
32
36
40
44
48
52
56
60
64
68
72
47
43
39
35
31
27
23
19
26
30
34
38
42
46
50
54
58
62
66
78
77
73
69
65
61
57
53
49
45
41
37
33
29
25
21
44
40
36
32
28
24
20
16
12 10
14
18
22
26
30
34
38
42
46
50
54
58
62
66
70
74
78
82
86
7773
69
65
61
57
53
49
45
186
190
194
198
202
206
210
214
218
222
226
230
234
191
195
199
203
207
211
215
219
223
227
231
235
100
104
108
103
271
273
275
277
279
281
283
293
108
175
167
159
305
341
296
292
288
284
280
226
230
234
238
272
200
196
192
188
154
158
162
166
139
131
123
115
107
103
104
100
136
132
128
124
6
6
7
73
71
67
63
91
95
99 42
38
34
30
97
96
92
90
80
72
68
4234
14
57 11
15
106
104
100
344
340
336
332
324 316 308 300
Map created by the Town of Aurora Financial Services Department February 03,2026. Base data provided by York Region and Aurora - GIS. This is not a legal survey.
¯01020
Metres
SUBJECT LOCATIONS
FOR ALTERNATIVE
TRAFFIC CALMING
MEASURES
Legend
Potential speed cushion
flexible bollard location
(Petition Completed)
Potential speed cushion
flexible bollard location
(Petition Not Completed)
Petition is required for traffic
calming consideration
Petition is completed for traffic
calming consideration
Document Path: J:\_Departments_space\Works\IES Maps - Engineering\For Michael Ha\61990 - Speed Cushion Locations\MAPS\SmallMaps.mxd
Considered for speed cushions
but not recommended
OR
OR
G!(45
!(46
45 KM/H
46 KM/H
!(47 47 KM/H
!(48 48 KM/H
Recorded
(85th Percentile Speed)
PDS26-009 - Attachment 1-Subject Lands for Alternative Traffic Calming MeasuresPage 217 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 6 -010
Subject: Heritage Grant Application HGP-2025-01 – 220 Old Yonge Street
Prepared by: Adam Robb, MPL, MCIP, RPP, CAHP, PLE
Manager, Policy Planning and Heritage
Department: Planning and Development Services
Date: February 10, 2026
Recommendation
1. That Report No. PDS26-010 be received; and
2. That Heritage Grant Application HGP-2025-01 for 220 Old Yonge Street be approved
with grant funding of $10,000.
Executive Summary
This report seeks Council’s approval for Heritage Grant Application HGP-2025-01 for
220 Old Yonge Street.
Council adopted the Heritage Grant Program in April of 2025.
220 Old Yonge Street is an individually designated heritage property, known as
the Parteger House or Bunker House (Readiness Centre).
The Heritage Grant Application seeks funds to assist with the waterproofing,
sealing, roof repair and humidity control of the Cold War Bunker heritage asset.
Background
Council adopted the Heritage Grant Program in April of 2025
The Heritage Grant Program provides three levels of grant funding for eligible heritage
works, generally summarized in the table below:
Page 218 of 242
February 10, 2026 2 of 6 Report No. PDS26-010
Type of Project General Description/Examples Funding Amount
Minor Works - Upkeep of heritage features
- Minor aesthetic maintenance of
heritage elements
- Graffiti removal
- Technical studies or historic
documentation
Up to $1,000
Moderate Works - Repair of original windows or doors
- Repair of architectural elements, such
as trim, siding or brick
- Reconstruction of lost architectural
features
Up to $5,000
Major Works - Large-scale structural improvement
projects
- Comprehensive façade restorations
- Repairs of significant
heritage/architectural elements
Up to $10,000
Program applications are to be accompanied by two contractor quotes and be reviewed
by the Heritage Advisory Committee prior to then proceeding to Council for ultimate
approval. As at the end of the 2025 calendar year, two Heritage Grant Applications were
received, which are both presented for Council’s consideration in two separate reports
at this February 10, 2026, Committee of the Whole meeting (220 Old Yonge Street and
57 Fleury Street; cumulatively totalling $15,000 in grant funding requests). Per the
approved Heritage Grant Program guide, there is an annual cap of $30,000 for all
Heritage Grant applications received, of which Council retains the ultimate authority of
approval and funding each year.
220 Old Yonge Street is an individually designated heritage property, known as the
“Parteger House” or Bunker House (Readiness Centre)
220 Old Yonge Street is individually designated under By-law 5905-16 and was originally
built circa 1875. Purchased by Metro Toronto in 1962, a concrete bunker was then
added to the main building, which also features an emergency escape port. The bunker
Page 219 of 242
February 10, 2026 3 of 6 Report No. PDS26-010
contains several relics from the Cold War, including an illuminated map of Metro
Toronto evacuation routes, and telecommunication lines.
Historically the house is associated with the Parteger and Cosford families, who farmed
the property and surrounding lands. After the purchase by Metro Toronto, the property
became significant as a readiness centre in case of a nuclear attack on Toronto. The
property continued to serve as a training centre until the early 1990’s.
The designation by-law specifically lists the underground bunker and associated relics
such as the illuminated map and emergency water tanks as heritage attributes.
Analysis
The Heritage Grant Application seeks funds to assist with the waterproofing, sealing, roof
repair and humidity control of the Cold War Bunker heritage asset
The Cold War bunker is currently experiencing significant water damage due to a roof
leak and failed sealing and waterproofing.
As part of the grant application, the owner has provided quotes from reputable
contractors that detail the corrective work that is required to the property through two
phases – 1) Roof and Exit Hatch Sealing and 2) Bunker Waterproofing. A general
summary of the quotes and work involved is provided below:
Phase 1 – Roof/Exit Hatch Sealing
Contractor Description of Work Quoted Price
Contractor A Basic patch repair of the
specific individual location
over the flat roof over
bunker.
$725 + taxes
Contractor B Repair of the problematic
location as well as whole
exit hatch itself to more
comprehensively and
effectively seal the roof.
$3,500 + taxes
Phase 2 – Bunker Waterproofing (and humidity control)
Contractor Description of Work Quoted Price
Page 220 of 242
February 10, 2026 4 of 6 Report No. PDS26-010
Contractor A ‘Aquastop’ sealing system
installation with
condensation pump and
industrial level
dehumidification.
$19,380.25 + taxes
Contractor B Installation of new
weeping tile system, water
release holes reinforced
with copper tubing, and air
gap sealing membrane,
with options for exterior
waterproofing as well.
$13,200 + taxes
Costs with additional
exterior waterproofing
(backfilling, compacting):
$32,800 + taxes
While the owner retains the right to select varying service options from either contractor
and Phase of work that may result in a ‘hybrid’ approach of multiple contractors
providing solution services (for example, for waterproofing and humidity control,
Contractor “B” may be used for the interior waterproofing services, but then the ability to
further add industrial dehumidification from Contractor “A” can also be pursued), it is
nonetheless evident that there is a significant scope of work involved and significant
owner costs to appropriately manage the project and protection of the bunker.
The Heritage Grant Program was developed in recognition that each property and
project is ultimately unique and that assigning an appropriate category of funding will
be based on the particularities involved with any given project. Due to the scale of repair
and costs involved in this application, a “Major” classification of grant funding ($10,000)
can be considered, with ultimate discretion and approval required by Council.
Advisory Committee Review
The Heritage Grant Application was reviewed by the Heritage Advisory Committee at the
meeting held on December 8, 2025. The Heritage Advisory Committee was in support of
the grant application and the categorization as “Major” with grant funding of $10,000.
Legal Considerations
In accordance with the Heritage Grant Program approved by Council, grant applications
are typically considered concurrently to a Heritage Permit Application. In this case, a
heritage permit is not required to do the work outlined above.
Page 221 of 242
February 10, 2026 5 of 6 Report No. PDS26-010
Should Council approve the Heritage Grant Application, next steps in the process would
be to enter into an agreement with the owner regarding the work and grant funding.
Upon the owner’s completion of the work, staff will inspect the property to ensure
conformity with the grant application. Upon successful inspection, grant funding would
be released to the owner and the file would be considered closed.
Financial Implications
Heritage Grant Application funding is sourced through the Town’s Heritage Reserve
fund with no tax-base impact. Currently $299,600 in Heritage Reserve funds are
available for this purpose.
Communications Considerations
None.
Climate Change Considerations
Supporting the preservation and maintenance of heritage assets helps to contribute to
the resiliency of these properties against the impacts of climate change, while also
promoting sustainability through conservation.
Link to Strategic Plan
Supporting an exceptional quality of life for all through the valuing and promotion of our
heritage.
Alternative(s) to the Recommendation
1. That Council provide direction regarding an alternative grant funding level.
Conclusions
This report seeks Council’s approval of Heritage Grant Application HGP-2025-01 for 220
Old Yonge Street. The application for grant funding of $10,000 would assist the
homeowner with the waterproofing, sealing, roof repair and humidity control of the Cold
War era bunker and heritage asset on the property.
Page 222 of 242
February 10, 2026 6 of 6 Report No. PDS26-010
Attachments
Attachment 1 – Property Photos
Previous Reports
Heritage Advisory Committee Memorandum dated December 8, 2025.
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
Page 223 of 242
Attachment 1 - Property Photos - 220 Old Yonge StreetPage 224 of 242
Page 225 of 242
Page 226 of 242
100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Committee of the Whole Report
No. PDS 2 6 -0 11
Subject: Heritage Grant Application HGP-2025-02 – 57 Fleury Street
Prepared by: Adam Robb, MPL, MCIP, RPP, CAHP, PLE
Manager, Policy Planning and Heritage
Department: Planning and Development Services
Date: February 10, 2026
Recommendation
1. That Report No. PDS26-011 be received; and
2. That Heritage Grant Application HGP-2025-02 for 57 Fleury Street be approved with
grant funding of $5,000.
Executive Summary
This report seeks Council’s approval for Heritage Grant Application HGP-2025-02 for 57
Fleury Street.
Council adopted the Heritage Grant Program in April of 2025.
57 Fleury Street is designated as part of the Northeast Olde Aurora Heritage
Conservation District.
The Heritage Grant Application seeks fund to assist with the repair and
tuckpointing of wall and chimney brick, as well as providing a new chimney cap.
Background
Council adopted the Heritage Grant Program in April of 2025
The Heritage Grant Program provides three levels of grant funding for eligible heritage
works, generally summarized in the table below:
Page 227 of 242
February 10, 2026 2 of 5 Report No. PDS26-011
Type of Project General Description/Examples Funding Amount
Minor Works - Upkeep of heritage features
- Minor aesthetic maintenance of
heritage elements
- Graffiti removal
- Technical studies or historic
documentation
Up to $1,000
Moderate Works - Repair of original windows or doors
- Repair of architectural elements, such
as trim, siding or brick
- Reconstruction of lost architectural
features
Up to $5,000
Major Works - Large-scale structural improvement
projects
- Comprehensive façade restorations
- Repairs of significant
heritage/architectural elements
Up to $10,000
Program applications are to be accompanied by two contractor quotes and be reviewed
by the Heritage Advisory Committee prior to then proceeding to Council for ultimate
approval. As at the end of the 2025 calendar year, two Heritage Grant Applications were
received, which are both presented for Council’s consideration in two separate reports
at this February 10, 2026, Committee of the Whole meeting (220 Old Yonge Street and
57 Fleury Street; cumulatively totalling $15,000 in grant funding requests). Per the
approved Heritage Grant Program guide, there is an annual cap of $30,000 for all
Heritage Grant applications received, of which Council retains the ultimate authority of
approval and funding each year.
Analysis
57 Fleury Street is designated as part of the Northeast Olde Aurora Heritage Conservation
District
57 Fleury Street is located within the Town’s Northeast Olde Aurora Heritage
Conservation District and is designated under Part V of the Ontario Heritage Act. The
Page 228 of 242
February 10, 2026 3 of 5 Report No. PDS26-011
property was constructed circa 1915 and contains an Edwardian dwelling with a
distinctive porch, red brick, and north-side chimney.
The Heritage Grant Application seeks fund to assist with the repair and tuckpointing of
wall and chimney brick, as well as providing a new chimney cap
The owner is proposing to repair and tuckpoint the brick of the property, including the
chimney, as well as refine/cut the drip edges and add a new chimney cap. Tuckpointing
is a repair process that will involve the structural repair of deteriorated mortar joints
(repointing) and replacing with new mortar lines (tuckpointing). Refining and cutting the
drip edges will enhance the protection of the brick and will be designed to shed water
away from the masonry. The new chimney cap will replace the existing deteriorated cap
and is intended complement the architectural style of the dwelling.
The owner provided two quotes from reputable masonry companies for the proposed
work, generally summarized below:
Contractor Description of Work Quoted Price
Contractor A Tuckpointing of house walls and
drip edges and chimney, parging at
bottom of dwelling, and
replacement of chimney cap
$10,000 + taxes
Contractor B Tuckpointing and generally the
same as the above quote, except no
additional work to the chimneys
$10,283 + taxes
The Heritage Grant Program recognizes that each property and project is ultimately
unique and that assigning an appropriate category of funding will be based on the
particularities involved with any given project. Given the owner elects to undergo a
repair and improvement process for both the bricks and the chimney, with both being
distinctive heritage elements of the property, a “Moderate” classification of grant
funding can be considered, with ultimate discretion and approval required by Council.
The owner has indicated a desire to have the work performed by Contractor ‘A’
specifically due to their attention to the chimney and additional scope of work for the
better price.
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February 10, 2026 4 of 5 Report No. PDS26-011
Advisory Committee Review
The Heritage Grant Application was reviewed by the Heritage Advisory Committee at the
meeting held on December 8, 2025. The Heritage Advisory Committee was in support of
the grant application and the categorization as “Moderate” with grant funding of $5,000.
Legal Considerations
In accordance with the Heritage Grant Program approved by Council, grant applications
are typically considered concurrently to a Heritage Permit Application. In this case, a
heritage permit is not required to do the work outlined above.
Should Council approve the Heritage Grant Application, next steps in the process would
be to enter into an agreement with the owner regarding the work and grant funding.
Upon the owner’s completion of the work, staff will inspect the property to ensure
conformity with the grant application. Upon successful inspection, grant funding would
be released to the owner and the file would be considered closed.
Financial Implications
Heritage Grant Application funding is sourced through the Town’s Heritage Reserve
fund with no tax-base impact. Currently $299,600 in Heritage Reserve funds are
available for this purpose.
Communications Considerations
None.
Climate Change Considerations
Supporting the preservation and maintenance of heritage assets helps to contribute to
the resiliency of these properties against the impacts of climate change, while also
promoting sustainability through conservation.
Link to Strategic Plan
Supporting an exceptional quality of life for all through the valuing and promotion of our
heritage.
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February 10, 2026 5 of 5 Report No. PDS26-011
Alternative(s) to the Recommendation
1. That Council provide direction regarding an alternative grant funding level.
Conclusions
This report seeks Council’s approval of Heritage Grant Application HGP-2025-02 for 57
Fleury Street. The application for grant funding of $5,000 would assist the homeowner
with brick repair and tuckpointing on the property.
Attachments
Attachment 1 – Property Photos
Previous Reports
Heritage Advisory Committee Memorandum dated December 8, 2025.
Pre-submission Review
Agenda Management Team review on January 22, 2026
Approvals
Approved by Marco Ramunno, Director, Planning and Development Services
Approved by Doug Nadorozny, Chief Administrative Officer
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Attachment 1 - Property Photos - 57 Fleury Street
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100 John West Way
Aurora, Ontario
L4G 6J1
(905) 727-3123
aurora.ca
Town of Aurora
Member Motion
Councillor Weese
_______________________________________________________________________________________
Re: Reduction of Commercial Stormwater Charges for St. Andrews Shopping
Centre
To: Members of Council
From: Councillor Ron Weese
Date: February 10, 2026
Whereas the Town of Aurora levies commercial fixed-rate stormwater charges to
recover costs associated with stormwater management and related infrastructure; and
Whereas the stormwater charged is a fixed commercial rate which is charged on each
water account, and tenants of the St. Andrews Shopping Centre have individual water
accounts; and
Whereas tenants of the St. Andrews Shopping Centre have raised concerns that
existing commercial stormwater fixed rate charges create a disproportionate financial
burden on small and medium-sized local businesses as they pay the same as larger
businesses, particularly in the context of rising operating costs; and
Whereas the St. Andrews Shopping Centre is a unique and long-established commercial
hub within the Town of Aurora that provides essential goods, services, and employment
opportunities to the community; and
Whereas municipal stormwater billing structures can be reviewed and adjusted through
Council policy direction where unique site-specific or economic circumstances exist; and
Whereas Council has an interest in supporting the sustainability and economic vitality
of local commercial tenants while maintaining fiscal responsibility and cost recovery
principles for municipal services;
1. Now Therefore Be It Hereby Resolved That staff be directed to prepare a report
for Council’s consideration that:
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Reduction of Commercial Stormwater Charges for St. Andrews Shopping Centre
February 10, 2026 Page 2 of 2
a. Reviews the current commercial stormwater charges applied to tenants of
the St. Andrews Shopping Centre; and
b. Analyzes options to reduce or eliminate such charges, including but not
limited to alternative billing structures, exemptions, rebates, or cost-sharing
arrangements; and
c. Assesses the financial, operational, and legal implications of any proposed
changes, including impacts on the Town’s stormwater rate-supported
budget; and
d. Considers whether similar relief measures may apply to other comparable
commercial plazas or tenant configurations within Aurora; and
e. Provides recommendations, implementation timelines, and any required
policy or by-law amendments for Council’s consideration.
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