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Agenda - Committee of the Whole - 20250610Town of Aurora Committee of the Whole Meeting Revised Agenda Date:Tuesday, June 10, 2025 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 (*). According to the Procedure By-law, the consent of a two-thirds majority vote of Members present is required to permit the addition of Delegations items 6.5 and 6.6 to the agenda. 2.Land Acknowledgement 3.Approval of the Agenda 4.Declarations of Pecuniary Interest and General Nature Thereof 5.Community Presentations 5.1 Javed S. Khan, President and Chair, and Melanie Pearson, Chair, Induction Committee; Re: Aurora Sports Hall of Fame Class of 2025 Inductees 1 6.Delegations 6.1 Christopher Harris, Resident; Re: Tamarac Trail Safety 2 6.2 Samia Anwer, Climate Policy Analyst, and Maryam Shekarrizfard, Manager, Research and Innovation, The Atmospheric Fund; Re 2023 Community Emissions Data and Progress on Climate Policies 6 6.3 Cathy Williams, Chair, and Lynne Logan, Treasurer, Aurora Farmers' Market; Re: Funding/Partnership 25 6.4 Kathy Duncan, Climate Action Newmarket Aurora; Re: Request for Motion 34 to Oppose Ontario Bills 5 and 17 *6.5 Lindsay D'Andrade-Phillip, Resident; Re: Item 14.3-PDS25-057-Traffic Calming Request on Heathwood Heights Drive and McClenny Drive 45 *6.6 Jordan Drodge, Resident; Re: Tamarac Trail Safety Traffic Issues 46 7.Advisory Committee Meeting Minutes 7.1 Environmental Advisory Committee Meeting Minutes of May 12, 2025 47 That the Environmental Advisory Committee Meeting Minutes of May 12, 2025, be received for information. 1. *7.2 Mayor's Golf Classic Funds Committee Meeting Minutes of June 4, 2025 52 That the Mayor's Golf Classic Funds Committee Meeting Minutes of June 4, 2025, be received for information. 1. 8.Consent Agenda 8.1 CS25-010 - Release of Closed Session Reports from Purchase of 15157, 15165 and 15171 Yonge Street 56 (Deferred from the Committee of the Whole Meeting of May 13, 2025) That Report No. CS25-010 be received for information.1. 8.2 FIN25-027 - Historical Summary of the Town’s Reserve Balances 212 (Information Report dated May 13, 2025, included on agenda per request of Member of Council) That Report No. FIN25-027 be received for information.1. 9.Community Services Committee Agenda 9.1 CMS25-017 - 24hr Warming and Cooling Emergency Centres - Feasibility 220 That Report No. CMS25-017 be received, and;1. That Council direct staff to express the Town’s interest to York Region for Aurora to be considered as a location for a future seasonal shelter. 2. 10.Corporate Services Committee Agenda 11.Finance and Information Technology Committee Agenda 12.Administration Committee Agenda 13.Operational Services Committee Agenda 13.1 OPS25-014 - 2024-2025 Windrow Program Pilot Year-End Report 234 That Report No. OPS25-014 be received; and1. That Council does not continue the windrow removal program in 2025-2026 based on current capacity to effectively perform service. 2. 13.2 OPS25-016 - Salt Management Plan Update 245 That Report No. OPS25-016 be received; and1. That the updated Salt Management Plan (May 2025) be adopted. 2. 14.Planning and Development Services Committee Agenda 14.1 PDS25-059 - Home Energy Retrofit Loan Program Feasibility Study 297 (Presentation to be provided by Janice Ashworth, Senior Consultant, Dunsky Energy and Climate Advisors) That Report No. PDS25-059 be received; and1. That Council endorse the Home Energy Retrofit Loan Program Feasibility Study, and direct staff to move forward with the Program Design Study. 2. 14.2 PDS25-058 - Application for Zoning By-law Amendment, 1000259515 Ontario Inc., 240 Industrial Parkway South, Lot 57, Plan 10328, File Number: ZBA-2024-06 421 That Report No. PDS25-058 be received; and1. That Zoning By-law Amendment application ZBA-2024-06 be approved to rezone the subject property to “General Industrial Exception E2(569) Zone”, as outlined in Appendix “B”; and 2. That the implementing By-law for the Zoning By-law Amendment be brought forward to a future Council meeting for enactment. 3. 14.3 PDS25-057 - Traffic Calming Request on Heathwood Heights Drive and McClenny Drive 443 That Report No. PDS25-057 be received for information.1. 15.Member Motions *15.1 Mayor Mrakas; Re: Procedure By-law Review 449 *15.2 Councillor Gallo; Re: Full Accounting of 15157, 15165, 15171 Yonge Street 450 *15.3 Councillor Gallo; Re: 2026 Budget 451 16.Regional Report *16.1 York Regional Council Highlights of May 22, 2025 453 That the York Regional Council Highlights of May 22, 2025, be received for information. 1. 17.New Business 18.Public Service Announcements 19.Closed Session 20.Adjournment 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Committee of the Whole Council or Committee Meeting Date *  2025-6-10 Subject * Aurora Sports Hall of Fame Class of 2025 Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Javed S, Khan & Melanie Pearson Brief Summary of Issue or Purpose of Delegation * The Aurora Sports Hall of Fame is proud to announce the Class of 2025 Inductees, who will be officially enshrined at our 12th Annual Induction Celebration Evening on November 6, 2025. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended.  Page 1 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Committee of the Whole Council or Committee Meeting Date *  2025-6-10 Subject * Tamarac trail safety Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Christopher Harris Brief Summary of Issue or Purpose of Delegation * We have been in front of council, expressing concerns over the way people drive on Tamarac trail. The council was very kind in helping us secure a stop sign for the road. unfortunately, that seemed to have minimal impact. we are hoping for further safety measures. Based on the multiple accidents that have happened over the past year. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Wendy Date you spoke with Town staff or a Council member 2025-2-11 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree   Page 2 of 458 I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended. Page 3 of 458 Page 4 of 458 Page 5 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Council Council or Committee Meeting Date *  2025-6-10 Subject * Aurora's 2023 Community Emissions Data and Progress on Climate Policies Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * The Atmospheric Fund - Maryam Shekarrizfard, Samia Anwer Brief Summary of Issue or Purpose of Delegation * To present Aurora's 2023 carbon emissions data to council, and discuss Aurora's progress on climate policies. Would it be possible to extend the time to ten minutes as there will be two representatives from The Atmospheric Fund presenting? Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Natalie Kehle Date you spoke with Town staff or a Council member 2025-4-25 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree   Page 6 of 458 I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended. Page 7 of 458 :ƵŶĞϮϬϮϱĂƌďŽŶ/ŶǀĞŶƚŽƌǇdŽǁŶŽĨƵƌŽƌĂZĞƐƵůƚƐΘZĞĐŽŵŵĞŶĚĂƚŝŽŶƐPage 8 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇdĞĂŵǆƉĞƌŝĞŶĐĞĚƚĞĂŵĐŽͲĐƌĞĂƚĞƐǁŝƚŚƉƌŝǀĂƚĞ͕ƉƵďůŝĐ͕ĂŶĚŶŽŶͲƉƌŽĨŝƚƐĞĐƚŽƌƐƚĂŬĞŚŽůĚĞƌƐƚŽƌĞĚƵĐĞĐĂƌďŽŶĞŵŝƐƐŝŽŶƐ͘/ŵƉĂĐƚtĞŝŶǀĞƐƚ͕ŐƌĂŶƚ͕ŝŶĨůƵĞŶĐĞƉŽůŝĐŝĞƐ͕ĂŶĚƌƵŶƉƌŽŐƌĂŵƐƚŽĂĚǀĂŶĐĞƉƌŽŵŝƐŝŶŐĐŽŶĐĞƉƚƐ͘&ůĞǆŝďůĞ&ƵŶĚŝŶŐtĞΖƌĞŐĂŵĞƚŽĐŽůůĂďŽƌĂƚĞƚŽĚĞĨŝŶĞŝŶŶŽǀĂƚŝǀĞĨƵŶĚŝŶŐƐƚƌƵĐƚƵƌĞƐƚŚĂƚŚĞůƉďƵƐŝŶĞƐƐĞƐĞƐƚĂďůŝƐŚƚŚĞŝƌƐŽůƵƚŝŽŶƐ͘>ϯ>ŽǁĂƌďŽŶŝƚŝĞƐĂŶĂĚĂŶĞƚǁŽƌŬŵĞŵďĞƌ͘dŚĞƚŵŽƐƉŚĞƌŝĐ&ƵŶĚŝƐĂƌĞŐŝŽŶĂůĐůŝŵĂƚĞĂŐĞŶĐǇŝŶǀĞƐƚŝŶŐŝŶůŽǁͲĐĂƌďŽŶƐŽůƵƚŝŽŶƐĨŽƌƚŚĞ'ƌĞĂƚĞƌdŽƌŽŶƚŽĂŶĚ,ĂŵŝůƚŽŶƌĞĂнŝůůƵŵŝŶĂƚŝŶŐƉĂƚŚƐƚŽƐĐĂůĞŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘Page 9 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇd&ŚĂƐƉƵďůŝƐŚĞĚĂ'd,ĐĂƌďŽŶŝŶǀĞŶƚŽƌǇƐŝŶĐĞϮϬϭϱ͘tĞƚƌĂĐŬĞŵŝƐƐŝŽŶƐĂĐƌŽƐƐĨŝǀĞƐĞĐƚŽƌƐ͗ďƵŝůĚŝŶŐƐ͕ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͕ŝŶĚƵƐƚƌǇ͕ǁĂƐƚĞ͕ĂŶĚĂŐƌŝĐƵůƚƵƌĞ͘Page 10 of 458 EZ'z&&KZ/>/dz•,ĞĂƚƉƵŵƉƐƌĞĚƵĐĞĞŶĞƌŐǇďŝůůƐͲ ƵƉƚŽϱϬйƐĂǀŝŶŐƐ•ƌŝƚŝĐĂůĂƐĐŽƐƚŽĨůŝǀŝŶŐĐŽŶƚŝŶƵĞƐƚŽƌŝƐĞEZ'z&&//Ez•DĂŶǇŚŽŵĞƐŝŶƵƌŽƌĂĂƌĞŽůĚĞƌĂŶĚƵƐĞĞůĞĐƚƌŝĐďĂƐĞďŽĂƌĚŚĞĂƚŝŶŐ•,ĞĂƚƉƵŵƉƐсŵŽƌĞĞĨĨŝĐŝĞŶƚнŐƌŝĚĐĂƉĂĐŝƚǇďĞŶĞĨŝƚƐ•ĚĚƌĞƐƐĞƐĞŶĞƌŐǇƉŽǀĞƌƚǇ>/DdZ^/>/Ez•,ĞůƉƐƌĞƐŝĚĞŶƚƐĐŽƉĞǁŝƚŚŝŶĐƌĞĂƐŝŶŐĞǆƚƌĞŵĞŚĞĂƚĞǀĞŶƚƐEyd^dW^•^ƚƌŽŶŐůǇƐƵƉƉŽƌƚŵŽǀŝŶŐĨŽƌǁĂƌĚǁŝƚŚƚŚĞĨĞĂƐŝďŝůŝƚǇƐƚƵĚǇĂŶĚƉƌŽŐƌĂŵĚĞƐŝŐŶ,KDEZ'zZdZK&/d>KEWZK'ZDʹ &^//>/dz^dhzPage 11 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇZKE/EsEdKZzͲ KEdydĞĐŝƐŝŽŶŵĂŬŝŶŐhŶĚĞƌƐƚĂŶĚǁŚĞƌĞĞŵŝƐƐŝŽŶƐĐŽŵĞĨƌŽŵƚŽŝŶĨŽƌŵĚĞĐŝƐŝŽŶŵĂŬŝŶŐWŽůŝĐǇŵĂŬŝŶŐ^ƵƉƉŽƌƚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨŽƵƌƉŽůŝĐǇƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ<ŶŽǁůĞĚŐĞƐŚĂƌŝŶŐ^ŚĂƌĞĨŝŶĚŝŶŐƐǁŝƚŚďƌŽĂĚŐƌŽƵƉŽĨƐƚĂŬĞŚŽůĚĞƌƐPage 12 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇ'ZdZdKZKEdKE,D/>dKEZϱϰ͘ϱŵŝůůŝŽŶƚŽŶŶĞƐϮйŝŶĐƌĞĂƐĞŝŶϮϬϮϯϭϭйĚĞĐƌĞĂƐĞŶĞĞĚĞĚPage 13 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇWd,tzdKEdZKPage 14 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇzŽƌŬƌĞŐŝŽŶϮϬϮϯĞŵŝƐƐŝŽŶƐďǇƐĞĐƚŽƌϱϰйϰϮйϭйϯйdƌĂŶƐƉŽƌƚĂƚŝŽŶƵŝůĚŝŶŐƐtĂƐƚĞŐƌŝĐƵůƚƵƌĞPage 15 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇzŽƌŬƌĞŐŝŽŶdŽƚĂůŵŝƐƐŝŽŶƐ;DƚKϮĞƋͿdƌĂŶƐƉŽƌƚĂƚŝŽŶ ƵŝůĚŝŶŐƐ/ŶĚƵƐƚƌǇtĂƐƚĞŐƌŝĐƵůƚƵƌĞϮϬϮϯ'd,ϮdƌĂŶƐƉŽƌƚĂƚŝŽŶƵŝůĚŝŶŐƐ/ŶĚƵƐƚƌǇtĂƐƚĞŐƌŝĐƵůƚƵƌĞPage 16 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇzŽƌŬƌĞŐŝŽŶWĞƌĐĂƉŝƚĂĞŵŝƐƐŝŽŶƐ;ƚĐŽϮĞƋͿPage 17 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇzŽƌŬƌĞŐŝŽŶĂƌďŽŶĞŵŝƐƐŝŽŶƐĐŚĂŶŐĞ;ŵƚĐŽϮĞƋͿPage 18 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇ'd,DhE//W>/d/^Page 19 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇzŽƌŬƌĞŐŝŽŶDƵŶŝĐŝƉĂůĞŵŝƐƐŝŽŶƐďǇƐĞĐƚŽƌ;ƚĐŽϮĞƋͿŝƚǇƵŝůĚŝŶŐƐͲůĞĐƚƌŝĐŝƚǇƵŝůĚŝŶŐƐͲEĂƚƵƌĂů'ĂƐdƌĂŶƐƉŽƌƚĂƚŝŽŶ /ŶĚƵƐƚƌǇ tĂƐƚĞ ŐƌŝĐƵůƚƵƌĞ dŽƚĂůƵƌŽƌĂϯϬ͕ϵϴϴϭϰϮ͕ϵϯϱϭϮϮ͕ϯϲϭϬϭϮ͕ϭϯϭϬϯϬϴ͕ϰϭϱĂƐƚ'ǁŝůůŝŵďƵƌǇϲ͕ϯϯϴEŽƚǀĂŝůĂďůĞϮϰϳ͕ϯϵϰϬϲ͕ϳϳϭϭϭ͕ϭϯϮEŽƚǀĂŝůĂďůĞ'ĞŽƌŐŝŶĂϮϯ͕Ϭϲϳϳϳ͕ϬϮϳϮϱϲ͕ϵϯϲϬϵ͕ϯϭϰϭϰ͕ϬϵϰϯϴϬ͕ϰϯϳ<ŝŶŐϵ͕ϱϮϱEŽƚǀĂŝůĂďůĞϭϰϱ͕ϳϳϯϬϱ͕ϯϰϯϮϬ͕ϵϰϬEŽƚǀĂŝůĂďůĞDĂƌŬŚĂŵϭϰϴ͕ϱϳϳϲϵϳ͕ϴϴϴϳϳϮ͕ϱϬϯϰϰϵϲϲ͕ϭϳϰϱ͕ϲϵϬϭ͕ϲϵϭ͕ϮϴϭEĞǁŵĂƌŬĞƚϱϳ͕ϮϰϭϭϵϬ͕ϬϬϭϮϭϵ͕ϬϬϰϬϭϳ͕ϭϵϮϮ͕ϬϮϬϰϴϱ͕ϰϱϴZŝĐŚŵŽŶĚ,ŝůůϴϱ͕ϴϭϯϰϯϴ͕ϳϵϲϱϯϮ͕ϴϳϯϬϯϵ͕ϰϵϯϬϭ͕Ϭϵϲ͕ϵϳϱsĂƵŐŚŶϮϯϭ͕ϵϭϵϵϴϲ͕ϰϬϭϭ͕ϳϰϲ͕ϵϴϵϭϯ͕ϲϴϵϲϯ͕ϭϲϯϮ͕ϲϱϭϯ͕Ϭϰϰ͕ϴϭϯtŚŝƚĐŚƵƌĐŚͲ^ƚŽƵĨĨǀŝůůĞϰϬ͕ϭϵϵEŽƚǀĂŝůĂďůĞϮϱϲ͕ϮϴϴϬϵ͕ϳϰϴϮ͕ϲϱϭEŽƚǀĂŝůĂďůĞPage 20 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇdŽǁŶŽĨƵƌŽƌĂϮϬϮϯŵŝƐƐŝŽŶƐǇ^ĞĐƚŽƌϰϬйϰϲйϭϬйϰйdƌĂŶƐƉŽƌƚĂƚŝŽŶƵŝůĚŝŶŐƐͲEĂƚƵƌĂů'ĂƐƵŝůĚŝŶŐƐͲůĞĐƚƌŝĐŝƚǇtĂƐƚĞPage 21 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇ>/Ddd/KEWZ/KZ/d/^dŽǁŶŽĨƵƌŽƌĂh/>/E'^dZE^WKZdd/KEIN PROGRESSZĞƚƌŽĨŝƚ&ĞĂƐŝďŝůŝƚǇ^ƚƵĚǇEKd/E/d/dƵŝůĚŝŶŐŵŝƐƐŝŽŶƐWĞƌĨŽƌŵĂŶĐĞ^ƚĂŶĚĂƌĚƐĨŽƌĞǆŝƐƚŝŶŐďƵŝůĚŝŶŐƐ^d/>>EĞŶĐŚŵĂƌŬŝŶŐƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚĨŽƌĞŶĞƌŐǇĂŶĚǁĂƚĞƌ/EW>ůĞĐƚƌŝĐsĞŚŝĐůĞŚĂƌŐŝŶŐ^ƚĂƚŝŽŶWŽůŝĐǇ^d/>>EDĂŶĚĂƚŽƌǇsƌĞĂĚǇƌĞƋƵŝƌĞŵĞŶƚƐZĞĚƵĐƚŝŽŶͬƌĞŵŽǀĂůŽĨƉĂƌŬŝŶŐŵŝŶŝŵƵŵƐWƌŝŽƌŝƚŝǌĞĂĐƚŝǀĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂŶĚƚƌĂŶƐŝƚPage 22 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇ>/Ddd/KEWZ/KZ/d/^dŽǁŶŽĨƵƌŽƌĂ>dZ//dzW>EE/E'EKŶĞǁŶĂƚƵƌĂůŐĂƐƉƌŽĚƵĐƚŝŽŶz^ƚŽĂƚƚĞƌǇŶĞƌŐǇ^ƚŽƌĂŐĞ^ǇƐƚĞŵƐDĞĞƚƌŝƐŝŶŐĞůĞĐƚƌŝĐŝƚǇĚĞŵĂŶĚƚŚƌŽƵŐŚĂŵŝǆŽĨĞŶĞƌŐǇĞĨĨŝĐŝĞŶĐǇ͕ƐŽůĂƌ͕ĂŶĚƐƚŽƌĂŐĞZĞŵŽǀĞƌĞŐƵůĂƚŽƌǇďĂƌƌŝĞƌƐƚŽĂůůŽǁĨŽƌůŽǁͲĐĂƌďŽŶƚĞĐŚŶŽůŽŐŝĞƐ^d/>>EhŶĚĞƌƚĂŬĞĂƌĞǀŝĞǁŽĨǌŽŶŝŶŐďǇůĂǁƐĂŶĚƉĞƌŵŝƚƚŝŶŐƉƌŽĐĞƐƐĞƐƚŽŚĞůƉŝĚĞŶƚŝĨǇďĂƌƌŝĞƌƐPage 23 of 458 ϮϬϮϯ'd,ĂƌďŽŶŵŝƐƐŝŽŶƐ/ŶǀĞŶƚŽƌǇ'ĞƚƚŚĞƌĞƉŽƌƚ͗ĐĂƌďŽŶ͘ƚĂĨ͘ĐĂƐŬƵƐĂŶǇƚŚŝŶŐ^ĂŵŝĂŶǁĞƌƐĂŶǁĞƌΛƚĂĨ͘ĐĂDĂƌǇĂŵ^ŚĞŬĂƌƌŝǌĨĂƌĚŵƐŚĞŬĂƌƌŝǌĨĂƌĚΛƚĂĨ͘ĐĂPage 24 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Committee of the Whole Council or Committee Meeting Date *  2025-6-10 Subject * Funding/partnership Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Cathy Williams, Chair and Lynne Logan, Treasurer, Aurora Farmers' Market Brief Summary of Issue or Purpose of Delegation * Seeking funding and support to hire a Market Manager/ Admin assistant to handle the increased volume of duties required to open the market. This person will also attend the market weekly. Will oversee the safe operations, settle vendors and carry out the duties as required. Have you been in contact with a Town staff Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Councillor Weese Date you spoke with Town staff or a Council member 2025-4-4 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree   Page 25 of 458 I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended. Page 26 of 458 Aurora Farmers Market and Artisan Fair Aurora Town Council DelegationTuesday, June 10, 2025Page 27 of 458 Mission Statement“Where Food, Art & Community Meet”Vision StatementTo connect the community with local growers of fresh food and encourage healthy eating choices, create a stimulating cultural environment that promotes local artists and support the community that has welcomed us.Board of Directors:Chair – Cathy WilliamsVice Chair – Anne WatersTreasurer – Lynne LoganSecretary – Kris MisiudaMarketing – Sarah SalomonsPage 28 of 458 Where We’ve Come From2002 – Started by Cllr Nigel Kean• Located on Temperance St with 8-10 vendors2008 – Supported by Cllr Stephen Granger• Relocated to Wells St & the Aurora Town Park, By-law enacted.2019 • 67 vendors, 11 farmers, 11 food vendors, 22 artisans & 23 community groups2020 • (COVID)– AFM was one of the only Farmer’s Markets operating in Ontario & became the lead voice for other Farmer’s Market to get up and running againPage 29 of 458 Success StoriesSeasonally we have:•33 volunteers•1596 volunteer hours•1452 attendees on average per week•37,761 attendees annually•20 sponsors (cash and gift in kind)•Weekly children’s activities•Minimum of 10 special events a season – Stuff a Truck, Live Music, Halloween Parades to name a few•Themed weekends – Pollinator Month•31 community organizations activations, such as the Council Corn Roast supported the Food PantryAFM is one of Aurora’s true charms and has become a cultural destination in York RegionPage 30 of 458 FinancialsRevenue 2023 2024Outdoor Market 24,668.00$ 26,190.00$ Sponsorships 3,650.00$ 8,200.00$ Other 7,000.00$ 6,234.00$ Total 35,318.00$ 40,624.00$ ExpensesAdvertising 3,572.00$ 6,778.00$ Permits 4,250.00$ 4,136.00$ Operations 7,306.00$ 5,427.00$ Insurance 1,243.00$ 1,243.00$ Donations/Goodwill 1,000.00$ 1,000.00$ Special Events 8,564.00$ 7,270.00$ Labour 10,091.00$ 12,346.00$ 36,026.00$ 38,200.00$ Page 31 of 458 Current SituationCurrently, the challenges the AFM Board is facing includes:•Growth of the market and the sheer size of the volume of the growth has dramatically increased the work and focus is needed on the:•Administration•Constant vendor communication•Current workload for a volunteer-based organization is no longer sustainable.•Current Market Coordinator is retiring at the end of the 2025 season with no line of succession in the works•Board of Directors are stretched too thin and need to focus on recruiting new Board Members and creating succession plans. Currently no new members have expressed interest to step up and assist.•Expertise is needed to assist with risk management and health and safety, as the BoD is buried in logistics and admin tasks.•BoD has been consistent and dedicated for more than 10 years, but the scope of running a market has changed, there are needs for social media, and needs for additional volunteers which need to be recruited, screened and trained.Page 32 of 458 Current SituationAs a result of this explosive growth, the Board of Directors needs to transition from a working board to a governance board ongoing focused on oversite which includes:•Strict approval of all vendors, ensuring FMO guidelines, business law and public health requirements are followed •Approval of all special events programming; scheduling community groups, buskers, entertainment and sponsors•The Board will have the opportunity to add features and demos for further community involvement.In order to do this given the success and growth of the market the AFM Board is asking the Town to:Hire a Market Manager or another staffing model which would be Town staff to look after:•Administration (handle the finances, vendors fees, operating expenses, receive & process applications)•Liaise with the vendors (communication, placement, logistics)•Recruit, screen and train volunteers (both adults and students)•Weekly on-site logistics•Weekly programming (planning, executing, social media promotions and website updates)•Health & Safety Compliance (permits, Health Unit, risk management first aid, safety)•Successful completion Market Management CertificationOther Farmers Market have Town staffing on site support, which is becoming more of a common practice.Without this support from the Town of Aurora, the future of the AFM as of 2026 is uncertain.Page 33 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Committee of the Whole Council or Committee Meeting Date *  2025-6-10 Subject * Request for motion to oppose Ontario Bills 5 and 17 Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Kathy Duncan, Climate Action Newmarket Aurora Brief Summary of Issue or Purpose of Delegation * Climate Action Newmarket Aurora is requesting that Aurora Council pass a motion to oppose Bills 5 and 17 as proposed by the Province of Ontario. Bill 5 proposes the creation of "Special Economic Zones" which may override local planning authority and environmental oversight. Bill 17 proposes amendments that would prohibit municipalities from enacting building requirements beyond the Ontario Building Code, thereby restricting local green building initiatives. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Ishita Soneji Date you spoke with Town staff or a Council member 2025-5-30 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree   Page 34 of 458 I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended. Page 35 of 458 Why the Town of AuroraCan Still OpposeOntario Bills 5 and 17 Deputation by Climate Action Newmarket AuroraJune 10, 2025 Page 36 of 458 Bill 5 –Reducing Inefficiencies Act Passed the Legislature on Wednesday June 4, 2025 What municipalities should know: Bill 5 Amends a total of 9 existing Acts ●Including the Rebuilding Ontario Place Act ○The proposed amendment will exempt the private spa redevelopment from being subject to Part II of the Environmental Bill of Rights, which requires Public notice on the ERO and opportunities to comment It provides for the creation of Special Economic Zones, which are worse than MZOs ●Allows the Minister to override local planning decisions and Official Plans. ●Enables low density growth and exemptions from provincial policy without community input. ●Centralizes power in Cabinet, weakening municipal authority. ○Allows developers to be exempt from provincial and municipal by-laws and regulations, including assessments of ecological and archaeological threats ●Steps over environmental and endangered species protections. ●Also, within the Zones, the Bill provides for the protection of the government, crown corporations and private developers from lawsuits which oppose their activity. Page 37 of 458 Only 1 part of the 10 schedules of Bill 5 -schedule 9 -makes sense ●Currently, mining projects in Ontario take up to 15 years to get to fruition -12 years longer than some other competitive countries ●At the committee of the Ministry of Interior hearings, mining companies repeatedly noted it is bureaucratic red tape and lack of cohesion between ministries and government levels that cause the delays NOT consultations, First Nations or environmental protections. ●Under this framework, a mine authorization and permitting delivery team would be created to assist proponents in preparing integrated permitting plans -1 project, 1 process. The objective is to reduce provincial government review times by up to 50%, thereby accelerating project approvals. ●This would be, as recommended by the mining industry, for any project -as such Special Economic Zones are NOT needed. Page 38 of 458 Bill 5: Local Planning Authority Undermined ●Aurora’s Land Use Planning includes implementation of Provincial policy, and thus would likely require a significant rework due to the changes presented in Bill 5 and contemplated in bill 17 ●Bill 5 allows the Province to impose boundary expansions without council consent or public consultation. ●Aurora’s Official Plan, included significant community consultation, but that could now be disregarded in favour of politically motivated land use change, similar to the Dresden landfill. Page 39 of 458 Bill 5 -Increased Long-Term Costs ●If Aurora is subjected to provincial MZOs or boundary expansions, the town may be responsible for servicing new growth areas not planned for in its capital budgets (which are multi-year). ○including roads budgets ○While water, wastewater and stormwater plans have their own tax rates, they would impact operating budgets ●The Town has not come close to reaching the targets for new builds set by the province and agreed to by the town -how realistic are they? ●Potentially places a burden on future taxpayers, beyond current forecasts ●According to the Fiscal Strategy, adopted by the Town in 2021, the financial sustainability portion speaks to the Town managing and moderating fiscal impacts -the effects of this bill could impact that ability significantly Page 40 of 458 Bill 17 –Building Infrastructure Safely Act ●Open for consultation still on the Environmental Registry of Ontario, until tomorrow, June 11, 2025 ●It limits conservation authorities' ability to review or appeal infrastructure projects. ●It speeds up projects like the 413, bypassing full environmental review. ●It reduces science-based oversight of infrastructure risks and watershed health. ●Town planners will be limited in what reports they can have access to from developers Page 41 of 458 Threats to the East Holland River Watershed Bill 17 removes the LSRCA’s power to independently review or appeal high-impact projects—even in floodplains, headwaters, and the Holland Marsh. This region already faces threats from runoff, road salt, and habitat loss. Both the LSRCA and RLSC have flagged the Bradford Bypass for increasing salt use, runoff, and watershed pressure. By weakening conservation authorities, Bill 17: ●Silences science-based oversight ●Speeds up projects like the Bradford Bypass without full review ●Puts flood protection and water quality at risk Page 42 of 458 Recent updates ●During a delegation to the Town of Newmarket Council on June 2, 2025, Mayor John Taylor committed to sending a letter to the Province outlining the Town’s concerns with Bills 5 and an ERO submission on Bill 17 ●During the week of May 26th, the Province indicated publicly that they were open to changes to Bill 5 and were considering amendments, however they then announced at the beginning of the week of June 2nd that they would move to limit debate in the house on the proposed bill ○Proposed amendments were never in fact made and those proposed amendments were denounced by Indigenous leaders as still not appropriately addressing the true issue of a serious lack of consultation of Indigenous peoples, which is a requirement under law ○Indigenous leaders province wide have indicated that we can expect ongoing protests in response to these Bills ○Public and environmental petitions are ongoing throughout the summer Page 43 of 458 Recommendations ●That the Town of Aurora formally oppose Bill 5 and Bill 17 as they are currently written ○Encouraging ‘1 process -1 project’ remain but add: ■a streamlined application process with safeguards ■clear, predictable guidelines ■support for affordable & rental housing & infrastructure ●That the Town calls on the province to withdraw or significantly amend both bills in expedited but thorough consultation with municipalities, First Nations, conservation authorities, field and scientific experts, and the public ●And that the Town inform and encourage other municipalities and York Region to support opposition to Bills 5 & 17. Page 44 of 458 Town of Aurora Logo 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) *Council or Committee Meeting Date *  2025-6-10Committee of the Whole Subject * McClenny Drive Traffic calming Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Lindsay D'Andrade-Phillip, on behalf of those who signed the McClenny Drive petition Brief Summary of Issue or Purpose of Delegation * To bring forward important information and insights into why a traffic calming measure is needed on McClenny Drive despite the data collection results. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No Full name of the Town staff or Council member with whom you spoke Michael Ha Date you spoke with Town staff or a Council member 2025-5-21 I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended.   Page 45 of 458 Town of Aurora Logo 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Delegation Request This request and any written submissions or background information for consideration by either Council or Committees of Council is being submitted to Legislative Services. Council or Committee (Choose One) * Committee of the Whole Council or Committee Meeting Date *  2025-6-10 Subject * Tamarac Trail Safety Full Name of Spokesperson and Name of Group or Person(s) being Represented (if applicable) * Jordan Drodge Brief Summary of Issue or Purpose of Delegation * Discuss alternative solutions not yet considered to mitigate traffic issues on Tamarac Trail. Have you been in contact with a Town staff or Council member regarding your matter of interest? * Yes No I acknowledge that the Procedure By-law permits five (5) minutes for Delegations. * Agree I acknowledge that I understand and accept the delegate conduct expectations as outlined in Section 32(b) of the Procedure By-law 6228-19, as amended (link below) * Agree Click to view Procedure By-law 6228-19, as amended.  Page 46 of 458 Town of Aurora Environmental Advisory Committee Meeting Minutes Date: Time: Location: Monday, May 12, 2025 7:00 p.m. Holland Room, Aurora Town Hall Committee Members: Ken Turriff (Vice Chair) Victor Carvalho Shun Chen* Jason Cheng Angela Daust Leta Dayfoot Alain Godin Members Absent: Councillor Ron Weese (Chair) Denis Heng Others Present: Councillor Wendy Gaertner Natalie Kehle, Program Manager, Energy and Environment Will Stover, Analyst, Energy and Climate Change Julia Shipcott, Council/Committee Coordinator *Attended virtually _____________________________________________________________________ 1. Call to Order The Vice Chair called the meeting to order at 7:02 p.m. Introductions were made around the table. 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, Page 47 of 458 Environmental Advisory Committee Meeting Minutes May 12, 2025 2 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. 3. Approval of the Agenda Moved by Alain Godin Seconded by Leta Dayfoot 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 Environmental Advisory Committee Meeting Minutes of February 24, 2025 Moved by Angela Daust Seconded by Leta Dayfoot 1. That the Environmental Advisory Committee meeting minutes of February 24, 2025, be received for information. Carried 6. Delegations None. 7. Matters for Consideration 7.1 Memorandum from Program Manager, Energy and Environment; Re: Home Energy Retrofit Program Feasibility Study Update Page 48 of 458 Environmental Advisory Committee Meeting Minutes May 12, 2025 3 Janice Ashworth, Senior Consultant, Dunsky Energy and Climate Advisors presented an update to the study of the Home Energy Retrofit Program for Aurora residents, to reach the Town 2050 target of 80% greenhouse gas (GHG) reduction, as outlined in the Aurora Community Energy Plan (CEP). The feasibility study assessed market conditions, collaboration, incentives, funding options and services available, discussed recommendations and provided next steps on the study's remaining budget. The Committee discussed the feasibility of the Town implementing by- laws pertaining to new-build labelling for performance and GHG emissions standards, as well as providing amortized retrofit financing options tied to a property. There was discussion regarding various existing provincial retrofit programs in relation to overlaps and gaps in funding, and possible opportunities available to assist homeowners through the loan program. The Committee further analyzed initial outlay costs vs. long-term savings, clean vs. dirty fuel, and optimal energy vs. GHG savings to identify the most beneficial balance of upfront cost and incentive. The Committee requested further review of savings options not tied to solar power as an option to decrease up-front costs to homeowners, and to provide an average annual savings per retrofit option. The Committee suggested the following models best suited to Town residents:  Outreach and Education - to promote existing programs, raise awareness, and focus on target communities  Roadmap for Staged Retrofits - to provide tailored solutions and a scenario tool for homeowners, including resiliency measures for prevention  Virtual Home Assessments and Energy Ratings - to identify areas of savings  Incentives and Rebates - offered to target audiences for specific equipment or outcomes  Bulk Procurement - exploring ways to reduce the initial cost through collaboration with neighbouring communities Page 49 of 458 Environmental Advisory Committee Meeting Minutes May 12, 2025 4 It was further suggested that additional information on municipal cost analysis, authority of the Town in implementing by-laws associated with new home build labelling, green building standards and neighbourhoods and demographics at risk of energy poverty be included in the forthcoming presentation to Council in June. It was noted that following the direction from Council in June, a detailed program design will be brought to the Environmental Advisory Committee in the fall. Moved by Alain Godin Seconded by Jason Cheng 1. That the memorandum regarding Home Energy Retrofit Program Feasibility Study Update be received; and 2. That the Environmental Advisory Committee comments regarding Home Energy Retrofit Program Feasibility Study Update be received and referred to staff for consideration and further action as appropriate. Carried 8. Informational Items None. 9. New Business The Committee highlighted Provincial Bill 5: Protect Ontario by Unleashing our Economy Act, 2025, and its potential to negatively impact the environment, through amending and/or repealing the Endangered Species Act, 2007 and the Environmental Assessment Act. The Vice Chair mentioned the following events as noted on the Town's website:  Aurora's Annual Cleanup Day, Saturday, April 22, 2025 - The Committee expressed their appreciation to all volunteers, and mentioned a Fall Cleanup Day on Saturday, September 27, 2025 with pre-registration required on the Town website. Page 50 of 458 Environmental Advisory Committee Meeting Minutes May 12, 2025 5  2025 Curbside Giveaway Days, with six upcoming events scheduled between June and October.  Rain Barrel purchases have now closed for 2025.  E-Waste Collection Day is upcoming at the Joint Operations Centre on Saturday, May 24, 2025.  Community Garage Sale is upcoming at the Aurora Community Centre parking lot on Saturday, June 7, 2025. Pre-registration is required. The Committee thanked first responders from Central York Fire Services for tackling the grass fire outbreak in the David Tomlinson Nature Reserve in April. The Committee discussed embracing No Mow May to help pollinators and honeybees utilize nectar from early flowers. 10. Adjournment Moved by Leta Dayfoot Seconded by Victor Carvalho That the meeting be adjourned at 8:58 p.m. Carried Page 51 of 458 Town of Aurora Mayor's Golf Classic Funds Committee Meeting Minutes Date: Time: Location: Wednesday, June 4, 2025 10 a.m. Video Conference Committee Members: Angela Covert (Chair) Robert Gaby Manuel Veloso (Vice Chair) Members Absent: Elia Elliott Ping Zhang Other Attendees: Jason Gaertner, Manager, Financial Management Michael de Rond, Town Clerk Ishita Soneji, Deputy Town Clerk _____________________________________________________________________ 1. Call to Order The Chair called the meeting to order at 10:06 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 52 of 458 Mayor’s Golf Classic Funds Committee Meeting Minutes June 4, 2025 2 3. Approval of the Agenda Moved by Robert Gaby Seconded by Manuel Veloso 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 April 2, 2025 Moved by Manuel Veloso Seconded by Robert Gaby 1. That the Mayor's Golf Classic Funds Committee meeting minutes of April 2, 2025, be received for information. Carried 6. Delegations None. 7. Matters for Consideration 7.1 Application from The Lighthouse Learning and Development Centre; Re: Funding for Programs Moved by Manuel Veloso Seconded by Robert Gaby 1. That the Application from The Lighthouse Learning and Development Centre; Re: Funding for Programs be received; and Page 53 of 458 Mayor’s Golf Classic Funds Committee Meeting Minutes June 4, 2025 3 2. That the Committee grant the funding request in the amount of $5,000.00. Carried 7.2 Application from CAYR Community Connections; Re: Funding for 'A Taste for Life' Annual Campaign Moved by Robert Gaby Seconded by Manuel Veloso 1. That the Application from CAYR Community Connections; Re: Funding for 'A Taste for Life' Annual Campaign be received; and 2. That the Committee grant the funding request in the amount of $5,000.00. Carried 7.3 Application from Aurora Cares Community Action Team; Re: Funding for Ongoing Initiatives Moved by Manuel Veloso Seconded by Robert Gaby 1. That the Application from Aurora Cares Community Action Team; Re: Funding for Ongoing Initiatives 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 There was brief discussion regarding an additional question on the application form. Page 54 of 458 Mayor’s Golf Classic Funds Committee Meeting Minutes June 4, 2025 4 10. Adjournment Moved by Robert Gaby Seconded by Manuel Veloso That the meeting be adjourned at 10:46 a.m. Carried Page 55 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. CS2 5 -0 10 Subject: Release of Closed Session Reports from Purchase of 15157, 15165 and 15171 Yonge Street Prepared by: Patricia De Sario, Director of Corporate Services/Town Solicitor Department: Corporate Services Date: May 13, 2025 Recommendation 1. That Report No. CS25-010 be received for information. Executive Summary The attachments to this report satisfies the Council direction to release closed session reports:  Council motioned to release the closed session reports associated with the purchase of 15157, 15165 and 15171 Yonge Street Background Council motioned to release the closed session reports associated with the purchase of 15157, 15165 and 15171 Yonge Street At the Council meeting held on April 22, 2025, Council adopted the following motion: Now Therefore Be It Hereby Resolved that the Town of Aurora release all reports pertaining to the purchase of 15157, 15165, 15171 Yonge Street and include them on the agenda of the next meeting Committee of the Whole. The following reports, redacted in accordance with the Municipal Freedom of Information and Protection of Privacy Act, 1990 (the “Act”), have been attached to this report:  PDS19-055 - Potential Property Acquisition – Library Square Page 56 of 458 May 13, 2025 2 of 3 Report No. CS25-010  PDS20-046 - Potential Property Acquisition – 250213 Holdings Ltd (15157, 15165, 15171 Yonge Street) Analysis None Advisory Committee Review None Legal Considerations The release of these reports is done in accordance with the requirements of the Act. As such, some attachments, or parts of attachments, to Report PDS20-046, can not be disclosed (Attachments 1 and 3 are not included in this disclosure), or have been partially redacted (Attachment 2), as they were provided to the Town on a confidential basis by a third party, or would disclose personal information, information that might compromise the safety or security of the properties or the tenants, information confidential to the tenants of the properties, or information related to confidential dealings with the tenants of the properties. Financial Implications None Communications Considerations None Climate Change Considerations There are no climate considerations regarding this report. Link to Strategic Plan None Page 57 of 458 May 13, 2025 3 of 3 Report No. CS25-010 Alternative(s) to the Recommendation 1. Council provide direction Conclusions This report satisfies the Council motion adopted on April 22, 2025 to release the closed session reports associated with the purchase of 15157, 15165, 15171 Yonge Street. Attachments Attachment 1 - PDS19-055 - Potential Property Acquisition – Library Square Attachment 2 – PDS20-046 - Potential Property Acquisition – 250213 Holdings Ltd (15157, 15165, 15171 Yonge Street) Previous Reports None Pre-submission Review Agenda Management Team review via email on April 30, 2025 Approvals Approved by Doug Nadorozny, Chief Administrative Officer Page 58 of 458 Town of Aurora Closed Session Council Report No. PDS19-055 Subject: Potential Property Acquisition –Library Square Prepared by: Anthony Ierullo, Manager of Policy Planning and Economic Development Department: Planning and Development Services Date: June 4, 2019 Recommendation 1. That Report No. PDS19-055 be received; and, 2. THAT Council provide direction. Executive Summary The purpose of this report is to seek Council direction on the potential acquisition of 15157, 15165, and 15171 Yonge Street that is currently owned by 250213 Holdings Limited (Aristotelis Spasopoulos, Theodoros Spasopoulos and Vasilios Spasopoulos collectively, the “Vendor”). x Town has completed an updated Appraisal for the subject property x Acquisition terms are based on a previous Agreement of Purchase and Sale x Purchase Price exceeds the appraised value x Current design for Library Square does not incorporate the majority of the property x Acquisition of the property requires management of commercial assets x Funding for the proposed acquisition has not been included in existing budgets Background Staff have previously presented several closed session reports outlining an opportunity for the Town to purchase 15157, 15165, and 15171 Yonge Street (collectively, the “Property”). The sites that make up the Property are contiguous, directly north of the Aurora Public Library ending at Mosley Street and are: x zoned PD1 (permits a mix of commercial and residential uses); x currently occupied by a variety commercial and office tenants; x approximately 0.76 acres in area; Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 1 of 9 Attachment 1 Page 59 of 458 June 4, 2019 Page 2 of 8 Report No. PDS19-055 x contains buildings with approximately 24,613 square feet of leased commercial and office space; and x owned by the Vendor. At the March 19, 2019 Council meeting, Council provided the following closed session direction to staff on the matter: 1. That Report No. PDS19-024 be received; and, 2. That staff be authorized to initiate discussions with the property owners for the potential purchase or lease of the properties as outlined in this report; and, 3. That Council authorize funding not to exceed $20,000 from the Proceeds of Sale of Lands Reserve to complete preliminary investigations related to the acquisition of lands as outlined in this report. As directed by Council, staff have been engaged in negotiations with the Vendor. The current report is being presented to seek Council direction on the parameters of an agreement with the property owner. COMMENTS The Town recently met with the owner to discuss the parameters of an Offer to Purchase for the Property. The details of the proposed Offer as well as staff’s comments on the proposed acquisition are outlined below. Town has completed an updated Appraisal for the subject property The Town completed a prior appraisal on May 13, 2015 that valued the Property in the range of $6.8 million and $7.1 million. This appraisal was based on the Direct Comparison Approach, which estimates value based on what comparable properties have recently sold for in the market. Staff also ordered an appraisal on June 29, 2015 using the Income Approach that valued the Property at $5.2 million. The income approach assigns value to a property based on the net income currently generated by the asset. The Town’s most recent appraisal, completed on May 2, 2019, valued the property at $5 million. This appraisal applied both the income and direct comparison approach to determine the appraised value. This appraisal did not account for recent transactions on the west side of Yonge Street (from Wellington Street to the TC Burger site). These transactions were considered part of a broader consolidation of assets that the Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 2 of 9 Page 60 of 458 June 4, 2019 Page 3 of 8 Report No. PDS19-055 appraiser characterized as above the current market value. The vendor asserts that the same individual has offered over $8 million for the subject property. All of the valuations do not consider onsite issues such as soil contamination, which have been identified in previous environmental analysis. The extent and implications of the contamination are not fully known and could impact the value of the property. Acquisition terms are based on a previous Agreement of Purchase and Sale Staff are proposing that the Town generally structure the Agreement on the basis of the previously negotiated terms for purchase that were conditionally approved by the vendor and Town in 2015. These terms will allow the Town to complete due diligence activities on the property and resolve potential considerations prior to acquisition. The highlights of the potential Agreement are summarized below: x Sale Price of $7,500,000.00; x Deposit of $250,000.00 payable to the Vendor’s solicitor in trust within five business days after acceptance of the Offer; the terms of the Offer identify the Deposit as the full and complete damages that the Vendor would suffer should the Town fail to complete the transaction due to a failure in performance of the Town’s obligations under the Offer (i.e., if the Town waives or fulfills all the conditions in the Offer but still fails to complete the transaction, the Town’s losses are contractually limited to the Deposit if the Vendor retains the Deposit); x Closing Date of October 31, 2019 or such date as approved by the CAO and agreed to with the Vendor to advance the transaction in a reasonable and timely fashion; x Irrevocable Date of June 14, 2019 or such date as approved by the CAO and agreed to with the Vendor to advance the transaction in a reasonable and timely fashion; x conditional on the Town completing all applicable municipal procedures including approval of budgets and plans related to the purchase and use of the Property, prior to September 30, 2019; x conditional on the Town satisfying itself as to the site condition data delivered by the Vendor prior to July 1, 2019 or such date as approved by the CAO and agreed to with the Vendor to advance the transaction in a reasonable and timely fashion; Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 3 of 9 Page 61 of 458 June 4, 2019 Page 4 of 8 Report No. PDS19-055 x conditional on the Town completing a satisfactory Environmental Site Assessment, geotechnical analysis and building condition assessment for all structures on the Property prior to August 30, 2019 or such date as approved by the CAO and agreed to with the Vendor to advance the transaction in a reasonable and timely fashion; x standard Vendor’s representations and warranties, including clauses that: (a) if the Vendor enters into any agreement, lease or otherwise, from the date of acceptance of the Offer until the date upon which all conditions are satisfied, which would affect the Property and cannot be cancelled on 30 days’ notice or less, the Ve ndor shall notify the Town of same within 2 business days of entering into such agreement, lease or otherwise, and if the Town does not approve of the terms and conditions of such agreement, lease or otherwise, then the Town shall be entitled, in its sole and unfettered discretion, to declare the Offer to be null and void, with the Deposit and any interest earned thereon returned to the Town in full; and (b) except for the existing leases, the Vendor shall not, from and after the date upon which all conditions of the Offer are satisfied, enter into any agreement, lease or otherwise, which would affect the Property and cannot be cancelled on thirty (30) days’ notice or less, without the prior written consent of the Purchaser; x an assignment clause that allows the Town to assign all or part of the obligations for the Property to a third party if appropriate; and, x standard clause that HST is not included in the Sale Price and may be payable by the Town to the Canada Revenue Agency upon completion of the transaction; Other general legal terms and conditions may need to be clarified with the assistance of the Town Solicitor based on the language contained in the Town’s precedent Offer. The transaction has been submitted without the assistance of a real estate professional. As a result, the Vendor will not be required to pay the customary real estate commission under the attached Offer. This fee is estimated at approximately $200,000. Purchase Price exceeds the appraised value Staff would generally recommend an adjustment to the Sale Price to better reflect the appraised value and potential clean up costs. As previously mentioned,the Town’s appraiser believes that the property is valued in the $5 million range. This is based on the existing leases, building age and expected condition, overall Property size/area and location and comparable sales. Previous discussions with the Vendor suggest that they believe that the value of the Property exceeds the value identified by the Town’s Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 4 of 9 Page 62 of 458 June 4, 2019 Page 5 of 8 Report No. PDS19-055 appraisals. Staff do not believe that the vendor will accept a purchase price that is within the appraised value range. Current design for Library Square does not incorporate the majority of the property The proposed acquisition has been identified as a potential component in the development of Library Square. The block has also been identified as a key location for future mixed use redevelopment that could contribute to the broader Library Square vision. However, the current design for Library Square does not incorporate the majority of the property. Acquisition of the Property Requires Management of Commercial Assets The proposed acquisition includes nearly 25,000 square feet of commercial/office space that would be acquired by the Town. The acquisition of the Property in its current form would require the Town to manage a series of commercial leases with numerous local businesses. The Town has not historically acquired commercial/office assets for the purpose of offering market leases or becoming a commercial landlord. Moreover, the management of commercial real estate is not generally considered a core municipal service and the Town is not currently staffed or structured to manage this function effectively. Further, the potential eviction or non-renewal of existing leases may come at an additional expense to the Town and may impact the existing tenants. In the event that Council is amenable to purchasing the Property, it is recommended that a further report be brought back to Council well before closing to consider potential solutions regarding management of the commercial assets, with implementation of a solution prior to the closing date. Next Steps In the event that Council decides to proceed with the purchase as described above, the following next steps are recommended: 1. Authorize the Mayor and Town Clerk to execute an Agreement of Purchase and Sale, in accordance with the terms noted in this report, including any and all documents and ancillary agreements required to give effect to same. 2. Identify and approve a funding source for the Deposit portion of the Offer. Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 5 of 9 Page 63 of 458 June 4, 2019 Page 6 of 8 Report No. PDS19-055 3. Approve a budget and identify a funding source to complete site investigations on the Property. This would include a Phase 1 and Phase 2 Environmental Site Assessment, geotechnical analysis and building condition assessment for all structures on the Property. These works collectively are estimated to cost $80,000. 4. Direct staff to report back to Council to consider potential solutions regarding managing the commercial assets, which solutions may include engaging private sector partners and/or investigate the utilization of the newly established Economic Development Corporation to hold the commercial assets and lead the redevelopment. 5. Identify and approve a funding source for the balance of the Sale Price for the completion of the transaction. The above list of next steps is not exhaustive, and additional requirements may need to be fulfilled depending on Council’s deliberations and direction. Advisory Committee Review None Legal Considerations If staff is directed to pursue an agreement of purchase and sale for the Property, Legal Services will provide the Town’s standard agreement based on the terms and conditions outlined in this report and other technical provisions that are normally part of the Town’s real estate agreements. The agreement would be presented to the Vendor in a form of an executed offer, which will be open to acceptance by the Vendor. The Vendor may reject such an offer and staff may be able to negotiate some minor adjustments that fall within the scope of the terms and conditions outlined in this report. If an agreement is finalized, it would be conditional on the terms outlined above. Financial Implications Funding for the proposed acquisition has not been included in existing budgets If the Town were to acquire the complete suite of properties described above, the total acquisition cost is expected to be approximately $7.9 million including site investigation costs, unrecoverable HST, and land transfer tax. However, should the Town only acquire a portion of these identified properties, the anticipated acquisition cost could be Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 6 of 9 Page 64 of 458 June 4, 2019 Page 7 of 8 Report No. PDS19-055 consequently less. As of the date of this report, no funding has been approved for this proposed acquisition other than the initial $20,000 that was approved for preliminary investigations into this possible purchase. A funding strategy for this noted acquisition cost is still to be finalized, however it could include funding from one or a combination of the following possible sources: x Debt whose carrying costs could be fully or partially offset through the net lease revenues generated from these properties. The estimated lease revenue could offset approximately $4,000,000 of debt; x Hydro investment reserve; and, x Library development charges may possibly be accessed if these properties are to be utilized in support of the delivery of library services. In regards to the on-going operating costs of these properties, based upon the financial details received to date from the owners, their existing lease revenues are sufficient in covering their day to day operating costs. As noted above, if the Town were to purchase and continue to operate these assets as commercial properties, the Town would need to acquire sufficient commercial property management capacity. In addition, no requirements relating to the repair and replacement of these said properties have been included in the Town’s ten year capital plan. Communications Considerations None. Link to Strategic Plan The proposed Offer to Sell and any related planned development supports the Strategic Plan goal of Enabling a Creative, Diverse 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. Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 7 of 9 Page 65 of 458 Confidential Council Closed Session Agenda Tuesday, June 4, 2019 Item 1 Page 8 of 9 Page 66 of 458 Mosley StreetYONGE STREETTyler StreetATTACHMENT #1PROPERTY MAPPDS19-55Map created by the Town of Aurora Planning & Development Services Department, May 30th, 2019. Base data provided by York Region and Aurora - GIS.Air Photos taken Spring 2018, © First Base Solutions Inc., 2018 Orthophotography. This is not a legal survey.¯01020MetresSUBJECT LANDSConfidential Council Closed Session AgendaTuesday, June 4, 2019 Item 1Page 9 of 9Page 67 of 458 Town of Aurora Closed Session Council Report No. PDS20-046 Subject: Potential Property Acquisition – 250213 Holdings Ltd (15157, 15165, 15171 Yonge Street) Prepared by: David Waters, Director, Planning and Development Services Department: Planning and Development Services Date: May 26, 2020 Recommendation 1. That Report No. PDS20-046 be received; 2. That the conditions for the completion of the real estate acquisition of properties known as 15157, 15165 and 15171 Yonge Street be waived by the Town; and, 3. That the transaction be closed in accordance with the term of the agreement of purchase and sale. Executive Summary The purpose of this report is to present the findings of three studies undertaken by consultants retained by the Town during the due diligence period for 15157, 15165, and 15171 Yonge Street (collectively, the “Property”). The Property is currently owned by 250213 Holdings Limited,Aristotelis Spasopoulos, Theodoros Spasopoulos and Vasilios Spasopoulos (collectively, the “Vendor”). Town staff are recommending that the conditions to the transaction be waived by the Town and that staff close the transaction for the acquisition of the Property. This recommendation is based on the findings of an environmental site report, a property building assessment and a financial due diligence report including a cash flow analysis. x The Agreement of Purchase and Sale is conditional on the Town satisfying itself with respect to the Property prior to May, 30, 2020 x The Town retained consultants experienced in geotechnical investigations, property building assessments and financial analysis to undertake a comprehensive review of the Property as part of the due diligence process Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 1 of 47 Attachment 2 Page 68 of 458 0D\ Page 2 of 12 Report No. PDS20-046 x The current design for Library Square requires a construction easement and a small portion of the rear parking area from 15165 Yonge Street for the building of a new retaining wall Background Staff have previously presented several closed session reports outlining an opportunity for the Town to purchase 15157, 15165, and 15171 Yonge Street (collectively, the “Property”). The sites that make up the Property are contiguous, directly north of the Aurora Public Library ending at Mosley Street and are: x zoned PD1 (permits a mix of commercial and residential uses); x currently leased by a variety commercial and office users; x approximately 0.76 acres in area; x approximately 24,613 square feet of leased space; and, x owned by 250213 Holdings Limited,Aristotelis Spasopoulos, Theodoros Spasopoulos and Vasilios Spasopoulos (collectively, the “Vendor”). As directed by Council at the June 4, 2019 closed session meeting of Council, staff have been engaged in negotiations with the Vendor and conditionally acquired the subject property in January 2020, subject to a due diligence period for the Town to undertake an environmental site review, a building assessment, a financial analysis and a review of the title to the Property. The Town closing date for the Property is currently set for June 25, 2020. Analysis The Agreement of Purchase and Sale is conditional on the Town satisfying itself with respect to the Property prior to May, 30, 2020 The following summarizes a number of the pertinent terms that are part of the Purchase and Sale Agreement as agreed to in January 2020: x The sale price for the property is $7,500,000. The Town has already provided a $250,000 deposit to the Vendor which will become non-refundable after May 30. x The agreement is conditional upon the Town satisfying itself with respect to the condition of the Property and its use for the property before May 30, 2020. Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 2 of 47 Page 69 of 458 0D\ Page 3 of 12 Report No. PDS20-046 x The Town has the option to void the agreement and the transaction, without any financial consequences until May 30, 2020. If the Town waives such conditions, or does not void the agreement, before May 30, the agreement will become firm and the Town will be required to close the transaction or otherwise forfeit the $250,000 deposit to the Vendor. x The agreement is subject to a number of representations and warranties, which survive one year following the closing of the transaction, many of which are standard in this type of a transaction. x The Property is being acquired by the Town on “as is, where is” basis. Apart from the representations and warranties set out in the agreement, the Town has to rely on its own investigations with respect to all other items. Council is advised that the agreement does not contain any representations, warranties and indemnities with respect to any environmental conditions that are present or may exist on the Property. Following the closing of the transaction, the Town will become responsible for any environmental conditions or contaminants that exist on the Property, regardless of whether such conditions are known or not known at the time of closing. (The Vendor was not willing to enter into an agreement that contained any form of a representation, warranty or indemnity with respect to the environmental condition of the Property.) The Town retained consultants experienced in geotechnical investigations, property building assessments and financial analysis to undertake a comprehensive review of the Property as part of the due diligence process Environmental Site Assessment The Town retained the services of Wood Environment & Infrastructure Solutions to undertake electromagnetic (EMT) and electrical resistivity and ground penetrating radar (GPR) surveys at 15157, 15165 and 15171 Yonge Street (see Attachment 1). The surveys were conducted to confirm if any historical underground storage tanks (USTs) and their associated piping were present at the Property relating to former uses as a repair garage (2 USTs) and Cousins Creameries Brantford Ltd. (1 UST). Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 3 of 47 Page 70 of 458 0D\ Page 4 of 12 Report No. PDS20-046 The Wood report can be summarized as follows: x An EMT (electromagnetic test) on the front parking area of 15157 extending onto 15165 Yonge Street, (the green rectangle) was undertaken to reveal whether the UST and piping identified in old insurance reports remained in the ground. (a review of past uses and data is required for an environmental site assessment or ESA) x The EMT did not locate tanks or piping. It did locate what would be other servicing infrastructure along the municipal right of way. x An area of the orange rectangle of approx. 2.6m by 4.6m or approx. (8ft by 15 ft.) and at a depth of 1m (3ft) indicated disturbed soil (probably an excavated and filled area). This would most likely be the area of the former underground tank in the parking area. The tank in the building of 15171 Yonge Street was not found but the Owner verbally indicated to the consultant that the foundations were newer but could not remember the tank. x Previous testing of soils indicated the possible presence of contaminants consistent with oil or gasoline (a hydrocarbon) in the tanks. Further drilling of test holes and sampling would be required to determine the extent and type of contaminant for disposal and provide a better estimate of costs of removal. Although the report indicated that the tanks had been removed, previous boreholes and soil testing indicated that there were contaminants in this area. As a requirement for redevelopment to residential, the soils would need to be removed from the site. Also, it should be noted that any additional testing should include boreholes to review foundation capacity and ground water. Tests undertaken to date were of insufficient depth to verify foundation capacity for what would be required for a multi-story building with underground parking. Based on the test results to date, and in comparison to the adjacent library project where contaminants were found adjacent to 15157 Yonge Street, the cost of cleanup is estimated at approximately $100,000. However, this estimated cost is based on limited testing to date and would not include any clean up costs should the Property contain any deleterious material or chemical compounds not identified to date. Wood is recommending that a further assessment of the undisturbed area in the parking lot/boulevard of 15157 and part of 15165 Yonge Street be undertaken as part any future Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 4 of 47 Page 71 of 458 0D\ Page 5 of 12 Report No. PDS20-046 subsurface environmental investigations to determine if contaminated soils or ground water remain as a result of the former USTs located there. Also, the investigation undertaken by Wood as part of the Town’s due diligence process does not represent a full ESA report under Ontario Regulations. A further report would be required with the testing and cleanup with a Record of Site Condition. Property Building Assessment The Town retained the services of Appraisers Canada Inc. to provide an opinion of the overall physical condition of each building based on a non-intrusive investigation. The assessment did not include any specialist review of the mechanical/electrical systems or structural components. A more comprehensive financial review and analysis of the Property is presented in the Financial Implications section of the report. Overall, each of the 3 buildings were reported to be in satisfactory condition. In total, the reports estimate approximately $152,000 will be needed over the next 3 years to undertake the necessary repairs to each building. Staff are of the opinion that the estimates provided are understated and costs could be greater than identified in the assessment reports. The assessment reports prepared for each building are found in Attachment 2. A summary of each building’s condition and recommended repairs for the immediate (60-90 days) and short term (within 3 years) expenditures is presented as follows: 15157 Yonge Street The structure was originally constructed in 1957 and reconstructed with additions in 1982 and contains ground floor retail area divided into two units with a total gross floor area of 1,800 square feet. Overall, the subject building appears to be in average/good condition commensurate with its age and comparable with competing commercial properties in the general area. The building assessment did not identify any evidence of major structural failures, soil erosion or differential settlement. Immediate repairs that should be completed in the next 60 to 90 days are estimated to cost $3,000 and includes brick deterioration repairs and asphalt crack sealing and line repainting in the rear parking area. Short term repairs that are required within the next Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 5 of 47 Page 72 of 458 0D\ Page 6 of 12 Report No. PDS20-046 three years are estimated at $32,000 and include the replacement of the two HVAC systems and the existing roof covering. 15165 Yonge Street The structure was originally constructed in 1957 and reconstructed with additions in 1978. The building contains ground floor retail and second floor offices with a total gross floor area of 8,900 square feet. Overall, the subject building appears to be in average/good condition commensurate with its age and comparable with competing commercial properties in the general area. The building assessment did not identify any evidence of major structural failures, soil erosion or differential settlement. Immediate repairs that should be completed in the next 60 to 90 days are estimated to cost $12,000 and includes brick deterioration repairs and asphalt crack sealing and line repainting in the rear parking area. Short term repairs that are required within the next three years are estimated at $60,000 and include replacing the four HVAC systems and the existing roof covering. 15171 Yonge Street The structure was originally constructed in 1957 and reconstructed with additions in 1982. The building contains ground floor retail and second floor offices with a total gross floor area of 10,500 square feet. Overall, the subject building appears to be in average/good condition commensurate with its age and comparable with competing commercial properties in the general area. The building assessment did not identify any evidence of major structural failures, soil erosion or differential settlement. Immediate repairs that should be completed in the next 60 to 90 days are estimated to cost $15,000 and includes brick deterioration repairs and insulating the ground floor furnace. Short term repairs that are needed to be completed within the next three years is limited to replacing the existing roof covering which is estimated at $30,000. The Town retained the services of BDO to review operating costs, tenant leases and prepare cash flow projections for the Property. The Financial Implications section of this report presents a comprehensive financial review and analysis of the Property based on the findings of the BDO Due Diligence report. Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 6 of 47 Page 73 of 458 0D\ Page 7 of 12 Report No. PDS20-046 The current design for Library Square requires a construction easement and a small portion of the rear parking area from 15165 Yonge Street for the building of a new retaining wall The proposed acquisition of the subject property has not been identified as a future phase of the Library Square development. However, the block has been identified as a key location for future redevelopment in the Promenade Secondary Plan for mixed uses that would contribute to the broader Library Square vision. In the short term, the current design for Library Square requires a construction easement of 6 metres and about 2 to 2.5 metre taking of the parking lot from 15165 Yonge Street for the building of a new retaining wall. Should Council decide to purchase the Property, the Town would no longer have to expropriate the abutting property or obtain a working easement. Next Steps In the event that Council decides to proceed with the purchase of the Property, the following next steps are recommended with regard to property management: x Retain an interim Commercial Property Management firm to manage the day-to- day tenant related activities until such time the Town issues a formal RFP for longer term Property Management Services of the Property. The Property Management firm would be responsible for the following activities: x Renting the properties, showing the properties and processing tenant applications x Collecting monthly rentals, damage deposits and other amounts due from the tenants x Inspecting properties for damages upon the tenants vacating the property x Retaining and overseeing contractors and service providers required to maintain the properties to meet regulatory standards x Providing 24-hour emergency response for repair services to the Property The above list of next steps is not exhaustive, and additional requirements may need to be fulfilled depending on Council’s deliberations and direction. Advisory Committee Review None Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 7 of 47 Page 74 of 458 0D\ Page 8 of 12 Report No. PDS20-046 Legal Considerations Pursuant to Council direction from the Closed Session meeting of June 4, 2019, the Town and the Vendor entered into an Agreement of Purchase and Sale for the purchase by the Town of the Property in January of 2020 (the “Agreement’). The Agreement is conditional on the Town satisfying itself with respect to the condition and use of the Property and waiving, or otherwise not voiding the Agreement, before May 30, 2020. If staff is directed to waive the conditions of the Agreement and proceed with the closing, the Agreement will become firm and the Town will be obligated to complete the transaction. If the Town defaults on completing the transaction after the conditions are waived, the Town would be required to forfeit its deposit of $250,000 as liquidated damages to the Vendor. If direction is provided to waive the conditions and proceed with closing of this transaction, Legal Services will work the Vendor’s lawyer to finalize the closing documents and conduct the transaction pursuant to the Agreement. The properties subject to this transaction are currently comprised of three separate legal parcels. Following closing, the parcels will merge together with the other adjacent Town properties in the Library Square. As a municipality, the Town is permitted to sever land that it owes and divest it in portions in subsequent transactions, should that ever be necessary. It should also be noted that contamination has been identified on the Property and the Agreement does not provide for any warranty, representation or indemnity with respect to any environmental issues. Upon closing, the Town will become responsible for the contaminants on the Property. Additionally, should it be discovered that contaminants have migrated off the Property, the Town may become liable for damages associated with such migration. Lastly, due to the current state of emergency and the ongoing pandemic, many of the types of businesses on the Property are currently not permitted to operate. It is unknown when and how this situation may change. At this time, the Province has not mandated any special rules with respect to the management of commercial leases and landlords are permitted to demand rent and evict tenants that do not meet their obligations to pay rent. It should be noted however that many of the leases that are Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 8 of 47 Page 75 of 458 0D\ Page 9 of 12 Report No. PDS20-046 currently in place at the Property are monthly agreements and such tenants may be able to simply vacate the premises without financial consequences. Financial Implications Staff recommend that this potential investment be fully funded from the Town’s proceeds from the sale of municipal lands reserve. Upon the completion of the Library Square project, the funds in this reserve will be fully exhausted. The total amount to be funded from this reserve is $7,682,900 as detailed in Table 1. The HST arising from this transaction of $975,000 would be fully recoverable by the Town and would not need to be funded from the reserve. Of note, a purchase price of $7,500,000 represents a 50% premium over the pre-COVID-19 appraised value of this property of $5,000,000. Previous appraisals commissioned by the Town in May 2015 valued the Property in the range of $6.8 to $7.1 million. If the Town were to acquire the complete suite of properties described above, its total required investment is presented in the below table. Table 1 Summary of Total Investment Costs $000s Total Cost Transaction due diligence 29,900 Purchase price 7,500,000 Land transfer cost 146,500 Other closing costs 6,000 Un-recoverable HST 500 Total Investment Required 7,682,900 As part of the Town’s financial due diligence of this possible investment, it engaged BDO Canada LLP to undertake a financial review and analysis of the Property. BDO’s complete report in this regard can be found under Attachment 3. In the undertaking of its analysis, BDO made the following assumptions: x A vacancy rate of three percent of gross revenues; x The Town will be able to fill any vacancies such that vacancy and bad debt allowance rates do not exceed assumed levels; Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 9 of 47 Page 76 of 458 0D\ Page 10 of 12 Report No. PDS20-046 x The Town will continue to internally recover water costs from the Property; x The Town is exempt from income taxes related to the operations of the Property; x The non-recoverable HST related to the operations of the Property is immaterial; x Any vacant units will be occupied prior to the closing date; x Property management & administration will approximate ten percent of gross rent for the foreseeable future; x Capital expenditures will approximate the amounts presented in the Town’s recent building condition assessment report; x There are no contingent liabilities, unusual contractual obligations, substantial commitments (other than usual course of business), or litigation, pending or threatened, which could materially affect the projected financial results; x There are no environmental concerns or contingencies regarding the properties known to the vendor that have been disclosed to BDO; x The lease agreements provided to BDO fairly reflect the circumstances of the Property; x There are no significant adjustments required to calculate the projected net income and/or operating cash flows, other than what BDO included; x There are no facts known to the vendor that were not disclosed to BDO that might materially affect its financial analysis. BDO did not attempt to reflect any COVID-19 impacts in its above presented assumptions. The majority, if not all of the current tenants of the Property have been impacted by COVID-19 which has resulted in tenants temporarily closing their businesses to the public. The impact of COVID-19 or the negative consequences of COVID-19 may have on the viability of these businesses or their ability to pay rent in the future is difficult to predict. Furthermore, to what extent available government financial relief programs have assisted small businesses such as these tenants cannot be estimated. The Town asked BDO to prepare financial projections for two different scenarios; 1. the initial property investment was fully financed by way of debt and, 2. the initial property investment was fully financed by way of cash. BDO’s analysis demonstrated that a positive return on investment would not be possible should the Town fully finance its investment through debt. However, a positive return on investment might be possible if the Town were to fully finance this investment by way of Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 10 of 47 Page 77 of 458 0D\ Page 11 of 12 Report No. PDS20-046 cash. The below tables summarizes BDO’s five year pro forma operating forecasts for these two scenarios. Table 2 Scenario 1 Five Year Pro Forma Operating Forecasts $000s 2020 (6 months) 2021 2022 2023 2024 Net Revenue 169 336 338 338 338 Total expenses (285) (512) (636) (516) (518) Operating cash flow (116) (176) (298) (178) (180) Return on Investment (%) (1.51) (2.30) (3.89) (2.32) (2.35) Table 3 Scenario 2 Five Year Pro Forma Operating Forecasts $000s 2020 (6 months) 2021 2022 2023 2024 Net Revenue 169 336 338 338 338 Total expenses (54) (50) (174) (54) (56) Operating cash flow 115 286 164 284 282 Return on Investment (%) 1.50 3.73 2.14 3.70 3.68 Communications Considerations None Link to Strategic Plan The proposed Offer to Sell and any related planned development supports the Strategic Plan goal of Enabling a Creative, Diverse 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. Alternative to the Recommendation 1. That Council not to proceed with the acquisition of the Property and direct staff to Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 11 of 47 Page 78 of 458 0D\ Page 12 of 12 Report No. PDS20-046 void the Agreement of Purchase and Sale pursuant to its terms. Conclusions In June 2019, Council directed staff to negotiate the purchase of 15157, 15165, and 15171 Yonge Street that resulted in a conditional agreement to purchase between the Town and the Vendor in January 2020. The agreement is subject to a number conditions and permits the Town a period of due diligence to investigate the condition of the Property, buildings and financial matters prior to May 30, 2020. Staff have completed the due diligence and are recommending that the conditions be waived and that acquisition of the Property proceed to closing pursuant to the Agreement. Attachments Attachment 1 – Wood Environment & Infrastructure Solutions EMT & GPR Survey Attachment 2 – Appraisers Canada Inc. Property Assessment Reports Attachment 3 – BDO Financial Due Diligence Report Previous Reports Confidential Closed Session Council Report No. PDS19-024, dated March 19, 2019. Confidential Closed Session Council Report No. PDS19-055, dated June 4, 2019. Pre-submission Review Chief Administrative Officer, Director of Finance and Town Solicitor. Departmental Approval Approved for Agenda ____________________________ ______________________________ David Waters, MCIP, RPP, PLE Doug Nadorozny Director Chief Administrative Officer Planning and Development Services Confidential Council Closed Session Agenda Tuesday, May 26, 2020 Item 1 Page 12 of 47 Page 79 of 458 Servicing The Areas Of: York | Durham | Peel | Toronto | Simcoe | Dufferin | Grey | Bruce | Haliburton | Muskoka | Parry Sound | Kawartha Lakes And Special Assignments Throughout The Province of Ontario Property Condition Assessment Report Of an Improved Commercial Property Located at: 15157 Yonge Street Aurora, Ontario Prepared for (Client): Manager Facilities Management Town of Aurora, Community Services Dept. 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 File Number: Page 80 of 458 49 Essa Rd., PO Box 648 120 Newkirk Rd., Unit 26 Barrie ON L4M 4V1 Richmond Hill ON L4C 9S7 TEL: 705-726-4651 TEL: 905-884-5499 TOLL: 1-800-665-1114 www.appraiserscanada.com i March 31, 2020 Town of Aurora, Community Services Department (client) Tel: 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 e-mail: Attention: Manager Facilities Management Dear Sir: RE .........................Property Condition Assessment (“PCA”) Address.................15157 Yonge Street, Aurora, Ontario Type......................Commercial/Retail Office Building Effective Date.......March 16th, 2020 In accordance with your authorization, I have completed a PCA for the above referenced property. This report is prepared generally in accordance with the Canadian Uniform Standards of Appraisal Practice (CUSPAP) and in accordance with ASTM International - American Society for Materials and Testing (ASTM 2018-15) Standard Guide for Property Condition Assessments: Baseline Property Condition Assessment Process. The purpose of the assessment is to provide an objective, independent, unbiased professional opinion of the potential immediate and short-term repair costs associated with the subject property, if applicable. The primary objective is to visually examine and evaluate the present condition of the property elements and building The intended use of the report will be to provide Manager, Facilities Management for the Town of Aurora, identification of observed physical condition of the subject property related to a possible acquisition of the subject property. Unauthorized use of the data, analyses, and conclusions presented in this report is strictly prohibited. This report complies with the Consulting reporting requirements set forth in (CUSPAP). The information contained within the report is specific to the needs of the client and for the stated intended use. Appraisers Canada Inc. (ACI) and the author of this report are not responsible for unauthorized use of this report. The conclusions stated in this report have been completed without any environmental impact study being ordered or made. Full compliance with applicable environmental regulations and laws is assumed unless otherwise stated, defined and considered in our report. No legal survey, engineering reports, soil analysis, Page 81 of 458 ii geological studies, or chemical hazard inspections have been ordered or made in conjunction with our report. Accordingly, no responsibility is assumed concerning these matters, or other technical or engineering techniques, which would be required to discover any inherent or hidden condition in the subject property. Unless otherwise stated in this report, the existence of hazardous substances including, without limitation, asbestos, polychlorinated biphenyls, petroleum leakage, or agricultural chemicals, which may or may not be present on the property, or the abutting lands, or other environmental conditions, were not called to the attention of, nor did the author become aware of such during the appraiser’s inspection. The appraiser has no knowledge of the existence of such materials on or in the property unless otherwise stated. The author, however, is not qualified to test for, detect, investigate, or otherwise ascertain such substances or conditions and assumes no responsibility relative to the possible presence of such. Further, it is beyond the scope of the report to address the matter of any costs that might be associated with the detection, removal, correction or treatment in the event such substances exist on the subject or adjacent lands. No requests have been given to retain experts or other qualified persons to ascertain the possible existence of such materials, as such engineering fact finding is not part of the author’s mandate and no funds have been provided for such an undertaking. If the presence of substances or environmental conditions affect the property, then the estimates, which is predicated on the assumption that there is no such condition on or in the property or in such proximity thereto, would be subject to revision. No responsibility is assumed for any such conditions or for any expertise or knowledge required to discover them. It is respectfully suggested that the client retain appropriate experts or qualified persons to address such matters. This report has been prepared on the assumption that the property complies with all requirements of the authorities having jurisdiction over environmental matters. The estimates reported may not reflect the actual or true costs of the deferred items, should the property be found to be contaminated. We collect personal information to better serve our clients, for security reasons and to provide clients and potential clients with information about our services. We may retain any personal information provided for as long as necessary to provide our services and respect our obligations to governmental agencies and other third parties. The information will remain confidential to Appraisers Canada Inc., to businesses working for us, and to any organization that acquires part or all our business, provided that they agree to comply with our privacy policy. By accepting this report, you are agreeing to maintain the confidentiality and privacy of any personal information contained herein and to comply in all material respects with the contents of our Privacy Policy. If you wish to see a copy of our Privacy Policy, or have privacy questions or concerns, please contact our Privacy Policy Administrator, Appraisers Canada Inc. by phoning (800) 665- 1114 or by e-mail to admin@appraiserscanada.com Page 82 of 458 iii Caution – for electronic transmission of this document. Computer software applications are available in the marketplace that when utilized together with astute, intuitive, knowledgeable, computer hardware and software technicians and hobbyists’ alike documents can knowingly be altered unbeknownst to the original author, when the document is transmitted electronically. Further, the printing of a document may not appear precisely as created by the writer, altered or unaltered. The only way one can be almost certain of having an unaltered document is to have the original document signed in original blue ink and delivered by the document writer or his/her designate in hard copy. We trust that you will find the details of this Report relevant to your decisions. Should you have any further questions, please do not hesitate to contact the writer. Yours very truly, /gr Page 83 of 458 TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY...............................................................................................................2 2.0 INTRODUCTION .........................................................................................................................4 3.0 SCOPE AND PROCEDURE...........................................................................................................4 4.0 SYSTEM DESCRIPTION................................................................................................................6 4.1 SITE AND BUILDING INFORMATION....................................................................................6 4.2 STRUCTUREAL FRAME AND BUILDING ENVELOPE..............................................................8 4.2.1 Roofing.......................................................................................................................8 4.2.2 Exterior Walls ..........................................................................................................1 0 4.2.3 Foundation and Building Frame..............................................................................12 4.2.4 Insulation.................................................................................................................12 4.3 INTERIOR FINISHES............................................................................................................13 4.4 SITE FEATURES ..................................................................................................................14 4.4.1 Topography..............................................................................................................14 4.4.2 Storm Water Drainage.............................................................................................15 4.4.3 Paving, Curbing, Parking, Landscaping....................................................................16 4.4.4 Ingress and Egress...................................................................................................17 4.5 MECHANICAL SYSTEM.......................................................................................................18 4.5.1 Major Service Providers...........................................................................................18 4.5.2 Utilities.....................................................................................................................18 4.5.3 Heating, Ventilation and Air Conditioning (HVAC)..................................................19 4.5.4 Domestic Hot Water................................................................................................19 4.5.5 Plumbing..................................................................................................................20 4.5.6 Life Safety/Fire Protection.......................................................................................21 4.6 ELECTRICAL SYSTEMS........................................................................................................21 5.0 KNOWN VIOLATIONS OF CODE ...............................................................................................23 6.0 CONCLUSIONS AND RECOMMENDATIONS .............................................................................23 7.0 LIMITING CONDITIONS............................................................................................................28 ADDITIONAL Professional Profile Retainer Letter Page 84 of 458 1 SUBJECT PROPERTY PHOTOGRAPH Page 85 of 458 2 1.0 EXECUTIVE SUMMARY Appraisers Canada Inc. (“ACI”) was retained by Manager, Facilities Management, Town of Aurora (Client) to conduct a Property Condition Assessment of the property referred to as 15157 Yonge Street, (“subject property”), in the Town of Aurora, Ontario. As discussed with the client, this report was to provide an opinion of overall physical condition of the subject building based on a non-intrusive basis. This service did NOT include any specialist review of items regarding any of the components such as mechanical/electrical systems, structural components, etc. This is always recommended for a property the age of the subject. ACI was advised by the client that the intended use of this report was to assist in the possible decision to acquire the subject property. The site visit was completed on March 16, 2020. All areas of subject property were accessible at the time of the site visit, except the roof. A roofing expert should be retained if further investigation is required. The owner advised that has been the roofing company to maintain the roof. Attempts were made to contact with no response provided. THE SITE (same description as 15165 Yonge Street as it appears to be on the same PIN #) The subject site appears to be a rectangular shape having a frontage of approximately 128.19 feet located along Yonge Street by an irregular depth and containing a total area of approximately 25,254.98 square feet. The site is fully serviced and connected to municipal services. The site is gently sloping away from the building, where the front and rear of the site has runoff that is directed toward the rear of the site. No landscaping was evident. Municipal storm water drains are located on the street and on the rear parking area to the east. The site is fully paved with asphalt at the rear of the building. THE BUILDING According to public records the original structure was built in approximately 1957 and reconstructed in approximately 1982 and contains ground floor retail area divided into 2 units. The subject property, according to public records, comprises of approximately 1,807 square feet with ground floor being retail. The subject building appears to be in average/good condition, commensurate with its age, and in comparable standing to other similar commercial properties in the area. Based on our visual observations the building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The observations did not reveal any visual evidence of major structural failures, soil erosion or differential settlement. This was all revealed via visual observation and walk through. Specifically, the subject building is constructed with a solid masonry building with slab on grade. The superstructure of the building is solid masonry walls with brick veneer facade. Page 86 of 458 3 ROOF STRUCTURE AND COVERING Based on our interview with the owner, the membrane roof is assumed to be in average condition, In our experiences and based on cost manuals and age life cycle tables, the physical life of a built-up tar and gravel roof is approximately 25 to 40 years. The roof was not accessible at time of inspection, however, based on our inspection and observation from interior, major leaks from roof were not found. Based on our experiences, no immediate replacement of the roof is evident however given its age and proper maintenance, its life cycle, while extended, is likely to require replacement . DEFINITIONS Immediate Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 60-90 days to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). Short Term Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 3 years to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). OPINIONS OF PROBABLE COST The opinions of costs presented in this report are based on unit rates published by various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the site; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Of note, recommendations, repairs for items in this report are exclusive of HST. Page 87 of 458 Page 88 of 458 5 code requirements have been met or building permits were obtained prior to construction of any interior development. The following is a summary of the scope of work that will be considered. A visual observation of the property to assess the condition of the major elements Review of general documentation on the repair/maintenance history of the elements, if available Cursory review of previous reports pertaining to the Subject Building, if made available by the Site Representative Interviews and discussions with on-Site personnel regarding the repair/maintenance conducted on the Subject Building Documentation of observed existing deficiencies observed within the various elements Photographic documentation of various components and observed deficiencies; and Compilation of findings in a formal written report including observed deficiencies, together with a list of recommendations for repair/replacement with associated estimated costs for both immediate and short term The report provides: A basic description of each of the various major components of the Subject Building; A list of deficiencies noted with respect to the components examined; and Recommendations and cost estimates for the corrections recommended. Cost estimates provided in this report are preliminary and provided only as an indication of the order of magnitude of the remedial work. These values have been arrived at by determining a representative quantity from the visual observations made at the time of our site visit and by applying current market value unit costs to such quantities and/or a reasonable lump sum allowance for the work. More precise cost estimates would require more detailed investigation to define the scope of work. They are not intended to warrant that the final costs will not exceed these amounts or that all costs are covered. The estimates assume the work is performed at one time and do not include costs for potential de- mobilization and re-mobilization if repairs/replacement are spread out over the term of analysis. All costs are identified in Canadian Dollars, and do not include consulting fees or applicable taxes. The opinions of cost are based on unit rates published by various industry costing services and other costing sources combined with local experience gained by Appraisers Canada Inc., inclusive of the consultation of professionals in the various industries of mechanical, electrical and structural maintenance and repair. The costs are inclusive of "soft" costs such as contractor overhead and & profit, ancillary demolition/repairs, contingency allowance and consulting fees (i.e., design, inspection, testing, etc.), where these are applicable. The quantities associated with each event have been roughly estimated during the "walk-through" site visit and do not represent exact measurements or quantities. Page 89 of 458 6 4.0 SYSTEM DESCRIPTION 4.1 SITE AND BUILDING INFORMATION Site Address:15157 Yonge Street, Aurora, Ontario Site Type:Retail Building Existing Land Use Type:Commercial Primary On-Site Activity:Commercial Page 90 of 458 Page 91 of 458 8 4.2 STRUCTURAL FRAME AND BUILDING ENVELOPE Observations of the building’s exterior generally are limited to vantage points that are on-grade or from readily accessible balconies or rooftops was undertaken. 4.2.1 Roofing Identify and observe drainage for evidence and/or the need for the material roof systems (exposed membrane and flashings) including, parapets, slope, material repairs, evidence of significant ponding, or evidence of roof leaks. Inquire as to the age of the material roofing system(s) Description: It is reported by the owner that the building has a membrane roof. The roofing assemblies are understood to include steel and wood joists and steel and wood decking and was not visible from interior area. The scope of the work did not include destructive testing. Storm water directly runoff from the roof because of the slope of the roof, and discharges through the building’s exterior drainpipes and onto paved surfaces and into storm drains, redone approx. 4 years ago. Assessment: A roof top inspection is not applied at time of inspection. However, based on our inspection from the interior observation and aerial GIS mapping the roof was original condition, to the owner has been maintained as required. In our experiences and based on cost manuals, the physical life of a membrane roof is 25 to 40 years. Although there was no leaking into the building from visual observation from the interior of the premises at time of inspection due to the weather, based on the foregoing, the roof of the building is in average condition but reaching end of its economic life cycle. Page 92 of 458 Page 93 of 458 Page 94 of 458 11 Page 95 of 458 12 4.2.3 Foundation and Building Frame Description: Assessment: There was no issue based on a non-intrusive visual observation. No cracks in slab on grade or uneven concrete were evident in the subject building. Recommendation: None 4.2.4 Insulation Description: Subject property is assumed to have insulation. It is assumed insulation was installed when the building was improved. The building was improved/renovated approximately 38 years ago. Assessment: The insulation is assumed to be in average condition. Recommendation: None. Page 96 of 458 13 4.3 INTERIOR FINISHES An observation of typical common areas including, but not limited to, lobbies, corridors, assembly areas, and restrooms. Identify and observe typical finishes, that is, flooring, ceilings, walls, etc., and material building amenities or special features was undertaken. Description: Subject building also contains multiple washrooms which are in average condition, no noteworthy issues were found during inspection. Assessment: The retail areas and bathrooms are in average condition and provide typical functions. All the interior finishing would generally be completed by any prospective tenant. Therefore, while the improvements are deemed to be acceptable for the current tenants, they most likely would be changed if a tenant vacates the premises. Recommendation: None. Page 97 of 458 14 4.4 SITE FEATURES 4.4.1 Topography An observation of the general topography and any unusual or problematic features or conditions was undertaken. Description: The topography of the site is level to adjacent properties to the east. The subject site provides gentle slope away from building to drain water. Surface drainage is directed to catch basins via slopes that are built into the parking lot pavement surfaces, both front and rear, and onto the municipal catch basins on street. The retaining wall to the south was installed by the Town of Aurora when the Library was constructed several years ago. Assessment: No significant deficiencies or deterioration associated with the site topography was observed or reported during the site visit. Recommendation: No significant capital expenditures pertaining to the site topography are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Page 98 of 458 15 4.4.2 Storm Water Drainage An observation of the storm water collection and drainage system and note the presence of on-site surface waters, and retention or detention basins was undertaken. Description: Paved driveway and parking area on the subject site is sloped to direct storm water runoff towards catch basins that are located on the rear parking area to the property, and they are reported to connect with the municipal storm sewer system. As mentioned in Roof section, the storm water runoff from slope roof surface is lead to the surface ground and drain to municipal drainage. Assessment: No significant major ponding or erosion was noted during the assessment. The storm water system appeared to provide adequate runoff drainage, and no evidence of storm water runoff from adjacent properties was noted. However, there was no rainfall at time of inspection to confirm appropriate drainage. Recommendation: No significant capital expenditures pertaining to the site topography are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Cracks, loose pavement, concrete walks, proper drainage should always be monitored and mitigated. Page 99 of 458 Page 100 of 458 17 4.4.4 Ingress and Egress An observation of the major means of ingress and egress was undertaken. Description: Surface-level, paved parking areas at the property are located along the front on the site and shared parking in the rear. The parking areas have painted lines to delineate parking stalls with site is landscaped minimally with access via an assumed right of way from the property to the north. Assessment: The site shows signs of wear over time as it appears to be in original condition. There are no cost assessments considered within the next 3 years. Periodic maintenance is always recommended for any building system or site. Recommendation: No significant capital expenditures pertaining to the ingress, egress, paving, curbing, parking and landscaping are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs of the right of way. Cracks, and landscaping should always be monitored and mitigated as needed. Page 101 of 458 18 4.5 MECHANICAL SYSTEM 4.5.1 Major ServiceProviders The following providers serve the subject property: 4.5.2 Utilities Description: The Subject Building connects to municipal water and sewer systems. Natural gas is supplied to the building from a gas main that is presumably located below adjacent municipal roadways. Assessment: Recommendations: No significant deficiencies associated with utility services were reported or observed. The quantity of electricity and pressure of the utilities provided are understood to be adequate for their intended use. The utility meters, where observed, appeared to be in good condition. Page 102 of 458 Page 103 of 458 20 4.5.5 Plumbing Identify and observe the material plumbing systems including piping (sanitary, storm and supply water), fixtures, domestic hot water production, and note any special or unusual plumbing systems. Description: The Town of Aurora provides the building with a domestic cold-water supply and sanitary/storm sewer hook-ups. The domestic water supply for the building enters through a common water meter room at the south side of the building. Where visible, the domestic water distribution piping was copper and plastic, and the sanitary waste and rainwater piping appeared to be galvanized piping. Plumbing fixtures observed in washrooms within the building were standard commercial-grade models that were equipped with manual water valves. Sinks set within the counter tops of wood- framed cabinetry were typical. Assessment: The building's plumbing systems generally appeared to be performing as intended. There does not appear to be any existing issues related to any isolation. Recommendation: the piping is expected to require periodic repair or partial replacement over the course of the evaluation period to maintain its function and reliability, to address general deficiencies as they occur, and to conduct renewal work in conjunction with future renovation activities. Page 104 of 458 21 4.5.6 Life Safety/Fire Protection Observation of life safety and fire protection systems, including sprinklers and standpipes (wet or dry, or both), fire hydrants, fire alarm systems, water storage, smoke detectors, fire extinguishers, emergency lighting, stairwell pressurization, smoke evacuation, etc. was undertaken and a general visual review for compliance to the accessibility for Ontarians with Disabilities Act (OADA). Description: Assessment: Recommendation: 4.6 ELECTRICAL SYSTEMS Identify the electrical service provided and observe the electrical distribution system including distribution panels, transformers, meters, emergency generators, general lighting systems, and other such equipment or systems. Observe general electrical items, such as distribution panels, type of wiring, energy management systems, emergency power, lightning protection, etc. Identify any observed or reported special or unusual electrical equipment, systems, or devices at the subject property. Description: Assessment: Recommendation: Page 105 of 458 22 PLUMBING AND ELECTRICAL PHOTOGRAPHS Page 106 of 458 23 5.0 KNOWN VIOLATIONS OF CODE Compliance with the Ontario Building Code and Fire Code was not reviewed as it was beyond the scope of this survey. 6.0 CONCLUSIONS AND RECOMMENDATIONS Based on the survey of the property, conducted on March 16, 2020 the Subject Building appears to be in satisfactory condition, and competitive or comparable with competing buildings in the general area with similar age. Based on our visual assessment the Subject Building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The assessment did not reveal any evidence of major structural failures, soil erosion or differential settlement. The opinions of costs presented in this report are based on unit rates published various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the site; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Page 107 of 458 Page 108 of 458 Page 109 of 458 Page 110 of 458 27 BASIC COSTS GUIDE: This table ranks indicative cost levels for preliminary budgeting and decision making. Ranking Cost Component Trades 5 Greater than $5000 May require single trades (i.e. Full repaint, or multiple trades) Recommend obtain quotes to confirm accurate cost over opinions 4 $1000 - $2500 May require multiple trades to carry out full repairs and rectification. (i.e. Roof leak requiring plumber) Recommend obtaining quotes before proceeding 3 $500 - $1000 Generally, only requires single trade (i.e. Fencing), but may require additional trades to ‘fit-off’. (i.e., Hot water system) 2 $250 - $500 Generally, only requires single trade. (i.e. Fence Repair) 1 $0 - $250 Generally, only requires single trade. (ie. Broken Aerial) Page 111 of 458 28 7.0 LIMITING CONDITIONS Exclusive Use This report, including its information and opinions, has been prepared for the exclusive and sole use of Facilities Management Town of Aurora (the "Client"). Reliance Information provided by Appraisers Canada Inc. (ACI) is intended for Client use only. ACI will not provide results or information to any party unless disclosure by ACI is required by law. Any use by a third party of reports or documents authored by ACI or any reliance by a third party on or decisions made by a third party based on the findings described in said documents, is the sole responsibility of such third parties. ACI accepts no responsibility or liability for damages suffered by any third party as a result of decisions made or actions conducted. No other warranties are implied or expressed. Opinions of Costs Any opinions of costs expressed in this report are partially based on consultation with industry-recognized publications on costs for materials and labor. While ACI uses information available, combined with our judgment and past experience, the specific rationale and conditions forming the basis of contractors' bids, material or equipment pricing are beyond our knowledge and control. ACI can therefore not be held responsible if the final costs which may vary from these opinions of costs. As well, any opinions of costs are intended for budgeting purposes only. The scope of work and the actual costs of the work recommended can only be determined after a detailed examination of the site element in question, understanding of the site restrictions, understanding of the effects on the ongoing operations of the site/building, definition of the construction schedule, and preparation of tender documents. Opinions of costs presented in this report are also based on information received during interviews with site representatives, operations and/or maintenance staff. ACI cannot be held responsible for incorrect information received during the interview process. Should additional information become available with respect to the condition of the building and/or site elements, ACI requests that this information be brought to our attention so that ACI may reassess the conclusions presented herein. Page 112 of 458 29 Physical Limitations to Scope In accordance with the proposed scope of work, no physical or destructive testing or design calculations were conducted on any of the components of the buildings. Assessment of the original or existing building design, or detection or comment upon concealed structural deficiencies and any buried/concealed utilities or components are outside the scope of work. Similarly, the assessment of any Post Tension reinforcing is not included in the scope of work. Determination of compliance with any Codes is beyond the scope of this Work. There was no access available to the roof at time of walk though survey. Assessments As indicated above the personnel conducting the building assessment, where applicable, have performed a non-specialist review of the building and all associated finishes and related systems including the mechanical and electrical (including fire alarm and life safety) systems, Site features, etc. The personnel conducting the assessment are knowledgeable of building systems and construction, but not technical specialists in each of these fields. The intent of the comments made on these systems are for the sole purpose of identifying areas where it has been. observed a noteworthy condition which will lead to a likely significant expenditure during the term of the assignment and/or where it would recommend that the Client consider a further, more detailed investigation. The assessment is based, in part, on information provided by others. Unless specifically noted, it has been assumed that this information was correct and was relied upon in developing the conclusions. Standard of Care The assessment outlined in this report generally captured conditions that existed at the time of the site visit. The opinions and recommendations presented in this report are rendered in accordance with generally accepted professional standards for like services under like circumstances for similar locales. The opinions and recommendations are not to be construed as a warranty or guarantee regarding existing or future physical conditions or regarding compliance of systems/components andprocedures/operations with the various regulating codes, standards, regulations, ordinances, etc. Page 113 of 458 Page 114 of 458 Page 115 of 458 Page 116 of 458 Page 117 of 458 Page 118 of 458 Page 119 of 458 Page 120 of 458 Page 121 of 458 Servicing The Areas Of: York | Durham | Peel | Toronto | Simcoe | Dufferin | Grey | Bruce | Haliburton | Muskoka | Parry Sound | Kawartha Lakes And Special Assignments Throughout The Province of Ontario Property Condition Assessment Report Of an Improved Commercial Property Located at: 15165 Yonge Street Aurora, Ontario Prepared for (Client): Manager Facilities Management Town of Aurora, Community Services Dept. 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 File Number: Page 122 of 458 49 Essa Rd., PO Box 648 120 Newkirk Rd., Unit 26 Barrie ON L4M 4V1 Richmond Hill ON L4C 9S7 TEL: 705-726-4651 TEL: 905-884-5499 TOLL: 1-800-665-1114 www.appraiserscanada.com i March 31, 2020 Town of Aurora, Community Services Department (client) Tel: 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 e-mail: Attention: Manager Facilities Management Dear Sir: RE .........................Property Condition Assessment (“PCA”) Address.................15165 Yonge Street, Aurora, Ontario Type......................Commercial/Retail Office Building Effective Date.......March 16th, 2020 In accordance with your authorization, I have completed a PCA for the above referenced property. This report is prepared generally in accordance with the Canadian Uniform Standards of Appraisal Practice (CUSPAP) and in accordance with ASTM International - American Society for Materials and Testing (ASTM 2018-15) Standard Guide for Property Condition Assessments: Baseline Property Condition Assessment Process. The purpose of the assessment is to provide an objective, independent, unbiased professional opinion of the potential immediate and short-term repair costs associated with the subject property, if applicable. The primary objective is to visually examine and evaluate the present condition of the property elements and building The intended use of the report will be to provide Manager, Facilities Management for the Town of Aurora, identification of observed physical condition of the subject property related to a possible acquisition of the subject property. Unauthorized use of the data, analyses, and conclusions presented in this report is strictly prohibited. This report complies with the Consulting reporting requirements set forth in (CUSPAP). The information contained within the report is specific to the needs of the client and for the stated intended use. Appraisers Canada Inc. (ACI) and the author of this report are not responsible for unauthorized use of this report. The conclusions stated in this report have been completed without any environmental impact study being ordered or made. Full compliance with applicable environmental regulations and laws is assumed unless otherwise stated, defined and considered in our report. No legal survey, engineering reports, soil analysis, Page 123 of 458 ii geological studies, or chemical hazard inspections have been ordered or made in conjunction with our report. Accordingly, no responsibility is assumed concerning these matters, or other technical or engineering techniques, which would be required to discover any inherent or hidden condition in the subject property. Unless otherwise stated in this report, the existence of hazardous substances including, without limitation, asbestos, polychlorinated biphenyls, petroleum leakage, or agricultural chemicals, which may or may not be present on the property, or the abutting lands, or other environmental conditions, were not called to the attention of, nor did the author become aware of such during the appraiser’s inspection. The appraiser has no knowledge of the existence of such materials on or in the property unless otherwise stated. The author, however, is not qualified to test for, detect, investigate, or otherwise ascertain such substances or conditions and assumes no responsibility relative to the possible presence of such. Further, it is beyond the scope of the report to address the matter of any costs that might be associated with the detection, removal, correction or treatment in the event such substances exist on the subject or adjacent lands. No requests have been given to retain experts or other qualified persons to ascertain the possible existence of such materials, as such engineering fact finding is not part of the author’s mandate and no funds have been provided for such an undertaking. If the presence of substances or environmental conditions affect the property, then the estimates, which is predicated on the assumption that there is no such condition on or in the property or in such proximity thereto, would be subject to revision. No responsibility is assumed for any such conditions or for any expertise or knowledge required to discover them. It is respectfully suggested that the client retain appropriate experts or qualified persons to address such matters. This report has been prepared on the assumption that the property complies with all requirements of the authorities having jurisdiction over environmental matters. The estimates reported may not reflect the actual or true costs of the deferred items, should the property be found to be contaminated. We collect personal information to better serve our clients, for security reasons and to provide clients and potential clients with information about our services. We may retain any personal information provided for as long as necessary to provide our services and respect our obligations to governmental agencies and other third parties. The information will remain confidential to Appraisers Canada Inc., to businesses working for us, and to any organization that acquires part or all our business, provided that they agree to comply with our privacy policy. By accepting this report, you are agreeing to maintain the confidentiality and privacy of any personal information contained herein and to comply in all material respects with the contents of our Privacy Policy. If you wish to see a copy of our Privacy Policy, or have privacy questions or concerns, please contact our Privacy Policy Administrator, Appraisers Canada Inc. by phoning (800) 665- 1114 or by e-mail to admin@appraiserscanada.com Page 124 of 458 iii Caution – for electronic transmission of this document. Computer software applications are available in the marketplace that when utilized together with astute, intuitive, knowledgeable, computer hardware and software technicians and hobbyists’ alike documents can knowingly be altered unbeknownst to the original author, when the document is transmitted electronically. Further, the printing of a document may not appear precisely as created by the writer, altered or unaltered. The only way one can be almost certain of having an unaltered document is to have the original document signed in original blue ink and delivered by the document writer or his/her designate in hard copy. We trust that you will find the details of this Report relevant to your decisions. Should you have any further questions, please do not hesitate to contact the writer. Yours very truly, /gr Page 125 of 458 TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY...............................................................................................................2 2.0 INTRODUCTION .........................................................................................................................4 3.0 SCOPE AND PROCEDURE...........................................................................................................4 4.0 SYSTEM DESCRIPTION................................................................................................................6 4.1 SITE AND BUILDING INFORMATION....................................................................................6 4.2 STRUCTUREAL FRAME AND BUILDING ENVELOPE..............................................................8 4.2.1 Roofing.......................................................................................................................8 4.2.2 Exterior Walls ............................................................................................................9 4.2.3 Foundation and Building Frame..............................................................................11 4.4.4 Insulation.................................................................................................................11 4.3 INTERIOR FINISHES............................................................................................................12 4.4 SITE FEATURES ..................................................................................................................15 4.4.1 Topography..............................................................................................................15 4.4.2 Storm Water Drainage.............................................................................................16 4.4.3 Paving, Curbing, Parking, Landscaping....................................................................17 4.4.4 Ingress and Egress...................................................................................................19 4.5 MECHANICAL SYSTEM.......................................................................................................20 4.5.1 Major Service Providers...........................................................................................20 4.5.2 Utilities.....................................................................................................................20 4.5.3 Heating, Ventilation and Air Conditioning (HVAC)..................................................21 4.5.4 Domestic Hot Water................................................................................................21 4.5.5 Plumbing..................................................................................................................22 4.5.6 Life Safety/Fire Protection.......................................................................................23 4.6 ELECTRICAL SYSTEMS........................................................................................................23 5.0 KNOWN VIOLATIONS OF CODE ...............................................................................................25 6.0 CONCLUSIONS AND RECOMMENDATIONS .............................................................................25 7.0 LIMITING CONDITIONS............................................................................................................30 ADDITIONAL Professional Profile Retainer Letter Page 126 of 458 1 SUBJECT PROPERTY PHOTOGRAPH Page 127 of 458 2 1.0 EXECUTIVE SUMMARY Appraisers Canada Inc. (“ACI”) was retained by , Manager, Facilities Management Town of Aurora (Client) to conduct a Property Condition Assessment of the property referred to as 15165Yonge Street, (“subject property”), in the Town of Aurora, Ontario. As discussed with the client, this report was to provide an opinion of overall physical condition of the subject building based on a non-intrusive basis. This scope of work did NOT include any specialist review of items regarding any of the components such as mechanical/electrical systems, structural components, etc. This may be recommended for a property the age of the subject once the results of this report are completed. ACI was advised by the client that the intended use of this report was to assist in the possible decision to acquire the subject property. The site visit was completed on March 16, 2020. All areas of subject property were accessible at the time of the site visit, except the roof. A roofing expert should be retained if further investigation is required. The owner advised that has been the roofing company to maintain the roof. Attempts were made to contact with no response provided. THE SITE The subject site appears to be a rectangular shape having a frontage of approximately 128.19 feet located along Yonge Street, by an irregular depth and containing a total area of approximately 25,254.98 square feet. The site is fully serviced and connected to municipal services. The site is gently sloping away from the building, where the front and rear of the site has runoff that is directed toward the rear of the site. No landscaping was evident. Municipal storm water drains are located on the street and on the rear parking area to the east. The site is fully paved with asphalt at the rear of the building. THE BUILDING According to public records the original structure was built in approximately 1957 and reconstructed with additions to in approximately 1978, and contains ground floor retail and second floor offices The subject property according to public records comprises of approximately 8,903 square feet with ground floor being retail space of approximately 5,718 square feet and the second floor being offices of approximately 3,718 square feet. The subject building appears to be in average/good condition, commensurate with its age, and in comparable standing to other similar commercial properties in the area. Based on our visual observations the building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The observations did not reveal any visual evidence of major structural failures, soil erosion or differential settlement. This was all revealed via visual observation and walk through. Page 128 of 458 3 Specifically, the subject building is constructed as a solid masonry structure with slab on grade. The superstructure of the building is solid masonry walls with brick veneer facade. ROOF STRUCTURE AND COVERING Based on our interview with the owner, the membrane roof is assumed to be in average condition, . In our experiences and based on cost manuals and age life cycle tables, the physical life of a built-up tar and gravel roof is approx. 30 to 40 years. The roof was not accessible at time of inspection, however, based on our inspection and observation from interior, major leaks from roof were not found. Based on our experiences, no immediate replacement of the roof is evident however given its age and proper maintenance, its life cycle, while extended, is likely to require replacement DEFINITIONS Immediate Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 60-90 days to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). Short Term Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 3 years to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). OPINIONS OF PROBABLE COST The opinions of costs presented in this report are based on unit rates published by various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the property; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Of note, recommendations, repairs for items in this report are exclusive of HST Page 129 of 458 Page 130 of 458 5 code requirements have been met or building permits were obtained prior to construction of any interior development. The following is a summary of the scope of work that will be considered. A visual observation of the property to assess the condition of the major elements Review of general documentation on the repair/maintenance history of the elements, if available Cursory review of previous reports pertaining to the Subject Building, if made available by the Site Representative Interviews and discussions with on-Site personnel regarding the repair/maintenance conducted on the Subject Building Documentation of observed existing deficiencies observed within the various elements Photographic documentation of various components and observed deficiencies; and Compilation of findings in a formal written report including observed deficiencies, together with a list of recommendations for repair/replacement with associated estimated costs for both immediate and short term The report provides: A basic description of each of the various major components of the Subject Building; A list of deficiencies noted with respect to the components examined; and Recommendations and cost estimates for the corrections recommended. Cost estimates provided in this report are preliminary and provided only as an indication of the order of magnitude of the remedial work. These values have been arrived at by determining a representative quantity from the visual observations made at the time of our site visit and by applying current market value unit costs to such quantities and/or a reasonable lump sum allowance for the work. More precise cost estimates would require more detailed investigation to define the scope of work. They are not intended to warrant that the final costs will not exceed these amounts or that all costs are covered. The estimates assume the work is performed at one time and do not include costs for potential de- mobilization and re-mobilization if repairs/replacement are spread out over the term of analysis. All costs are identified in Canadian Dollars, and do not include consulting fees or applicable taxes. The opinions of cost are based on unit rates published by various industry costing services and other costing sources combined with local experience gained by Appraisers Canada Inc., inclusive of the consultation of professionals in the various industries of mechanical, electrical and structural maintenance and repair. The costs are inclusive of "soft" costs such as contractor overhead and & profit, ancillary demolition/repairs, contingency allowance and consulting fees (i.e., design, inspection, testing, etc.), where these are applicable. The quantities associated with each event have been roughly estimated during the "walk-through" site visit and do not represent exact measurements or quantities. Page 131 of 458 6 4.0 SYSTEM DESCRIPTION 4.1 SITE AND BUILDING INFORMATION Site Address:15165 Yonge Street, Aurora, Ontario Site Type:Office and Retail Building Existing Land Use Type:Commercial Primary On-Site Activity:Commercial Page 132 of 458 Page 133 of 458 Page 134 of 458 Page 135 of 458 10 EXTERIOR WALL PHOTOGRAPHS Page 136 of 458 11 4.2.3 Foundation and Building Frame Description: Assessment: There was no issue based on a non-intrusive visual observation. No cracks in slab on grade or uneven concrete were evident in the subject building. Recommendation: None 4.2.4 Insulation Description: Subject property is assumed to have insulation. It is assumed insulation was installed when the building was improved. The building was improved/renovated approximately 42 years ago. Assessment: The insulation is assumed to be in average condition. Recommendation: None. Page 137 of 458 12 4.3 INTERIOR FINISHES An observation of typical common areas including, but not limited to, lobbies, corridors, assembly areas, and restrooms. Identify and observe typical finishes, that is, flooring, ceilings, walls, etc., and material building amenities or special features was undertaken. Description: Subject building also contains multiple washrooms which are in average condition; no noteworthy issues were found during inspection. Assessment: The office area and bathrooms are in average condition and provide typical functions. All the interior finishing would generally be completed by any prospective tenant. Therefore, while the improvements are deemed to be acceptable for the current tenants, they most likely would be changed if a tenant vacates the premises. Recommendation: None. Page 138 of 458 13 INTERIOR PHOTOGRAPHS Page 139 of 458 14 INTERIOR PHOTOGRAPHS Page 140 of 458 15 4.4 SITE FEATURES 4.4.1 Topography An observation of the general topography and any unusual or problematic features or conditions was undertaken. Description: The topography of the site is level to adjacent properties to the east. The subject site provides gentle slope away from building to drain water. Surface drainage is directed to catch basins via slopes that are built into the parking lot pavement surfaces, both front and rear, and onto the municipal catch basins on street. The retaining wall to the south was installed by the Town of Aurora when the Library was constructed several years ago. Assessment: No significant deficiencies or deterioration associated with the site topography was observed or reported during the site visit. Recommendation: No significant capital expenditures pertaining to the site topography are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Page 141 of 458 Page 142 of 458 Page 143 of 458 18 SITE PHOTOGRAPHS Page 144 of 458 19 4.4.4 Ingress and Egress An observation of the major means of ingress and egress was undertaken. Description: Surface-level, paved parking areas at the property are located along the easterly lot line. The parking areas have painted lines to delineate parking stalls. The site is landscaped minimally with access via an assumed right of way from the property to the north. Assessment: The site shows signs of wear over time as it appears to be in original condition. There are no cost assessments considered within the next 3 years. Periodic maintenance is always recommended for any building system or site. Recommendation: No significant capital expenditures pertaining to the ingress, egress, paving, curbing, parking and landscaping are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs of the right of way. Cracks, and landscaping should always be monitored and mitigated as needed. Page 145 of 458 20 4.5 MECHANICAL SYSTEM 4.5.1 Major ServiceProviders The following providers serve the subject property: 4.5.2 Utilities Description: The Subject Building connects to municipal water and sewer systems. Natural gas is supplied to the building from a gas main that is presumably located below adjacent municipal roadways. Assessment: Recommendations: No significant deficiencies associated with utility services were reported or observed. The quantity of electricity and pressure of the utilities provided are understood to be adequate for their intended use. The utility meters, where observed, appeared to be in good condition. Page 146 of 458 Page 147 of 458 22 4.5.5 Plumbing Identify and observe the material plumbing systems including piping (sanitary, storm and supply water), fixtures, domestic hot water production, and note any special or unusual plumbing systems. Description: The Town of Aurora provides the building with a domestic cold-water supply and sanitary/storm sewer hook-ups. The domestic water supply for the building enters through a common water meter room at the south side of the building. Where visible, the domestic water distribution piping was copper and plastic, and the sanitary waste and rainwater piping appeared to be galvanized piping. Plumbing fixtures observed in washrooms within the building were standard commercial-grade models that were equipped with manual water valves. Sinks set within the counter tops of wood- framed cabinetry were typical. Assessment: The building's plumbing systems generally appeared to be performing as intended. There does not appear to be any existing issues related to any isolation. Recommendation: the piping is expected to require periodic repair or partial replacement over the course of the evaluation period to maintain its function and reliability, to address general deficiencies as they occur, and to conduct renewal work in conjunction with future renovation activities. Page 148 of 458 23 4.5.6 Life Safety/Fire Protection Observation of life safety and fire protection systems, including sprinklers and standpipes (wet or dry, or both), fire hydrants, fire alarm systems, water storage, smoke detectors, fire extinguishers, emergency lighting, stairwell pressurization, smoke evacuation, etc. was undertaken and a general visual review for compliance to the accessibility for Ontarians with Disabilities Act (OADA). Description: Assessment: Recommendation: 4.6 ELECTRICAL SYSTEMS An observation to identify the electrical service provided and observe the electrical distribution system including distribution panels, transformers, meters, emergency generators, general lighting systems, and other such equipment or systems was undertaken. An observation of general electrical items, such as distribution panels, type of wiring, energy management systems, emergency power, lightning protection, etc. Identify any observed or reported special or unusual electrical equipment, systems, or devices at the subject property was also viewed. Description: Assessment: Recommendation: Based on age and observations made during the assessment, the original electrical distribution equipment is functional, and no repair or replacement is required. Page 149 of 458 24 ELECTRICAL PHOTOGRAPHS Page 150 of 458 25 5.0 KNOWN VIOLATIONS OF CODE Compliance with the Ontario Building Code and Fire Code was not reviewed as it was beyond the scope of this survey. 6.0 CONCLUSIONS AND RECOMMENDATIONS Based on the survey of the property, conducted on March 16, 2020 the Subject Building appears to be in satisfactory condition, and competitive or comparable with competing buildings in the general area with similar age. Based on our visual assessment the Subject Building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The assessment did not reveal any evidence of major structural failures, soil erosion or differential settlement. The opinions of costs presented in this report are based on unit rates published various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the site; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Page 151 of 458 Page 152 of 458 Page 153 of 458 Page 154 of 458 29 BASIC COSTS GUIDE: This table ranks indicative cost levels for preliminary budgeting and decision making. Ranking Cost Component Trades 5 Greater than $5000 May require single trades (i.e. Full repaint, or multiple trades) Recommend obtain quotes to confirm accurate cost over opinions 4 $1000 - $2500 May require multiple trades to carry out full repairs and rectification. (i.e. Roof leak requiring plumber) Recommend obtaining quotes before proceeding 3 $500 - $1000 Generally, only requires single trade (i.e. Fencing), but may require additional trades to ‘fit-off’. (i.e., Hot water system) 2 $250 - $500 Generally, only requires single trade. (i.e. Fence Repair) 1 $0 - $250 Generally, only requires single trade. (i.e. Broken Aerial) Page 155 of 458 30 7.0 LIMITING CONDITIONS Exclusive Use This report, including its information and opinions, has been prepared for the exclusive and sole use of Manager, Facilities Management Town of Aurora (the "Client"). Reliance Information provided by Appraisers Canada Inc. (ACI) is intended for Client use only. ACI will not provide results or information to any party unless disclosure by ACI is required by law. Any use by a third party of reports or documents authored by ACI or any reliance by a third party on or decisions made by a third party based on the findings described in said documents, is the sole responsibility of such third parties. ACI accepts no responsibility or liability for damages suffered by any third party as a result of decisions made or actions conducted. No other warranties are implied or expressed. Opinions of Costs Any opinions of costs expressed in this report are partially based on consultation with industry-recognized publications on costs for materials and labor. While ACI uses information available, combined with our judgment and past experience, the specific rationale and conditions forming the basis of contractors' bids, material or equipment pricing are beyond our knowledge and control. ACI can therefore not be held responsible if the final costs which may vary from these opinions of costs. As well, any opinions of costs are intended for budgeting purposes only. The scope of work and the actual costs of the work recommended can only be determined after a detailed examination of the site element in question, understanding of the site restrictions, understanding of the effects on the ongoing operations of the site/building, definition of the construction schedule, and preparation of tender documents. Opinions of costs presented in this report are also based on information received during interviews with site representatives, operations and/or maintenance staff. ACI cannot be held responsible for incorrect information received during the interview process. Should additional information become available with respect to the condition of the building and/or site elements, ACI requests that this information be brought to our attention so that ACI may reassess the conclusions presented herein. Page 156 of 458 31 Physical Limitations to Scope In accordance with the proposed scope of work, no physical or destructive testing or design calculations were conducted on any of the components of the buildings. Assessment of the original or existing building design, or detection or comment upon concealed structural deficiencies and any buried/concealed utilities or components are outside the scope of work. Similarly, the assessment of any Post Tension reinforcing is not included in the scope of work. Determination of compliance with any Codes is beyond the scope of this Work. There was no access available to the roof at time of walk though survey. Assessments As indicated above the personnel conducting the building assessment, where applicable, have performed a non-specialist review of the building and all associated finishes and related systems including the mechanical and electrical (including fire alarm and life safety) systems, Site features, etc. The personnel conducting the assessment are knowledgeable of building systems and construction, but not technical specialists in each of these fields. The intent of the comments made on these systems are for the sole purpose of identifying areas where it has been. observed a noteworthy condition which will lead to a likely significant expenditure during the term of the assignment and/or where it would recommend that the Client consider a further, more detailed investigation. The assessment is based, in part, on information provided by others. Unless specifically noted, it has been assumed that this information was correct and was relied upon in developing the conclusions. Standard of Care The assessment outlined in this report generally captured conditions that existed at the time of the site visit. The opinions and recommendations presented in this report are rendered in accordance with generally accepted professional standards for like services under like circumstances for similar locales. The opinions and recommendations are not to be construed as a warranty or guarantee regarding existing or future physical conditions or regarding compliance of systems/components and procedures/operations with the various regulating codes, standards, regulations, ordinances, etc. Page 157 of 458 Page 158 of 458 Page 159 of 458 Page 160 of 458 Page 161 of 458 Page 162 of 458 Page 163 of 458 Page 164 of 458 Page 165 of 458 Servicing The Areas Of: York | Durham | Peel | Toronto | Simcoe | Dufferin | Grey | Bruce | Haliburton | Muskoka | Parry Sound | Kawartha Lakes And Special Assignments Throughout The Province of Ontario Property Condition Assessment Report Of an Improved Commercial Property Located at: 15171 Yonge Street Aurora, Ontario Prepared for (Client): Manager Facilities Management Town of Aurora, Community Services Dept. 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 File Number: Page 166 of 458 49 Essa Rd., PO Box 648 120 Newkirk Rd., Unit 26 Barrie ON L4M 4V1 Richmond Hill ON L4C 9S7 TEL: 705-726-4651 TEL: 905-884-5499 TOLL: 1-800-665-1114 www.appraiserscanada.com i March 31, 2020 Town of Aurora, Community Services Department (client) Tel: 229 Industrial Parkway North, Aurora, Ontario L4G 4C4 e-mail: Attention: Manager Facilities Management Dear Sir: RE .........................Property Condition Assessment (“PCA”) Address.................15171 Yonge Street, Aurora, Ontario Type......................Commercial/Retail Office Building Effective Date.......March 16th, 2020 In accordance with your authorization, I have completed a PCA for the above referenced property. This report is prepared generally in accordance with the Canadian Uniform Standards of Appraisal Practice (CUSPAP) and in accordance with ASTM International - American Society for Materials and Testing (ASTM 2018-15) Standard Guide for Property Condition Assessments: Baseline Property Condition Assessment Process. The purpose of the assessment is to provide an objective, independent, unbiased professional opinion of the potential immediate and short-term repair costs associated with the subject property, if applicable. The primary objective is to visually examine and evaluate the present condition of the property elements and building The intended use of the report will be to provide Manager, Facilities Management for the Town of Aurora, identification of observed physical condition of the subject property related to a possible acquisition of the subject property. Unauthorized use of the data, analyses, and conclusions presented in this report is strictly prohibited. This report complies with the Consulting reporting requirements set forth in (CUSPAP). The information contained within the report is specific to the needs of the client and for the stated intended use. Appraisers Canada Inc. (ACI) and the author of this report are not responsible for unauthorized use of this report. The conclusions stated in this report have been completed without any environmental impact study being ordered or made. Full compliance with applicable environmental regulations and laws is assumed unless otherwise stated, defined and considered in our report. No legal survey, engineering reports, soil analysis, Page 167 of 458 ii geological studies, or chemical hazard inspections have been ordered or made in conjunction with our report. Accordingly, no responsibility is assumed concerning these matters, or other technical or engineering techniques, which would be required to discover any inherent or hidden condition in the subject property. Unless otherwise stated in this report, the existence of hazardous substances including, without limitation, asbestos, polychlorinated biphenyls, petroleum leakage, or agricultural chemicals, which may or may not be present on the property, or the abutting lands, or other environmental conditions, were not called to the attention of, nor did the author become aware of such during the appraiser’s inspection. The appraiser has no knowledge of the existence of such materials on or in the property unless otherwise stated. The author, however, is not qualified to test for, detect, investigate, or otherwise ascertain such substances or conditions and assumes no responsibility relative to the possible presence of such. Further, it is beyond the scope of the report to address the matter of any costs that might be associated with the detection, removal, correction or treatment in the event such substances exist on the subject or adjacent lands. No requests have been given to retain experts or other qualified persons to ascertain the possible existence of such materials, as such engineering fact finding is not part of the author’s mandate and no funds have been provided for such an undertaking. If the presence of substances or environmental conditions affect the property, then the estimates, which is predicated on the assumption that there is no such condition on or in the property or in such proximity thereto, would be subject to revision. No responsibility is assumed for any such conditions or for any expertise or knowledge required to discover them. It is respectfully suggested that the client retain appropriate experts or qualified persons to address such matters. This report has been prepared on the assumption that the property complies with all requirements of the authorities having jurisdiction over environmental matters. The estimates reported may not reflect the actual or true costs of the deferred items, should the property be found to be contaminated. We collect personal information to better serve our clients, for security reasons and to provide clients and potential clients with information about our services. We may retain any personal information provided for as long as necessary to provide our services and respect our obligations to governmental agencies and other third parties. The information will remain confidential to Appraisers Canada Inc., to businesses working for us, and to any organization that acquires part or all our business, provided that they agree to comply with our privacy policy. By accepting this report, you are agreeing to maintain the confidentiality and privacy of any personal information contained herein and to comply in all material respects with the contents of our Privacy Policy. If you wish to see a copy of our Privacy Policy, or have privacy questions or concerns,please contact our Privacy Policy Administrator, Appraisers Canada Inc. by phoning (800) 665- 1114 or by e-mail to admin@appraiserscanada.com Page 168 of 458 iii Caution – for electronic transmission of this document. Computer software applications are available in the marketplace that when utilized together with astute, intuitive, knowledgeable, computer hardware and software technicians and hobbyists’ alike documents can knowingly be altered unbeknownst to the original author, when the document is transmitted electronically. Further, the printing of a document may not appear precisely as created by the writer, altered or unaltered. The only way one can be almost certain of having an unaltered document is to have the original document signed in original blue ink and delivered by the document writer or his/her designate in hard copy. We trust that you will find the details of this Report relevant to your decisions. Should you have any further questions, please do not hesitate to contact the writer. Yours very truly, /gr Page 169 of 458 TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY...............................................................................................................2 2.0 INTRODUCTION .........................................................................................................................4 3.0 SCOPE AND PROCEDURE...........................................................................................................4 4.0 SYSTEM DESCRIPTION................................................................................................................6 4.1 SITE AND BUILDING INFORMATION....................................................................................6 4.2 STRUCTUREAL FRAME AND BUILDING ENVELOPE..............................................................8 4.2.1 Roofing.......................................................................................................................8 4.2.2 Exterior Walls ..........................................................................................................1 0 4.2.3 Foundation and Building Frame..............................................................................11 4.2.4 Insulation.................................................................................................................11 4.3 INTERIOR FINISHES............................................................................................................12 4.4 SITE FEATURES ..................................................................................................................16 4.4.1 Topography..............................................................................................................16 4.4.2 Storm Water Drainage.............................................................................................17 4.4.3 Paving, Curbing, Parking, Landscaping....................................................................18 4.4.4 Ingress and Egress...................................................................................................19 4.5 MECHANICAL SYSTEM.......................................................................................................21 4.5.1 Major Service Providers...........................................................................................21 4.5.2 Utilities.....................................................................................................................21 4.5.3 Heating, Ventilation and Air Conditioning (HVAC)..................................................22 4.5.4 Domestic Hot Water................................................................................................24 4.5.5 Plumbing..................................................................................................................24 4.5.6 Life Safety/Fire Protection.......................................................................................25 4.6 ELECTRICAL SYSTEMS........................................................................................................25 5.0 KNOWN VIOLATIONS OF CODE ...............................................................................................27 6.0 CONCLUSIONS AND RECOMMENDATIONS .............................................................................27 7.0 LIMITING CONDITIONS............................................................................................................32 ADDITIONAL Professional Profile Retainer Letter Page 170 of 458 1 SUBJECT PROPERTY PHOTOGRAPH Page 171 of 458 2 1.0 EXECUTIVE SUMMARY Appraisers Canada Inc. (“ACI”) was retained by Manager, Facilities Management Town of Aurora (Client) to conduct a Property Condition Assessment of the property referred to as 15171 Yonge Street, (“subject property”), in the Town of Aurora, Ontario. As discussed with the client, this report was to provide an opinion of overall physical condition of the subject building based on a non-intrusive basis. This scope of work did NOT include any specialist review of items regarding any of the components such as mechanical/electrical systems, structural components, etc. This may be recommended for a property the age of the subject once the results of this report are completed. ACI was advised by the client that the intended use of this report was to assist in the possible decision to acquire the subject property. The site visit was completed on March 16, 2020. All areas of subject property were accessible at the time of the site visit, except the roof. A roofing expert should be retained if further investigation is required. The owner advised that has been the roofing company to maintain the roof. Attempts were made to contact with no response provided. THE SITE The subject site appears to be a rectangular shape having a frontage of approximately 54.87 feet located along Yonge Street by a depth of approximately 115.09 feet along Mosley street and containing a total area of approximately 8,035 square feet. The site is fully serviced and connected to municipal services. The site is gently sloping away from the building, where the front and rear of the site has runoff that is directed toward the street. No landscaping was evident other than a rear retaining wall made of concrete interlock panels. Municipal storm water drains are located on the street and on the property to the south which is under the same ownership. The site is fully paved with asphalt at the rear of the building. Parking is available along the rear lot line of property. THE BUILDING According to public records the original structure was built in approximately 1957 and reconstructed with additions to in approximately 1982 and contains ground floor retail and second floor offices. The subject property, according to public records, comprises of approximately 10,537 square feet with ground floor being retail space of approximately 5,500 square feet and the second floor being offices of approximately 5,037 square feet. The subject building appears to be in average condition, commensurate with its age, and in comparable standing to other similar commercial properties in the area. Based on our visual observation the building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The observations did not reveal any visual evidence of major structural failures, soil erosion or differential settlement. This was all revealed via visual observation and walk through. Page 172 of 458 3 Specifically, the subject building is constructed with a solid masonry building with slab on grade. The superstructure of the building is solid masonry walls with brick veneer facade. ROOF STRUCTURE AND COVERING Based on our interview with the owner, the tar and gravel roof is assumed to be in average condition, In our experiences and based on cost manuals and age life cycle tables, the physical life of a built-up tar and gravel roof is approx. 25 to 40 years. The roof was not accessible at time of inspection, however, based on our inspection and observation from interior, major leaks from roof were not found. Based on our experiences, no immediate replacement of the roof is evident however given its age and proper maintenance, its life cycle, while extended, is likely to require replacement DEFINITIONS Immediate Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 60-90 days to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). Short Term Repairs – Events that require immediate attention (i.e., events that are recommended to occur within the next 3 years to prevent further deterioration to a major system or component, to prevent possible injury due to an unsafe condition, and/or to address a possible Code violation). OPINIONS OF PROBABLE COST The opinions of costs presented in this report are based on unit rates published by various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the property; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Of note, recommendations, repairs for items in this report are exclusive of HST Page 173 of 458 Page 174 of 458 5 code requirements have been met or building permits were obtained prior to construction of any interior development. The following is a summary of the scope of work that will be considered. A visual observation of the property to assess the condition of the major elements Review of general documentation on the repair/maintenance history of the elements, if available Cursory review of previous reports pertaining to the Subject Building, if made available by the Site Representative Interviews and discussions with on-Site personnel regarding the repair/maintenance conducted on the Subject Building Documentation of observed existing deficiencies observed within the various elements Photographic documentation of various components and observed deficiencies; and Compilation of findings in a formal written report including observed deficiencies, together with a list of recommendations for repair/replacement with associated estimated costs for both immediate and short term The report provides: A basic description of each of the various major components of the Subject Building; A list of deficiencies noted with respect to the components examined; and Recommendations and cost estimates for the corrections recommended. Cost estimates provided in this report are preliminary and provided only as an indication of the order of magnitude of the remedial work. These values have been arrived at by determining a representative quantity from the visual observations made at the time of our site visit and by applying current market value unit costs to such quantities and/or a reasonable lump sum allowance for the work. More precise cost estimates would require more detailed investigation to define the scope of work. They are not intended to warrant that the final costs will not exceed these amounts or that all costs are covered. The estimates assume the work is performed at one time and do not include costs for potential de- mobilization and re-mobilization if repairs/replacement are spread out over the term of analysis. All costs are identified in Canadian Dollars, and do not include consulting fees or applicable taxes. The opinions of cost are based on unit rates published by various industry costing services and other costing sources combined with local experience gained by Appraisers Canada Inc., inclusive of the consultation of professionals in the various industries of mechanical, electrical and structural maintenance and repair. The costs are inclusive of "soft" costs such as contractor overhead and & profit, ancillary demolition/repairs, contingency allowance and consulting fees (i.e., design, inspection, testing, etc.), where these are applicable. The quantities associated with each event have been roughly estimated during the "walk-through" site visit and do not represent exact measurements or quantities. Page 175 of 458 6 4.0 SYSTEM DESCRIPTION 4.1 SITE AND BUILDING INFORMATION Site Address:15171 Yonge Street, Aurora, Ontario Site Type:Office and Retail Building Existing Land Use Type:Commercial Primary On-Site Activity:Commercial Page 176 of 458 Page 177 of 458 8 4.2 STRUCTURAL FRAME AND BUILDING ENVELOPE Observations of the building’s exterior generally are limited to vantage points that are on-grade or from readily accessible balconies or rooftops was undertaken. 4.2.1 Roofing Identify and observe drainage for evidence and/or the need for the material roof systems (exposed membrane and flashings) including, parapets, slope, material repairs, evidence of significant ponding, or evidence of roof leaks. Inquire as to the age of the material roofing system(s) Description: It is reported by the owner that the building has a flat tar and gravel roof and a membrane. The roofing assemblies are understood to include steel and wood joists and steel and wood decking and was not visible from interior area. The scope of the work did not include destructive testing. Storm water directly runoff from the roof because of the slope of the roof, and discharges through the building’s exterior drainpipes and onto paved surfaces. Assessment: A roof top inspection is not applied at time of inspection due to the safety and access issues. However, based on our inspection from the interior observation and aerial GIS mapping the roof was original condition, to the owner had some remedial work done in 2016. In our experiences and based on cost manuals, the physical life of a tar and gravel roof is 25 to 40 years. Although there was no leaking into the building from visual observation from the interior of the premises at time of inspection due to the weather, based on the foregoing, the roof of the building is in average condition but reaching end of its economic life cycle. Page 178 of 458 Page 179 of 458 Page 180 of 458 Page 181 of 458 12 4.3 INTERIOR FINISHES An observation of typical common areas including, but not limited to, lobbies, corridors, assembly areas, and restrooms. Identify and observe typical finishes, that is, flooring, ceilings, walls, etc., and material building amenities or special features was undertaken. Description: Subject building also contains multiple washrooms which are in average condition, no noteworthy issues were found during inspection. Assessment: The office area and bathrooms are in average condition and provide typical functions. All the interior finishing would generally be completed by any prospective tenant. Therefore, while the improvements are deemed to be acceptable for the current tenants, they most likely would be changed if a tenant vacates the premises. Recommendation: None. Page 182 of 458 13 INTERIOR PHOTOGRAPHS Page 183 of 458 14 INTERIOR PHOTOGRAPHS Page 184 of 458 15 INTERIOR PHOTOGRAPHS Page 185 of 458 16 4.4 SITE FEATURES 4.4.1 Topography An observation of the general topography and any unusual or problematic features or conditions was undertaken. Description: The topography of the site is level to adjacent ground and street. The subject site provides gently slope away from building to drain water. Surface drainage is directed to catch basins via slopes that are built into the parking lot pavement surfaces, both front and rear, and onto the municipal drains on street. Assessment: No significant deficiencies or deterioration associated with the site topography was observed or reported during the site visit. Recommendation: No significant capital expenditures pertaining to the site topography are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Page 186 of 458 17 4.4.2 Storm Water Drainage An observation of the storm water collection and drainage system and note the presence of on-site surface waters, and retention or detention basins was undertaken. Description: Paved driveway and parking area on the subject site is sloped to direct storm water runoff towards catch basins that are located on the rear parking area to the property, and they are reported to connect with the municipal storm sewer system. As mentioned in Roof section, the storm water runoff from slope roof surface is lead to the surface ground and drain to municipal drainage. Assessment: No significant major ponding or erosion was noted during the assessment. The storm water system appeared to provide adequate runoff drainage, and no evidence of storm water runoff from adjacent properties was noted. However, there was no rainfall at time of inspection to confirm appropriate drainage. Recommendation: No significant capital expenditures pertaining to the site topography are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Cracks, loose pavement, concrete walks, proper drainage should always be monitored and mitigated. Page 187 of 458 18 4.4.3 Paving, Curbing, Parking, Landscaping An observation of the material paving and curbing systems. Identify the types of parking, that is, garage, surface, subsurface, etc., the number and types of parking and loading spaces, and any reported parking inadequacies. Note the source of the information relating to thenumber and types of parking and loading spaces. sidewalks, plazas, patios, landscaping (trees, shrubs, lawns, fences, retaining walls, and material site appurtenances (irrigation systems, fountains, lighting, signage, ponds, etc.) was undertaken. Description: Surface-level, paved parking areas on the property are located along the easterly lot line. The parking areas have painted lines to delineate parking stalls. Also, there was no handicap parking. The site is landscaped minimally with a concrete interlock retaining wall along the east lot line. Assessment: The site shows signs of wear over time as it appears to be in original condition. There are no cost assessments considered within the next 3 years. Periodic maintenance is always recommended for any building system or site. Handicap parking should be provided and maximum parking efficiency is always a priority. It is not considered a cost within this report. Recommendation: No significant capital expenditures pertaining to the paving, curbing, parking and landscaping are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Cracks, and landscaping should always be monitored and mitigated as needed. Page 188 of 458 19 4.4.4 Ingress and Egress An observation of the major means of ingress and egress was undertaken. Description: Surface-level, paved parking areas at the property are located along the easterly lot line. The parking areas have painted lines to delineate parking stalls. Also, there was no handicap parking. The site is landscaped minimally with a concrete interlock retaining wall along the east lot line. The only vehicular access point is off the side street known as Mosley Street. Assessment: The site shows signs of wear over time as it appears to be in original condition. There are no cost assessments considered within the next 3 years. Periodic maintenance is always recommended for any building system or site. Recommendation: No significant capital expenditures pertaining to the ingress, egress, paving, curbing, parking and landscaping are anticipated over the next three (3) years, apart from ongoing routine maintenance and repairs. Cracks, and landscaping should always be monitored and mitigated as needed Page 189 of 458 20 SITE PHOTOGRAPHS Page 190 of 458 21 4.5 MECHANICAL SYSTEM 4.5.1 Major ServiceProviders The following providers serve the subject property: 4.5.2 Utilities Description: The Subject Building connects to municipal water and sewer systems. Natural gas is supplied to the building from a gas main that is presumably located below adjacent municipal roadways. Assessment: Recommendations: No significant deficiencies associated with utility services were reported or observed. The quantity of electricity and pressure of the utilities provided are understood to be adequate for their intended use. The utility meters, where observed, appeared to be in good condition. Page 191 of 458 Page 192 of 458 23 HVAC PHOTOGRAPHS Page 193 of 458 24 4.5.4 Domestic Hot Water Description: Assessment | Recommendation: Domestic hot water heater and supply appear in good condition. 4.5.5 Plumbing Identify and observe the material plumbing systems including piping (sanitary, storm and supply water), fixtures, domestic hot water production, and note any special or unusual plumbing systems. Description: The Town of Aurora provides the building with a domestic cold-water supply and sanitary/storm sewer hook-ups. The domestic water supply for the building enters through a common water meter room at the south side of the building. Where visible, the domestic water distribution piping was copper and plastic, and the sanitary waste and rainwater piping appeared to be galvanized piping. Plumbing fixtures observed in washrooms within the building were standard commercial-grade models that were equipped with manual water valves. Sinks set within the counter tops of wood- framed cabinetry were typical. Assessment: The building's plumbing systems generally appeared to be performing as intended. There does not appear to be any existing issues related to any isolation. Recommendation: the piping is expected to require periodic repair or partial replacement over the course of the evaluation period to maintain its function and reliability, to address general deficiencies as they occur, and to conduct renewal work in conjunction with future renovation activities. Page 194 of 458 25 4.5.6 Life Safety/Fire Protection Observation of life safety and fire protection systems, including sprinklers and standpipes (wet or dry, or both), fire hydrants, fire alarm systems, water storage, smoke detectors, fire extinguishers, emergency lighting, stairwell pressurization, smoke evacuation, etc. was undertaken and a general visual review for compliance to the accessibility for Ontarians with Disabilities Act (OADA). Description: Assessment: Recommendation: 4.6 ELECTRICAL SYSTEMS An observation to identify the electrical service provided and observe the electrical distribution system including distribution panels, transformers, meters, emergency generators, general lighting systems, and other such equipment or systems was undertaken. An observation of general electrical items, such as distribution panels, type of wiring, energy management systems, emergency power, lightning protection, etc. Identify any observed or reported special or unusual electrical equipment, systems, or devices at the subject property was also viewed. Description: Assessment: Recommendation: Page 195 of 458 26 PLUMBING AND ELECTRICAL PHOTOGRAPHS Page 196 of 458 27 5.0 KNOWN VIOLATIONS OF CODE Compliance with the Ontario Building Code and Fire Code was not reviewed as it was beyond the scope of this survey. 6.0 CONCLUSIONS AND RECOMMENDATIONS Based on the survey of the property, conducted on March 16, 2020 the Subject Building appears to be in satisfactory condition, and competitive or comparable with competing buildings in the general area with similar age. Based on our visual assessment the Subject Building appears to have been constructed in general accordance with standard building practices in place at the time of construction. The assessment did not reveal any evidence of major structural failures, soil erosion or differential settlement. The opinions of costs presented in this report are based on unit rates published various industry costing services, combined with local experience and professional relationships that ACI has in the marketplace related to experts in respective fields of concern. A cost threshold of $3,000 has generally been used in reporting opinions of cost associated with the site; however, this cost threshold may have been lowered to include events that are considered "immediate" in nature, aggregate valuations, or items that should be considered. We recommend that all maintenance contracts, and reserve fund documents be reviewed in conjunction with the opinions of costs presented in this report. Page 197 of 458 Page 198 of 458 Page 199 of 458 Page 200 of 458 31 BASIC COSTS GUIDE: This table ranks indicative cost levels for preliminary budgeting and decision making. Ranking Cost Component Trades 5 Greater than $5000 May require single trades (i.e. Full repaint, or multiple trades) Recommend obtain quotes to confirm accurate cost over opinions 4 $1000 - $2500 May require multiple trades to carry out full repairs and rectification. (i.e. Roof leak requiring plumber) Recommend obtaining quotes before proceeding 3 $500 - $1000 Generally, only requires single trade (i.e. Fencing), but may require additional trades to ‘fit-off’. (i.e., Hot water system) 2 $250 - $500 Generally, only requires single trade. (i.e. Fence Repair) 1 $0 - $250 Generally, only requires single trade. (ie. Broken Aerial) Page 201 of 458 32 7.0 LIMITING CONDITIONS Exclusive Use This report, including its information and opinions, has been prepared for the exclusive and sole use of Facilities Management Town of Aurora (the "Client"). Reliance Information provided by Appraisers Canada Inc. (ACI) is intended for Client use only. ACI will not provide results or information to any party unless disclosure by ACI is required by law. Any use by a third party of reports or documents authored by ACI or any reliance by a third party on or decisions made by a third party based on the findings described in said documents, is the sole responsibility of such third parties. ACI accepts no responsibility or liability for damages suffered by any third party as a result of decisions made or actions conducted. No other warranties are implied or expressed. Opinions of Costs Any opinions of costs expressed in this report are partially based on consultation with industry-recognized publications on costs for materials and labor. While ACI uses information available, combined with our judgment and past experience, the specific rationale and conditions forming the basis of contractors' bids, material or equipment pricing are beyond our knowledge and control. ACI can therefore not be held responsible if the final costs which may vary from these opinions of costs. As well, any opinions of costs are intended for budgeting purposes only. The scope of work and the actual costs of the work recommended can only be determined after a detailed examination of the site element in question, understanding of the site restrictions, understanding of the effects on the ongoing operations of the site/building, definition of the construction schedule, and preparation of tender documents. Opinions of costs presented in this report are also based on information received during interviews with site representatives, operations and/or maintenance staff. ACI cannot be held responsible for incorrect information received during the interview process. Should additional information become available with respect to the condition of the building and/or site elements, ACI requests that this information be brought to our attention so that ACI may reassess the conclusions presented herein. Page 202 of 458 33 Physical Limitations to Scope In accordance with the proposed scope of work, no physical or destructive testing or design calculations were conducted on any of the components of the buildings. Assessment of the original or existing building design, or detection or comment upon concealed structural deficiencies and any buried/concealed utilities or components are outside the scope of work. Similarly, the assessment of any Post Tension reinforcing is not included in the scope of work. Determination of compliance with any Codes is beyond the scope of this Work. There was no access available to the roof at time of walk though survey. Assessments As indicated above the personnel conducting the building assessment, where applicable, have performed a non-specialist review of the building and all associated finishes and related systems including the mechanical and electrical (including fire alarm and life safety) systems, Site features, etc. The personnel conducting the assessment are knowledgeable of building systems and construction, but not technical specialists in each of these fields. The intent of the comments made on these systems are for the sole purpose of identifying areas where it has been. observed a noteworthy condition which will lead to a likely significant expenditure during the term of the assignment and/or where it would recommend that the Client consider a further, more detailed investigation. The assessment is based, in part, on information provided by others. Unless specifically noted, it has been assumed that this information was correct and was relied upon in developing the conclusions. Standard of Care The assessment outlined in this report generally captured conditions that existed at the time of the site visit. The opinions and recommendations presented in this report are rendered in accordance with generally accepted professional standards for like services under like circumstances for similar locales. The opinions and recommendations are not to be construed as a warranty or guarantee regarding existing or future physical conditions or regarding compliance of systems/components and procedures/operations with the various regulating codes, standards, regulations, ordinances, etc. Page 203 of 458 Page 204 of 458 Page 205 of 458 Page 206 of 458 Page 207 of 458 Page 208 of 458 Page 209 of 458 Page 210 of 458 Page 211 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Information Report No. FIN25-027 Subject: Historical Summary of the Town’s Reserve Balances Prepared by: Sandeep Dhillon, Senior Financial Management Advisor Department: Finance Date: May 13, 2025 In accordance with the Procedure By-law, any Member of Council may request that this Information Report be placed on an upcoming Committee of the Whole or Council meeting agenda for discussion. Executive Summary This report provides a summary of the Town’s reserve balance history from 2009 to 2024, as well as a summary of any key impacting drivers to these reserves. • Since 2009 the number of reserves and how they have been managed has changed significantly over time • The Town adopted a more detailed set of asset management reserves in 2013 in support of enhanced capital planning and budgeting • In 2015, the Town expanded Development Charge (DC) reserves to formally align with legislation • Special purpose reserves are created and discontinued as needed • Growth reserve balances may fluctuate from year to year because of development revenue inflows • Changes to the capital budget framework improved the Town’s ability to manage reserves in 2020 • Changes to the Development Charges Act resulted in the consolidation of indoor and outdoor recreation into a single service category in 2021 Background Reserves are one of the most important tools available to municipalities for achieving financial sustainability and flexibility. Reserves not only assist municipalities in managing risks, but they also play a role in the financing of capital costs and the Page 212 of 458 May 13, 2025 2 of 5 Report No. FIN25-027 provision of affordable and stable services to constituents. Through the management of reserves, the Town can plan the future reserve draws and contributions needed to support its long-term capital plan. During the March 4 Committee of the Whole meeting, Council requested that staff bring a report back providing a history of the Town’s reserve balances from 2009 to 2024. Analysis Since 2009 the number of reserves and how they have been managed has changed significantly over time The schedule of reserve fund (attachment 1) provides a detailed history of Town reserve balances from 2009 to 2024. However, year over year reserve balance comparison is not feasible from 2009 to 2021 because of the significant changes to the reserve structure or how the reserves are managed. Some of the prominent changes which impacted the number of reserves, and they are managed are discussed further in this report. The Town adopted a more detailed set of asset management reserves in 2013 in support of enhanced capital planning and budgeting Prior to 2013, asset management capital budget was funded from a total of three reserves consisting of the Working Fund, Municipal Capital and Fleet & Equipment reserves. In 2013 the Working Fund and Municipal Capital reserves were discontinued and new individual reserves for roads & related, facilities, information technology, parks and recreation were created. In 2015, the Town expanded Development Charge (DC) reserves to formally align with legislation The Town has always collected development charges as per the services lines defined within the Development Charges Act (i.e. Roads & Related, Fire Services, etc.). However, up until 2015 the Town pooled all collected development charge revenues within a single reserve. Staff would track the balances for each specific service line in a separate spreadsheet. In 2015, the Town expanded the single development charge reserve to multiple reserves aligning with the service lines as defined within the Development Charges Act, eliminating the need for tracking on a spreadsheet outside of the financial system. Page 213 of 458 May 13, 2025 3 of 5 Report No. FIN25-027 Special purpose reserves are created and discontinued as needed Special Purpose reserves are funds set aside by Council, or in response to legislation, that provide financial capacity for specific purposes. These purposes have included the capture of prepaid development revenue in support of specific new infrastructure construction or the renewal of existing town infrastructure in the future. These reserves may also capture building inspection fees, infrastructure design and street trees to be planted upon completion of the site and other similar items. Other special purpose funds have been established to provide for stabilization funding to protect the annual operating budgets from fluctuation due to periodic significant or unusual events, such as insurance claims or winter control reserve funds. Once a specific reserve is no longer required, it is closed. Growth reserve balances may fluctuate from year to year because of development revenue inflows The primary source of funding for many of the Town’s growth reserves is revenue from development. When development activity is high, so are the Town’s development revenues; however, the opposite is true when development slows. This may lead to a high reserve balance in a year that development activity is high and lower balances when the pace of development slows. Some examples of growth reserve balances that are sensitive to changes in annual development include Development Charges, Cash In Lieu of Parkland, landscape fee, building and Community Benefit Charge reserves. Changes to the capital budget framework improved the Town’s ability to manage reserves in 2020 Changes to the Town’s capital budget framework in 2020 improved the ability to manage reserves in support of the capital budget. A key change made related to the timing of when reserve funds were allocated toward capital projects. Prior to 2020, the Town would allocate reserve funds to a capital project upon budget approval, prior to any expenditure taking place. This tied up funds that were unlikely to be spent immediately. However, as per the fiscal strategy pillar investment management, reserves should be managed in a way where we know when the funds are needed. Therefore, starting in 2020, the Town began allocating reserve funds to capital projects matching their actual expenditures. This enabled the town to optimize investment returns. Also, it improves Page 214 of 458 May 13, 2025 4 of 5 Report No. FIN25-027 PSAS reporting as it aligns with the matching principle for deferred revenue (i.e. DC revenue cannot be recognized until it is used in capital development). This practice ensured no reserve funds were being unnecessarily tied up, allowing any funds that are not required immediately to be reallocated to other funding priorities and/or invested. Changes to the Development Charges Act resulted in the consolidation of indoor and outdoor recreation into a single service category in 2021 The Development Charge Act has undergone numerous changes since 2020. One such changed included the consolidation of the individual indoor and outdoor recreational services into a single Parks & Recreation service. To ensure the Town remained compliant with the numerous changes the Development Charges Act, on June 22, 2022, Council approved amending DC Bylaw No. 6357-21. This bylaw’s changes included the consolidation of the indoor and outdoor recreational services into the single Parks & Recreation service category. Upon this bylaw’s approval staff followed suit consolidating the balances of the two individual recreation service reserves into single similarly named reserve. Advisory Committee Review None Legal Considerations None Financial Implications There are no direct financial implications from this information report. Communications Considerations The Town’s reserve balances are posted on the Town’s website annually. Climate Change Considerations This report does not impact greenhouse gas emissions or impact climate change adaptation. Page 215 of 458 May 13, 2025 5 of 5 Report No. FIN25-027 Link to Strategic Plan Reserve Management supports all aspects of the strategic plan. Specifically, this report supports the Plan principles of Leadership in Corporate and Financial Management, Leveraging Partnerships, and Progressive Corporate Excellence and Continuous Improvement. Alternative(s) to the Recommendation 1. None Conclusions Through the management of reserves, the Town can plan the future reserve draws and contributions needed to support the long-term capital plan. By taking a long-term view of reserves, the Town can plan for future increases in asset management capital plan needs and more effectively fund them over time while minimizing the annual impact to tax and ratepayers. Attachments Attachment 1 – Schedule of Reserve Funds Previous Reports None Pre-submission Review Agenda Management Team review on April 24, 2025 Approvals Approved by Rachel Wainwright-van Kessel, CPA, CMA, Director, Finance Approved by Doug Nadorozny, Chief Administrative Officer Page 216 of 458 Town of AuroraSCHEDULE OF RESERVE FUNDSShown in $000'sBalance as of December 31st ($000’s) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024A. Reserves for Asset ManagementTax Rate FundedWorking Fund$2,135 $2,153 $2,204 $2,290Municipal Capital $3,486 $3,277 $7,109 $5,266Roads & Related$2,113 $3,069 $2,924 $2,848 $4,684 $252 $2,606 $5,380 $6,831 $10,575 $10,183 $6,133Federal Gas Tax Reserve$388 $682 $419 $1,139 $667 $114$399 $1,164 $1,201 $1,857 $5,377 $7,529 $5,193 $3,667 $2,004 $242Facilities$528 $1,309 $609 $832 $427 $536 $1,102 $5,617 $7,141 $8,119 $7,392 $8,847Fleet & Equipment$125 $74 $149 $233 $751 $920 $1,209 $1,355 $968 $895 $1,068 $1,758 $931 $3,365 $3,735 $4,345Parks & Recreation$1,190 $1,200 $1,786 $2,046 $1,668 $1,302 $1,565 $3,031 $3,128 $2,861 $3,352 $3,268Information Technology$47 $100 $305 $251 $113($120) ($1,036)$1,472 $1,448 $1,880 $1,490 $1,605Discretionary R&R Reserve$148 $18($0) ($284) ($208) ($114) ($224)Emerald Ash Borer Remediation$100 $97 $99 $100 $101 $103 $349 $319 $206 $144 $118 $122St Max Artificial Turf$64 $97 $130 $164 $197 $235 $306 $342 $378 $419 $466 $507Ontario Community Infrastructure Fund (OCIF)$0 $0 $0 $0 $0 $98 $98$2$0$0($45) ($165)Total Tax Rate Funded Asset Management $6,133 $6,186 $9,880 $8,928 $5,609 $6,925 $7,461 $8,475 $9,151 $5,044 $11,211 $25,452 $25,255 $31,030 $28,696 $24,904 User Rate FundedWater($558) ($1,013) ($1,742) ($2,046) ($1,528) ($570)$810 $4,281 $6,061$6,912 $7,559 $8,917 $10,726 $12,148 $12,430 $12,578Wastewater($4)$449 $833 $516 $682 $1,633 $1,005 $1,877 $3,272 $4,886 $6,348 $7,943Stormwater$1,372 $1,065 $1,846 $485 $2,610 $4,482 $3,315$4,092 $3,688 $1,879 $3,469 $7,613 $8,932 $11,140 $13,909 $14,225Total Utility Rate Funded Asset Management $814 $52 $104 ($1,561)$1,079 $4,360 $4,958 $8,888 $10,431 $10,424 $12,033 $18,408 $22,930 $28,174 $32,686 $34,746 Total_Asset Management Reserves$6,947 $6,238 $9,984 $7,367 $6,688 $11,285 $12,419 $17,363 $19,582 $15,468 $23,244 $43,859 $48,186 $59,204 $61,382 $59,650 B. Reserves for New InfrastructureDevelopment Charges (DC) Reserve FundsDevelopment Charges Reserve Funds$3,168 $3,243 $124($6,536) ($12,317) ($8,898)General Government($911) ($711) ($662) ($513) ($331) ($203)$571 $241 $443 $356Fire Services$1,427 $504 $322($3,126) ($3,527)($1,961) ($2,206) ($2,433) ($2,203) ($2,061)Outdoor Recreation DC($3,927) ($2,377) ($3,936) ($12,347) ($14,969) ($3,005)Indoor Recreation DC($4,815)$3,714 $5,207 $3,982 $5,277 $8,403Parks & Recreation $1,974 $4,171 $3,069($1,709)Library Services$2,270 $3,797 $3,831 $3,266 $3,377$3,383 $1,193 $1,612 $1,974 $68Municipal Parking Services$304 $328 $336 $350 $365 $375 $396 $414 $431 $429Roads & Related$7,765 $7,540 $6,636 $5,977 $7,927$9,835 $12,850 $14,765 $14,357 $17,838Water$794 $1,213($22) ($881)$488 $739 $1,010 $1,211 $1,365 $1,802Sewers$3,036 $1,826 $510 $149 $551 $623 $1,119 $1,480 $1,750 $2,302Total Development Charges$3,168 $3,243 $124 ($6,536)($12,317)($8,898)$5,944 $15,832 $12,223 ($3,143)($841)$18,189 $16,908 $21,460 $21,186 $19,025 Attachment 1Page 217 of 458 Town of AuroraSCHEDULE OF RESERVE FUNDSShown in $000'sBalance as of December 31st ($000’s) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Non DC New Infrastructure ReserveGrowth & New Capital Reserve$1,255 $1,362 $577($82)$43($2,647) ($1,002)$1,892 $2,378 $4,302 $5,548 $7,864Studies & Other Capital Reserve$340 $403 $599 $1,178 $1,179 $906 $431 $1,024 $868 $1,127 $1,599 $1,512Dev/Sale of Municipal Lands($1,210) ($1,242) ($243) ($2,011) ($1,571) ($1,623)$1,880($8) ($119)$7,063 $10,256 $11,223 $3,552 $3,470 $3,566 $3,600Byvw/Wlgtn Laneway Replacement $23 $28 $33 $39Syphon Annuity $41 $41 $42 $44Heron Annuity $45 $45 $46 $48 $49 $50Cash in Lieu of Parkland $11,204 $11,645 $11,213 $12,678 $12,581 $14,507 $8,595 $4,445$7,140 $8,521 $13,188 $14,787 $19,773 $25,127 $26,416 $11,129Cash in Lieu of Parking $3 $3 $3 $73 $75 $76 $77 $78 $79 $81 $84 $82 $40 $41 $43 $43Parks New Capital $677 $681 $602 $571 $584 $584 $582 $627 $633 $649 $670 $695 $692 $708 $734 $749Municipal Roads Infrastructure $693 $408 $418 $434Community Benefit Fee$1,452 $1,885 $1,961 $2,553 $2,633 $2,672 $2,685 $250 $410 $418Engineering Inspections Fees $3,644$3,327 $2,666 $2,356 $2,323 $3,140 $2,706 $2,386 $2,089$2,144 $2,212 $2,262 $2,273 $2,328 $2,414 $2,450Landscape Inspection Fees $762 $672 $342 $233 $347 $1,184$1,835 $2,071 $1,665 $1,787 $1,935$2,120 $2,366 $2,558 $2,570 $2,975Other Development Revenue in Support of $907Total New Infrastructure Reserves$19,051 $18,852 $15,246 $7,930 $3,666 $10,786 $24,247 $28,412 $26,893 $17,914 $29,565 $54,946 $51,534 $61,371 $64,486 $50,671 C. Reserve Funds for Special PurposesStabilizationTax Rate Stabilization $266 $268$566 $325 $3,285 $2,691 $3,765$4,324 $4,850 $4,695 $7,101 $8,256 $9,306 $6,276 $6,890 $6,405Future Legal $612 $399 $48 $50Election Reserve $199 $59 $83 $148 $212 $67 $141 $226 $312 $122($160)$258 $352 $237 $380 $494WSIB $625 $757 $917 $1,092 $1,222 $650 $700 $734 $767 $815 $872 $888 $1,039 $1,192 $1,211 $1,614Debt Deferral - Library($2,360) ($2,353) ($2,160) ($2,010) ($1,777)($1,536) ($1,287) ($1,030) ($758) ($484) ($210)$82Insurance Reserve $272 $274 $25 $26$185 $370Winter Control Reserve Fund $83 $153 $86 $90 $505 $518 $534 $542 $545 $786 $855 $961Total Stabilization Reserves($304)($442)($435)($280)$2,942 $1,871 $3,319 $4,254 $5,676 $5,666 $8,137 $10,026 $11,242 $8,491 $9,522 $9,844 Other Special Purposes ReservesTrails Donations$4 $4 $4 $5 $2 $2 $2 $123 $128 $130Green Initiatives$23 $56 $85($23)$53 $158 $205 $228 $264 $325 $375 $412Heritage Fund$241 $245 $247 $236 $242 $317 $321 $323 $331 $343 $350Church Street School $1 $1 $1 $1 $1 $1PW Infrastructure Management $537 $5 $13 $14Accessibility Advisory $171 $123 $39 $2 $0 $0Whitwell Donation $119 $135 $134 $140 $143 $3Zoning By-Law Review $38 $19 $0 $0 $0 $0Arts & Culture $66 $53 $65 $63 $64 $60 $56 $52 $47 $43 $39 $35 $35 $36 $33 $33Page 218 of 458 Town of AuroraSCHEDULE OF RESERVE FUNDSShown in $000'sBalance as of December 31st ($000’s) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Other Special Purposes Reserves - Cont'dPublic Art$0 $0 $0 $84 $87 $88 $347 $355 $368 $375Parks & Rec Participant Sponsorship $2 $5 $5 $5 $5 $6 $20 $27 $41 $54 $69 $70 $71 $101 $113 $152Cenotaph Restoration/ War Memorial $10 $3 $3 $3 $3 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4Recreation Sponsorships$0 $45 $103 $147 $214 $347 $375 $488 $635 $733John West Memorial Scholarship Award$30 $29 $29 $30 $29 $29 $29 $30 $31 $30Economic Development Reserve Fund$598 $454 $379 $413 $400 $431 $406 $426Building Department - Bill 124$3,018 $2,630 $1,903 $1,081 $203 $403 $2,416 $4,146 $5,404 $5,487 $5,700 $5,602 $5,860 $6,350 $6,523 $6,015Ballymore Pumping Station $84 $87 $89 $93Bayview Pumping Station $20 $22 $23 $24Beavertop Reserve $96 $96 $99 $103Aurora Sports Dome $805 $292 $588 $542Provincial Grants$2,485 $1,359 $910 $739Federal Grants$0 $17 $0 $23Other Grant Reserve$0 $1 $13 $27Tree Compensation Fee Reserve $357 $625 $901 $1,592Hydro Sale Investment Reserve Fund $32,563 $32,239 $32,392 $33,056 $33,753 $34,453 $35,478 $36,336$36,014 $30,992 $32,432 $32,936 $33,799 $33,254 $13,071 $2,079Council Discretionary Reserve Fund $1,278 $1,292$1,323 $1,177 $1,034 $1,134 $1,151 $1,020 $877 $38 $39 $40 $40 $41 $43 $44Total Other Special Purposes$38,004 $36,711 $36,090 $35,763 $35,230 $36,361 $39,490 $41,886 $43,411 $37,737 $39,516 $40,115 $45,194 $44,163 $24,483 $13,706 Total Special Purposes Reserves$37,700 $36,268 $35,655 $35,482 $38,172 $38,233 $42,809 $46,141 $49,087 $43,404 $47,653 $50,141 $56,436 $52,654 $34,005 $23,551 Total Town's Reserve's$63,698 $61,359 $60,885 $50,780 $48,526 $60,303 $79,475 $91,915 $95,562 $76,785 $100,461 $148,946 $156,156 $173,228 $159,874 $133,872 *Grey highlighted cell indicates that the reserve did not exist in that year.Page 219 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. CMS 2 5 -0 17 Subject: 24hr Warming and Cooling Emergency Centres - Feasibility Prepared by: Robin McDougall, Director of Community Services Department: Community Services Date: June 10, 2025 Recommendation 1. That Report No. CMS25-017 be received, and; 2. That Council direct staff to express the Town’s interest to York Region for Aurora to be considered as a location for a future seasonal shelter. Executive Summary The Regional Municipality of York (York Region) is the Service Manager for housing and homelessness supports and services across the Region. Council is interested in understanding the feasibility of the Town of Aurora offering extended 24hr warming and cooling centres during extreme weather events. Through discussions with York Region, staff have summarized what is currently offered and what would be required for the Town to extend its current supports beyond regular business hours.  York Region works with community partners to develop and implement an annual Cold Weather Response Plan and Heat Relief Strategy to support people experiencing homelessness during extreme weather  Consideration needs to be given to what program delivery model the Town of Aurora would use in establishing a 24-hour warming and cooling centre, given there currently are no comparable programs in the Region which blend existing warming and cooling centre functions with emergency and/or seasonal shelter and drop-in functions  Risks and mitigation strategies for after-hours use of municipal facilities as warming or cooling centres need to be considered Page 220 of 458 June 10, 2025 2 of 14 Report No. CMS25-017  Various costs implications need to be identified for the provision of 24hr warming or cooling centres  Facility recommendations for a 24hr warming or cooling centres among municipal facilities is limited due to the required provisions  Alternative options would be to partner with York Region to consider adding another seasonal shelter, encouraging it to be located within Aurora Background As the provincially designated Service Manager, York Region is responsible for the planning and delivery of housing and homelessness services, in the region, under the Provincial Housing Services Act, 2011 to which includes the following responsibilities:  Managing emergency and transitional housing delivered in partnership with community agencies  Providing homelessness prevention and housing stability supports  Administering provincial and federal funding to community agencies  Coordinating outreach, mental health and addiction services Like other local municipalities in the region, the Town of Aurora does not directly administer homelessness services but is committed to supporting regional efforts by offering its facilities (during operating hours) as warming and cooling centres during extreme weather events. During a recent Council meeting, a motion was passed asking staff to explore if the Town of Aurora could do more by opening a 24-Hours Town facility during extreme weather events. The following motion was passed on March 25, 2025. 1. Now Therefore Be It Hereby Resolved That staff, in consultation with the Region, be directed to investigate the feasibility of establishing a warming/cooling centre during extreme weather conditions on a 24-hour basis; and 2. Be It Further Resolved That the report back to Council provide information on the potential implementation of such a facility, including an assessment of costs, operational requirements, and potential locations. A feasibility assessment involves an examination to determine its practicality and viability. It assesses various aspects, including technical, legal and financial factors Page 221 of 458 June 10, 2025 3 of 14 Report No. CMS25-017 which will be summarized to provide Council options for the Town of Aurora to consider. As a first step, staff connected with York Region to learn more about its existing services for people experiencing homelessness. As York Region is responsible to facilitate and fund various services that support homelessness such as shelters, outreach programs, medical support, mental health support, meal programs, etc. it was important to understand what services are currently available to determine where/if there is a gap and the feasibility of the Town of Aurora extending its support during extreme weather events. Analysis York Region works with community partners to develop and implement an annual Cold Weather Response Plan and Heat Relief Strategy to support people experiencing homelessness during extreme weather During staff consultation with York Region, several services were shared with staff outlining the Region’s comprehensive network of emergency housing, outreach, and support programs for individuals experiencing or at risk of homelessness. Services are seasonally adapted to address both heat and cold weather conditions, including emergency shelters, drop-in centres, mobile outreach, and transportation assistance. York Region, in partnership with local municipalities and community agencies, provides a range of services and supports for people experiencing homelessness, year-round, and in response to extreme weather. During the 2024-2025 cold weather season, this included emergency housing, overflow hotels, and seasonal shelter programs. The distinctions between the Cold Weather Response Plan and Heat Relief Strategy are noted below: Plan Date Alerts/Warnings Support Services Heat Relief Strategy June 1 to September 30  Heat Warnings issued at temperatures ≥31°C or humidex ≥40 °C for two or more days.  Extended Heat Warnings issued when three or more days of extreme heat are forecasted.  Cooling supplies (water, sunscreen, instant cooling packs, hats) distributed by Outreach Services.  Transportation support to access available cooling locations indoors. Page 222 of 458 June 10, 2025 4 of 14 Report No. CMS25-017 Cold Weather Response Plan November 1 to April 30  Alerts triggered at -15°C or colder (with or without wind chill).  Special Weather Alerts for extreme snow, freezing rain, or natural disasters  Seasonal Shelters  Overflow emergency housing beds activated during cold weather alerts.  Cold weather supplies (gloves, hats, thermal underwear, instant warming packs) distributed by Outreach Services. Seasonal Shelters While emergency and transitional housing provides beds and wraparound services and supports for people experiencing homelessness year-round, seasonal shelters operate to temporarily increase system capacity and do not provide daytime accommodations or services. York Region works with municipalities and community partners, including faith-based organizations to identify appropriate, available facilities across the Region to support seasonal emergency shelter capacity expansion, where interest and capacity exist. Seasonal shelters, like emergency and transitional housing facilities, regularly operate at or near capacity and are not currently available in all nine municipalities of York Region. Shelters for the 2024-2025 Cold Weather season are listed below: Location Blue Door – Out of the Cold 7452 Reesor Road, Markham Blue Door – Out of the Cold Rotating locations in Markham, Richmond Hill, Vaughan Blue Door – Out of the Cold 18408 Yonge Street, East Gwillimbury Inn From the Cold 1816 Metro Road North, Georgina It is important to note that the seasonal shelters are offered for adults only. Every year the need and use of the seasonal shelters fluctuates, for the 2024/25 season, there were spaces available in some of the seasonal shelters where individuals needing assistance could have been sheltered. Warming and Cooling Centres Municipal facilities are open for all York Region residents to access air-conditioned or heated spaces during operating hours, which may vary by municipal facility. Depending on the facility, access to water fountains, washrooms, computers, telephones and Wi-Fi may be offered. Currently there are none that operate on a 24-hour basis. Page 223 of 458 June 10, 2025 5 of 14 Report No. CMS25-017 Warming and cooling centres do not provide dedicated programming, services or supports for people experiencing homelessness, and are intended to provide respite during extreme weather. Drop-in Programs Drop-in programs for people experiencing or at risk of homelessness differ from warming and cooling centres by providing a warm space, food and beverages, access to personal care services including washrooms with showers, clothing, access to technology and Wi-Fi, case management support to find housing, peer support and opportunities for social connection. List of drop-in centres are shown below: Provider Location Population Hours 360°kids Home Base Richmond Hill Youth (13–26) Weekdays (9 AM – 10 PM), Saturday/Sunday (10 AM - 6 PM) Belinda’s Place Newmarket Women (16+) Daily (9 AM – 9 PM) Inn From the Cold Newmarket Adults (16+) Daily, (7:30 AM – 10 PM) Inn From the Cold Georgina Adults Daily, (8 AM – 10 PM) Krasman Centre Richmond Hill Adults Monday, Thursday, Friday 10 AM – 9PM, Tuesday, Wednesday, Weekends, Holidays 10 AM – 4 PM Sutton Youth Services Georgina Youth (16-26) Daily, (9 AM – 9 PM) Outreach Services  Mobile Outreach (LOFT/Crosslinks): o Offers food, blankets, clothing, harm reduction, and referrals. o Operates 7 days/week, 2 PM – 9 PM: 1-866-553-4053  York Region Outreach Teams: o Provide case management, medical and mental health referrals. o Focused interventions during weather alerts.  Contact: Emergency Housing Central Intake Line: 1-877-464-9675 ext. 76140 When there is an emergency weather event, the outreach team proactively visits all the known camps/individuals to check in to provide them resources that they may need or to assist them in being sheltered in one of the seasonal shelters. Key Contacts and Resources  Emergency Housing Central Intake Line: 1-877-464-9675 ext. 76140 Page 224 of 458 June 10, 2025 6 of 14 Report No. CMS25-017  LOFT Outreach Van: 1-866-553-4053  Website Resources: o york.ca/EmergencyHousing o york.ca/ExtremeHeat o york.ca/ExtremeCold Consideration needs to be given to what program delivery model the Town of Aurora would use in establishing a 24-hour warming and cooling centre, given there currently are no comparable programs in the Region which blend existing warming and cooling centre functions with emergency and/or seasonal shelter and drop-in functions. As noted above, warming and cooling centres (which the Town currently offers during regular business hours) are intended to be places for members of the public to briefly stop in to warm up or cool off during extreme heat and cold weather alerts. Access to these facilities is typically offered during regular business hours and are only activated during extreme weather alerts. Services provided during current warming and cooling centres within Town facilities consists of access to a warm or cool facility, washrooms and water fountains. Enhanced services such as sleeping arrangements, food, medical support are not currently expected during daytime hours, however, offering overnight provisions will come with certain expectations from those coming in out of the elements (sleeping options, food, possible medical attention, etc.). Additionally, the recreation centres need to return to regular business as of 7am, those using the centre overnight will need to be prepared to clean up their belongings so that the facility can return to regularly scheduled activities otherwise, there will be a disruption in service. Should the Town opt to provide overnight accommodations as part of the 24-hour warming and cooling centre program, it would require additional resources to provide accommodations, including storage, overnight staffing, and security, along with bedding, meals or other basic needs typically offered at emergency and transitional housing facilities or drop-in programs. The Town would need to determine who is responsible for the oversight and implementation of the program. The functions required to deliver the program do not currently fall within any Town staff job descriptions. Provisions for these added responsibilities would need to be considered along with training and overtime compensation. Alternatively, the Town could request to have a service provider overseen by York Region to manage the activation, overnight and post-activation while a Town staff member serves as the point of contact at the Town facility for this service. Page 225 of 458 June 10, 2025 7 of 14 Report No. CMS25-017 Depending on the particular program delivery model(s) considered by the Town, a range of different program and resourcing requirements will need to be considered. To provide an overview of the types of considerations the Town of Aurora would need to explore to determine its preferred program delivery model for a 24-hour warming and cooling centre, the table below summarizes the common requirements of each program type described above. Emergency Housing Seasonal Shelters Drop-In Programs Warming and Cooling Centres Operate Year-Round x x Extended Hours x x x Overnight Hours x x Accommodations (including beds, cots, blankets) x x light snacks, warm drinks) x x x Case Management x x Basic Needs (e.g., showers, hygiene kits) x x Site near public transit x x x x Lighting that accommodates rest x x Accessible storage area x x x Restricted access to the rest of the facility x x x x Staffing x x x x Staff training (de-escalation and trauma) x x x On-site/on-call security x x X Logbook or incident reporting system x x x Harm reduction and Public Health resources x x Cleaning after activation x Laundering of supplies x x Drinking water x x x x Intake & Documentation Processes x x x Public transit/taxis information x x x x Referral contacts for transportation help x x x x Activation protocols x x Regional contacts x x x x Daytime services and housing support referrals x x Post-activation debriefs procedures x x Resources Currently Available at Town of Aurora Facilities  Heated/cooled indoor space Page 226 of 458 June 10, 2025 8 of 14 Report No. CMS25-017  Barrier-free access (accessible entrances and washrooms)  Washroom facilities (gender-inclusive if possible)  First aid kit  Sanitization and PPE equipment  Code of conduct visible  Privacy/confidentiality protocols followed Risks and mitigation strategies for after-hours use of municipal facilities as warming or cooling centres need to be considered The following outlines some of the key risks and recommended mitigation strategies for using a municipal facility as a temporary overnight warming or cooling centre during emergency weather events. This information is intended to support informed decision- making by Council, staff, and regional partners. Factor Risk Mitigation Strategy Staffing and Supervision Insufficient/untrained personnel could lead to safety risks. Partner with trained shelter/social service providers; provide overnight staff with crisis response training. Review and follow collective agreement. Staff would need to be scheduled to be “on call” which has scheduling and cost impacts. Increase the payroll operating budget for staffing to ensure coverage can be offered. Health & Safety Hazards Staff are not typically trained to work with vulnerable populations, such as individuals experiencing homelessness, mental health crises, substance use, or complex medical conditions. This lack of specialized training poses a risk to both staff and service users. Have protocols for managing emergencies, coordinate with public health, paramedics and mental health teams. Facilitate deployment of experienced and trained personnel. Security & Access Control After-hours use increases risk of unauthorized access to sensitive areas, property damage or refusal to leave. Restrict access to essential areas; install temporary barriers and secure valuables. Communicate protocols to guests and publish eligibility criteria. Retain on-site security personnel. Liability & Insurance Accidents, injuries, or conflicts on municipal property may lead to legal or insurance claims. Consult the Town’s insurance provider with respect to proper coverage. Review responsibilities and potential Page 227 of 458 June 10, 2025 9 of 14 Report No. CMS25-017 May have implications on the Town’s existing insurance coverage, particularly regarding general liability, property damage, and coverage for volunteers or third-party service providers. liabilities with any external parties involved in program delivery. Building Code & Fire Safety Compliance Overnight use may trigger additional code requirements (e.g., fire egress, occupancy limits). Consult fire services and building officials to confirm compliance. Facility Amenities Existing facilities may have insufficient storage space to accommodate additional materials and equipment Purchase outdoor storage container We do not currently have the facilities for laundering soft goods (blankets, pillows, etc.) Procure contracted laundry services Cleaning, Sanitation, and Wear-and-Tear Increased facility use will increase sanitation requirements and facility wear and tear. Schedule post-activation cleaning services; use protective covers/mats. Complete inspection after activation to identify any damage and remediation. Community Perception & Public Relations Concerns from nearby residents or facility users about safety or impacts on regular programs. Communicate clearly with the community; emphasize emergency nature of service. Security onsite to mitigate concerns. Coordination Complexity Poor coordination could create confusion or operational failure. Develop MOU with the Region with defined roles and emergency procedures before activation. With only one facility offering extended overnight hours, a mix of demographics (men, women, youth) would need extra attention. Security personnel to manage interactions. Consider assisting guests to a more suitable shelter within York Region that would meet their needs Various costs implications need to be identified for the provision of 24hr warming or cooling centres The following are high level cost estimates based on anticipated staffing, supplies and equipment requirements. This information has been based on assumptions from historical data where cold weather events have been called on average 48 nights per Page 228 of 458 June 10, 2025 10 of 14 Report No. CMS25-017 winter, and heat weather events have been called 11-12 days per summer. Therefore, a total of 60 days per year will be used for the purposes of costing. Also, it is unclear how many individuals would use this service, but for analysis purposes, it was assumed up to 10 persons per night. Regardless, of occupants, supplies need to be on hand and available to service individuals when the need is realized. Some purchases will be one- time purchases, while others will be regular to maintain food and product supplies. Staffing Personnel Hourly Shift Cost per activation Town Facility Operators (2) $46.63 (incl. benefits + shift premium) 8 hrs $746 Supervisor (1) $81.50 (incl. benefits) 8 hrs $652 Security Personnel (1) $33.75 + tax 8 hrs $305 Caseworkers / Social Workers (2) $30-$45 8 hrs $480-$720 Cleaning Contractor (1) $150 2 hrs $300  2 Town facility operators o “On-call” pay $50/day x 2 staff x 60 activations = $6,000 Food and Beverage  Prepared meals: $10/meal x 15 persons (staff and guests) = $150/activation  Non-perishable food/snacks: $150 to be replenished as needed  Hot chocolate/coffee: $30/day carafe = $30/activation Equipment  Sleeping cots: 10 foldable cots = 10 x $100 = $10,000  PPE and masks: $50-$100 to be replenished as needed  Lockable storage bins: $400  Partitions: $130 x 5 = $650  Blankets, sleeping bags, pillows: $800 Estimated Annual Shelter Cost (based on 60 activations and average of 10 guests) Page 229 of 458 June 10, 2025 11 of 14 Report No. CMS25-017 Category Annual Estimate Notes Facility & Utilities Included – current HVAC set to daytime norms vs overnight reductions Operations Staffing $148,980 Facility operators, Supervisor Food & Hydration $10,800 Meals, hot beverages Cleaning $18,000 contractor Security $16,200 contractor Total $193,980 *These annual costs would be standard regardless of how many guests use the space. The only factor influencing these costs are the number of activations. Additional one-time purchases of equipment/supplies (cots, blankets, partitions, pillows, etc.) of $11,850 is based on 10 guests. The Town of Aurora would need to assess which facilities have the space to provide adequate storage for supplies, or if off-site storage may to be purchased (storage container). Other items to be purchased and replenished as needed (non-perishable food, PPE). The costs noted above would result in a budget pressure as they would be an additional cost above what each taxpayer already provides York Region to deliver these services. A portion of each property tax collection (44 per cent) is forwarded to York Region to assist in offering these services. Facility recommendations for a 24hr warming or cooling centres among municipal facilities is limited due to the required provisions Based on the needs outlined above, staff suggest that the only facilities that might meet some of the basic requirements could be the lobby areas of one of the recreation centres. Considering some of the important factors such as proximity to transportation, ability to secure an area to restrict access, area to include washrooms, high visibility for security purposes, and close to main office for staff supervision, staff suggest the main lobby of the Aurora Community Centre. A recreation centre’s lobby is still not the most Page 230 of 458 June 10, 2025 12 of 14 Report No. CMS25-017 suitable for the overnight provisions. Having a space that is dedicated for this purpose is much more ideal like the other regional seasonal shelters are set up. If the Aurora Community Centre or alternative municipal facility is recommended by Council, the site would need to be formally evaluated by York Region, building officials, fire services and Town staff before determining it as an approved site. Alternative options would be to partner with York Region to consider adding another seasonal shelter, encouraging it to be located within Aurora When there are already existing services funded by the taxpayer available within York Region, a more efficient and effective option would be to partner with York Region. If the Town of Aurora is interested in working with York Region on a future seasonal shelter, York Region would be interested in having those discussions in preparation. Advisory Committee Review Not applicable Legal Considerations Operating a cooling or warming centre introduces new legal, operational, and financial risks that are currently outside the scope of the Town’s established services. These risks include, but are not limited to, potential liability under the Occupiers’ Liability Act, insurance implications, and health and safety obligations under the Occupational Health and Safety Act. As the Town is not experienced in the delivery of such services and does not have a designated facility for this purpose, there is a certain amount of risk and liability that may be difficult to predict and mitigate. A comprehensive review of potential risks would need to be undertaken, which may expose further costs required to implement appropriate mitigation measures. The effect it may have on the Town’s insurance coverage and premium would need to be investigated. Financial Implications Should the Town proceed with this enhanced service, any incremental operating costs would be tax-funded through the Town’s operating budget. Homelessness supports and services are administered by York Region. The Regional Budget for homelessness services and supports are funded through a combination of Page 231 of 458 June 10, 2025 13 of 14 Report No. CMS25-017 property taxes, and ongoing and temporary funding from the provincial and federal governments. Communications Considerations Should the Town proceed with this enhanced service, a communications plan would be implemented in coordination with York Region to ensure residents are aware of the service. Climate Change Considerations The actions from this report do not impact greenhouse gas emissions or impact climate change adaptation. Link to Strategic Plan Even though homelessness supports and services are typically York Region’s (upper tier) responsibility, the Town of Aurora’s Corporate Strategic Plan touches on a few objectives that encourage Aurora’s role in supporting York Region’s work. GOAL: Supporting an exceptional quality of life for all Objective 5: Strengthening the fabric of our community  Examine the impact of increased growth and demographic diversity on municipal service delivery Objective 6: Promoting service accountability, excellence and innovation  Work with community partners to define, redefine and meet community expectations  Regularly examine the Town’s municipal structure and resource allocation to maintain flexibility and respond to rapid changes within the community Alternative(s) to the Recommendation 1. Council may provide further direction. Page 232 of 458 June 10, 2025 14 of 14 Report No. CMS25-017 Conclusions York Region is responsible for the delivery of homelessness services funded in part by local taxpayers. The services currently offered are well designed and offered by qualified staff and/or partners. York Region is continually assessing the need for more services, and seasonal shelters capacity required for the 2025/26 cold weather season. York Region is interested in finding new partners to assist. Based on the cost to set up a temporary emergency shelter for an unknown number of guests within the lobby of a recreation centre, is not an ideal situation. It would result in additional taxpayer funding for a service that the taxpayers already provide to the Region. Alternatively, staff recommend the Town of Aurora continue to support York Region to ensure the existing sites are fully utilized and for the Town to express their interest to York Region for a future seasonal shelter to be located within Aurora. Attachments None Previous Reports None Pre-submission Review Agenda Management Team review on May 22, 2025 Approvals Approved by Robin McDougall, Director, Community Services Approved by Doug Nadorozny, Chief Administrative Officer Page 233 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. OPS 2 5 -0 14 Subject: 2024-2025 Windrow Program Pilot Year-End Report Prepared by: Matthew Volpintesta, Manager of Parks and Fleet Department: Operational Services Date: June 10, 2025 Recommendation 1. That Report No. OPS25-014 be received; and 2. That Council does not continue the windrow removal program in 2025-2026 based on current capacity to effectively perform service. Executive Summary The second season of the Windrow Removal Pilot Program was performed in 2024- 2025 by the Operational Services Department and encountered many new challenges when faced with a more accurate reflection of traditional winter snowfall accumulations. This report details the total number of snow events the program was deployed to, including significant weather events (SWE), and the time to complete the windrow removal service, as well as highlighting some of the service delivery challenges faced by staff, including limitations of equipment, customer satisfaction, and recommendations on future service delivery.  Between December 1, 2024, and April 15, 2025, the windrow removal program was deployed eight times, with a total of 188 cm of snowfall accumulation.  Significant challenges were faced by staff delivering the program including ineffectiveness of current snow removal equipment.  Overall resident satisfaction with the program delivery was poor based on equipment limitations and program participant expectations. Page 234 of 458 June 10, 2025 2 of 11 Report No. OPS25-014  Future versions of the program should be considered based on three options; procure new and upgraded equipment, retain external contracted services, or provide a bursary for qualified individuals under previous program qualification. Background The Windrow Removal Pilot Program was continued in 2024-2025 after successful implementation in 2023-2024. As part of the second pilot season, program qualifications were marginally adjusted, requiring no able body individuals 16 years of age and older to reside at the home, which was increased from 12 years of age in the first program season. A $100 fee was also introduced to all qualifying participants, with a low-income exemption under provincial income thresholds. In 2023-2024, there were five total snow events, with one SWE declared and, on average, five hours less was required for total removal for all 1,094 participants. Detailed in the previous report (OPS24-004), surveyed participants were generally satisfied with the program delivery, opting to pay an average of $70 for the service the following year. The total snowfall accumulation for the 2023-2024 season was approximately 93 total cm. On average, snow events did not exceed the windrow program threshold of 8 cm and above triggering the deployment of the windrow removal service. Analysis Between December 1, 2024, and April 15, 2025, the windrow removal program was deployed eight times with a total of 188 cm of snowfall accumulation. The 2024-2025 winter season saw a total accumulation of 188 cm of snowfall accumulation. This amount was more than double the 2023-2024 total (93 cm). As a result, the program was deployed to remove windrows during eight events, including five dates during the SWE from February 12, 2025, and February 24, 2025. A total of 468 applicants participated in the program of which 84 participants were exempt from the $100 fee under low-income threshold. Table 1 below details each snow event and the time to complete the service for all 468 participants. The Town declared one additional SWE on March 4, 2025, due to freezing rain. Table 1: Windrow Plowing Events (Winter 2024-2025) Page 235 of 458 June 10, 2025 3 of 11 Report No. OPS25-014 Event date Hours to Complete December 24, 2024 4 hours January 29, 2025 5 hours February 4, 2025 5 hours February 13, 2025 7 hours February 14, 2025 2 hours February 16, 2025 9 hours February 17, 2025 8 hours February 18, 2025 8 hours Total 48 Hours The 2024-2025 program saw a much lower registration than the previous year, with 468 participants as compared to 1,048 in 2023-2024, despite an increase in promotion including use of boulevard signage, online promotion, and newspaper advertisement. It is assumed that the introduction of a $100 fee was a deterrent to program registration in 2024-2025. With a lower registration than the previous program season, only three seasonal employees were hired to assist in service delivery. The seasonal hires were frequently complemented with full-time Parks Operators once other winter operations were completed. As Parks Operators are presently responsible for several winter operational services, for example, Town facility parking lot maintenance, cul-de-sac maintenance, and outdoor rink maintenance, full-time staff were utilized in performing the windrow service on several occasions to meet and exceed the 24-hour service standard for windrow removal. Further, during the five events within the SWE declared, full-time staff were heavily relied upon to attempt to manage rapidly accumulating snowfall, staff driving hours and mandatory rest periods. A summary of this program’s direct operating costs is presented under Table 2 below. Of note, only 5 per cent of the incremental cost for the windrow contract staff can be associated toward the provision of the windrow service. The other 95 per cent of their cost was allocated toward other non-windrow related activities. While administrative salary costs are not incorporated in Table 2 below, the level of staff coordination between departments is an integral and intensive exercise. With several Page 236 of 458 June 10, 2025 4 of 11 Report No. OPS25-014 divisions and departments intertwined, including Customer Service, Information Technology, Communications, Fleet, Public Works, Parks and Finance, including all levels of leadership, coordination and administrative tasks begin well before the operational season. With each administrative task, there is a corresponding cost to the organization, resulting in loss of time to complete core duties. Table 2: Windrow Pilot Program Direct Operating Costs Staff Hourly Wage Regular wage Windrow (hours x hourly rate) Overtime (hours x hourly rate x 1.5) Total Windrow Related Salary Cost Total Incremental Salary Cost % of Total Incremental Salary Cost Performing Windrow Removal Seasonal Staff $28.35/hr 61 hours $1,729.35 56 hours $2,381.40 $4,110.75 $81,648 5.03% Permanent Full- time Staff $34.57/hr 101 hours $3,491.57 116 hours $6,015.18 $9,506.75 n/a n/a Total Cost of Operation in 2024-2025 $91,154.75 (Total Seasonal Earnings plus Full-time Permanent Time Spent) *Note: Administrative costs not included in table. Significant challenges were faced by staff delivering the program including ineffectiveness of current snow removal equipment. A key metric and comparable between the 2023-2024 program iteration and 2024-2025 is the volume of total snow accumulation, and time between snow events, with more than double the seasonal accumulation this past winter than the season prior. While the initial program faced an uncharacteristically mild winter season, 2024-2025 can be characterized as a more traditional winter. As such several challenges were realized which were not observed in the first pilot season. The main issue affecting the service delivery is the type of equipment the Town uses to perform the operation. While most municipalities use front-end loaders or tractors with pneumatic arms which raise to heights of six to eight feet to push snow up and over onto existing snowbanks, Aurora has used standard pick-up trucks currently within the Page 237 of 458 June 10, 2025 5 of 11 Report No. OPS25-014 fleet asset pool, set up with traditional v-blades. A significant limitation of this type of set up is the inability to raise snow past a certain height and the power lacking to push snow of a certain density. This poses issues moving snow and with snow storage particularly where the distance between homes may only be divided by two to three feet of sod strip. The current service standard of clearing snow is one car width (or 8 feet) to allow for a single vehicle to have access. Image 1: Snow storage limitations showing inability to lift and pile snow. The above image shows the snow storage limitations at a single-detached dwelling with a two-car width driveway, a typical residential home in Aurora. This photograph was submitted to staff by a program participant after the windrow removal service was completed. With significant accumulation during one event, there was little room to pile snow beyond a certain height with our current plow blades, and standard pick-up trucks were not able to handle the density and weight. Page 238 of 458 June 10, 2025 6 of 11 Report No. OPS25-014 This volume of snow resulted in dangerous conditions, with staff having to use more acceleration to “take a run” at a snowbank, increasing risk of damage to private property, and danger to staff and public, particularly under slippery conditions. With the inability to push or raise snow beyond a certain height or distance, a larger, denser windrow is created, which becomes an instant issue for residents, and only becomes less manageable as conditions become colder, and wet snow hardens into ice. This is important to note because in many instances, these hardened snow boulders remained throughout the season, with several complaints from program participants received claiming the Town had made the windrow worse, and snow was now packed and heavier and higher than the original windrow left by a plow. Staff documented several instances of concerns around safety with the inability of our equipment to easily and safely move snow, referencing spinning tires and broken plow blades, resulting in increased maintenance and operational costs. Overall resident satisfaction with the program delivery was poor based on equipment limitations and expectations of program participants. As many as 80 complaints were received and reviewed by staff throughout the eight windrow removal events suggesting a less-than-optimal approval rating of the program. Depicted by Image 1 above, this is one of several complaints and photographs received, which required service re-visits to attempt to further resolve the issue and manage a denser and taller snow pile. While the service delivery standard aims to create one passable car width to allow for a vehicle to traverse in and out of a driveway within 24 hours of snowfall accumulation above eight centimetres, confusion around the element of tidiness and full clearing of a driveway width was often reported to staff despite communication efforts and reiteration of the program standards. Additional comments and feedback received were often based around a timelier response by staff, despite a 24-hour service standard, with expectations that windrow removal would immediately follow a plow. This is nearly impossible to achieve with multiple snow events over a consecutive day period. Due to staff complement and equipment capability, a full completed route of all 468 participating addresses can only be completed once per day. As Road Operations plows often complete a second or third pass within one day, depending on the arrival time of the windrow service, a new windrow is duplicated and not attended to by the removal service within the same date. It should be noted; the reason windrow deployment falls second on the Parks Operations priority snow removal list is the requirement that Town facility parking lot and entrance clearing must allow for emergency access as soon as possible after a snowfall. Page 239 of 458 June 10, 2025 7 of 11 Report No. OPS25-014 To date, staff have received five requests for refunds, which have all been denied based on the service standard outlined in the agreement signed by each participant; however, this is another indication that delivery of the service is not meeting expectations or timeliness. It is the suggestion of staff that this is not the spirit of the program the Town aimed to deliver with this pilot program. Outlined under communications considerations below, several social media comments were also made about the program operation, depicting less a than satisfactory general opinion. Future versions of the program should be considered based on three options; procure new and upgraded equipment, retain external contracted services, or provide a bursary for qualified individuals under previous program qualification. With the program now being performed for a second pilot season, it is clear the current equipment set up cannot perform the windrow service in an efficient and safe manner. Given the lessons and documented experiences of this more traditional winter snowfall season, should continuing the program be considered in future years, staff recommend utilizing one of the following options: a Town led operation, upgrading to new and more efficient equipment such as a loader or tractor with pneumatic arm blade, retaining a contractor to deliver the service on behalf of the Town, or explore options to provide renumeration to applicable residents to hire a private snow contractor. A full cost analysis has not yet been completed regarding these options, as it would take between one to two years to procure new equipment. If directed by Council as an alternative to the recommendation, staff would explore the cost to procure between four and six front end loaders or tractors, with pneumatic blade arm for a Town-led operation. It is likely that each machine could cost between $200,000-300,000 per unit based on the base equipment and building the customized attachments. If directed by Council to perform the program in future, an initial cost is estimated between $1.5 to 2 million at onset, not including annual maintenance, fuel, or staff, with expectation of full funding sourced from the tax-levy. If Council directs staff to explore using external contracting to perform the windrow service beyond 2025-2026, based on the customized nature of the recommended equipment and factoring global supply chains, any contractor would likely require a similar amount of time to procure equipment from a supplier and build the custom attachments. Image 2 below shows a sample of a loader/tractor model customized for windrow removal. Page 240 of 458 June 10, 2025 8 of 11 Report No. OPS25-014 Image 2: Tractor with customized blade specifically meant for windrow removal in Vaughan. Advisory Committee Review None. Legal Considerations As detailed in this report, windrow cleaning operations conducted with the Town’s current equipment under normal winter conditions presents inherent risks to the Town. Continuation of the program in future years using the same methods may expose the Town to further potential liability and claims resulting from the Town’s windrow clearing operations. Financial Implications Based on 468 applicants, 84 of which were subsidized, the total program revenue collected based on the $100 application fee was $38,400. The cost to hire three seasonal employees including the additional overtime spent by full time Parks staff, to deliver the program was $91,154.75, resulting in an approximate net program cost of $52,754,75. This net operating cost does not include the time spent by permanent staff to administer this program, such as the registration of applicants, addressing of Page 241 of 458 June 10, 2025 9 of 11 Report No. OPS25-014 customer service-related complaints, as well as other department administration, such as Communications, Fleet and IT. As per this pilot program’s funding strategy, the noted net operating cost shortfall will be offset through a transfer from the tax rate stabilization reserve in 2025. A future permanent program model would require funding from the tax-levy. Communications Considerations The Windrow Removal Pilot Program was extended for the 2024-2025 season. Communications staff implemented a multi-channel communication strategy to promote the program, including social media, the Town’s website, pylon screens, newsletters, the Notice Board, and online articles. Social media generated significant engagement, with high interaction levels on multiple posts and active community discussions in the comments. Below are the social media metrics related to the program’s promotion between October 7, 2024, to February 13, 2025:  23 posts published on the windrow program  76,915 impressions (number of times content was seen)  6,061 engagements (likes, comments, shares, etc.)  7.9% average engagement rate (industry average: 2%)  873 link clicks to the website from social posts Public feedback on the Windrow Removal Program was mixed. A significant number of residents expressed concern about the program’s cost, particularly given that it is aimed at seniors and individuals with disabilities. Some were disappointed that the service was not fully subsidized by the Town. Other comments focused on service delivery, noting delays, incomplete coverage (such as missed driveways), and dissatisfaction with the requirement for a minimum snowfall before deployment. Several residents compared Aurora’s program to those in other municipalities, advocating for a more efficient model—such as using plows equipped with windrow attachments or deploying a secondary vehicle to clear windrows immediately after the main plow. Despite these concerns, many participants in the discussion pointed out that the Town had clearly communicated the program's scope, including limitations (e.g., clearing only Page 242 of 458 June 10, 2025 10 of 11 Report No. OPS25-014 one car-length of space), deployment criteria, and available financial assistance options. Climate Change Considerations The recommendations have a minor impact on greenhouse gas emissions; however, when staff review future windrow clearings, green procurement will be considered as it plays an important roll mitigating the impacts of a changing climate, from air quality, stormwater management to counteracting the effects of the heat island. Link to Strategic Plan The Windrow Pilot Program supports the Strategic Plan goal of Strengthening the Fabric of our Community through its accomplishment in developing a plan to review and realign service levels to reflect current and future demographic trends. Alternative(s) to the Recommendation 1. Direct staff to prepare a report with detailed cost and delivery timing, including funding source, for a future Town-led windrow program with right-sized snow removal equipment. 2. Direct staff to prepare a report with detailed cost and delivery timing, including funding source, for a future external contractor led windrow removal service, with right-sized snow removal equipment. 3. Direct staff to prepare a report with recommendations of a funding program to reimburse applicable residents related to self organized snow removal services. 4. Council may provide alternative recommendation(s). Conclusions The 2024-2025 Windrow Removal Pilot Program was Aurora’s first true test of a typical winter maintenance season whilst delivering the windrow program, with more than double the snowfall accumulation from the previous year’s pilot. Faced with more significant snow, it is clear the current equipment utilized for the program operation faced several challenges, and was inadequate in offering the service delivery Aurora Page 243 of 458 June 10, 2025 11 of 11 Report No. OPS25-014 residents expect. With the adage of a $100 fee, it became clear the approval rating of program participants was low. Given the operational limitations of the current equipment, staff are recommending the program be indefinitely paused, until such time a long-term solution is realized and endorsed. Attachments None. Previous Reports OPS23-020, Potential Snow Windrow Removal Assistance Pilot Project, September 19, 2023 OPS24-004, Windrow Pilot Project – Update, April 2, 2024 OPS24-007, Windrow Pilot Project – Additional Information, April 23, 2024 OPS24-016, Windrows Pilot Program Extension – Service Delivery Options, July 2, 2024 Pre-submission Review Agenda Management Team review on May 22, 2025 Approvals Approved by Sara Tienkamp, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 244 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. OPS 2 5 -0 16 Subject: Salt Management Plan Update Prepared by: Luigi Colangelo, Manager of Public Works Department: Operational Services Date: June 10, 2025 Recommendation 1. That Report No. OPS25-016 be received; and 2. That the updated Salt Management Plan (May 2025) be adopted. Executive Summary In 2004, the federal Code of Practice for the Environmental Management of Road Salts (the “Code”) was published by Environment and Climate Change Canada (“ECCC”) outlining the requirements for a Salt Management Plan (“SMP”) for municipalities to ensure sound maintenance practices and risk management are demonstrated. Staff have undertaken a full review of the of the current Salt Management Plan (2014) and this report presents the updated SMP, accompanying strategy and policy review, assuring they align with current practices, evolving regulations, technologies, and community expectations:  Sustaining Council-approved service level with operational enhancements.  Strengthening risk management and environmental compliance with an updated SMP.  Development and evolution of the Town’s SMP in response to Environment and Climate Change Canada’s 2004 Code of Practice for the Environmental Management of Road Salts. Page 245 of 458 June 10, 2025 2 of 8 Report No. OPS25-016  The Town strives to continuously improve winter maintenance operations to ensure public safety and mobility while reducing the impact of winter de-icing materials on the infrastructure and the environment.  Outdated SMP required modernization with a comprehensive review to reflect current practices.  Updates were incorporated into the SMP specific to key infrastructure, equipment and operational processes.  Municipalities to submit annual regulatory reporting to Environment Canada to ensure accountability.  Municipalities to submit annual regulatory reporting to Environment Canada to ensure accountability.  Continual improvement supports long-term sustainability of the SMP and contributes to operational effectiveness. Background Sustaining Council-approved service levels with operational enhancements. Council endorsed the current service level standards in 2014, which meet or exceed the Provincial Minimum Maintenance Standards (MMS), reflecting the Town of Aurora (The Town’s) commitment to balancing safety, efficiency, and environmental stewardship. Since then, staff have maintained a consistent level of winter service, including full storm response, timely road clearing, and proactive ice control. While the baseline levels remain unchanged, recent advancements, such as improved GPS tracking, fleet modernization, and optimized plow routes have been implemented to ensure continued compliance and more efficient service delivery, without increasing costs or compromising quality. Strengthening risk management and environmental compliance with an updated SMP. The updated SMP supports the Town’s risk mitigation strategy by aligning with the federal Code of Practice for Road Salts and current provincial legislation. It outlines clear procedures for salt application, spill response, and record-keeping, ensuring the Town is protected from liability while minimizing environmental impacts. Adoption of this SMP reinforces Council’s direction and strengthens the Town’s legal and environmental position. Page 246 of 458 June 10, 2025 3 of 8 Report No. OPS25-016 Development and evolution of the Town’s SMP in response to Environment and Climate Change Canada’s 2004 Code of Practice for the Environmental Management of Road Salts. In 2005, the Town developed a SMP in response to the ECCC’s Code and the plan was updated in 2014. The Code specifies that Road Authorities using over 500 tonnes of salt annually or having salt vulnerable areas should prepare a SMP and implement a SMP that contains best management practices to protect the environment from the negat ive impacts of road salts. This updated 2025 SMP builds on the Town’s vision, achievements, and new industry advances while continuing to maintain the key principles to ensure public safety and to minimize the environmental impact of winter road maintenance operations. The SMP considers the latest industry direction, including ECCC’s Code, five-year reviews of the Code, the Transportation Association of Canada’s (“TAC”) Second Edition of the Salt Management Guide, O. Reg. 239/02: Minimum Maintenance Standards for Municipal Highways (the “MMS”), and Ontario Good Roads guidelines. It identifies the Town’s current operations, including roads, bicycle lanes, sidewalks, and parking lots, compares them with the current industry best management practices and goals, and outlines responsible actions to improve salt management while ensuring safety and fiscal responsibility. The Town strives to continuously improve winter maintenance operations to ensure public safety and mobility while reducing the impact of winter de-icing materials on the infrastructure and the environment. In Ontario, the use of road salts is a widespread practice essential for winter road maintenance to ensure safe and passable roads for vehicles, including emergency services and economic activity as well as the mobility of pedestrians and the use of active transportation facilities. In Aurora, salt materials are primarily utilized for de-icing and anti-icing purposes. For context, these terms can be defined as follows:  De-Icing: A reactive approach that involves removing snow and ice from roadways by employing methods to melt or loosen the ice, typically using de- icing chemicals such as road salts.  Anti-Icing: Is a proactive measure taken before a winter storm to prevent snow and ice from bonding to the pavement. This involves applying a liquid, typically brine (a solution of water and salt), to the road surface prior to a precipitation event. Page 247 of 458 June 10, 2025 4 of 8 Report No. OPS25-016 Analysis Outdated SMP required modernization with a comprehensive review to reflect current practices. The Town’s SMP, originally developed using TAC’s best practices, was found to be outdated. A comprehensive review identified the need for updates to reflect current facilities, fleet, and updated operational practices to ensure compliance with ECCC Code. Updates were incorporated into the SMP specific to key infrastructure, equipment and operational processes. Significant changes in the updated SMP include:  New Joint Operations Centre (JOC)  Updated salt storage facility  Implementation of pretreated salt on roads  Elimination of sand abrasives on roads and sidewalks  Implementation of pretreatment of roadways via direct liquid application  Modernized fleet and AVL systems  Addition of new road and sidewalk routes  Addition of Road Weather Information Systems (RWIS)  Changes to weather monitoring processes These updates ensure the SMP accurately represents the Town’s current winter maintenance capabilities and resources. The SMP continues to be treated as a “living” document, intended to evolve with new technologies, practices, and environmental considerations. The review reinforces the importance of flexibility in planning, enabling the Town to pilot and assess innovations before full-scale adoption. One of the primary goals of the SMP is to reduce the environmental impact of road salts. The revised SMP emphasizes proper storage, containment, and spill response, along with responsible salt application practices aimed at minimizing harm to vulnerable ecosystems. Page 248 of 458 June 10, 2025 5 of 8 Report No. OPS25-016 Municipalities will offer ongoing training, as recommended by Environment Canada, to ensure its success. Environment Canada recommends that municipalities maintain regular training programs to ensure winter maintenance is conducted safely and effectively. The municipality supports this through an annual training budget used to deliver refresher courses, particularly in winter operations, to promote both safety and adherence to best practices. Training occurs prior to the winter season with all Operational Services team members as well as the Town’s road and winter sidewalk contractor. Municipalities to submit annual regulatory reporting to Environment Canada to ensure accountability. The Town is required to submit an annual report to Environment Canada which outlines:  Current SMP details  Quantity and type of materials used  Storage and containment measures  Application practices and procedures  Snow disposal processes  Staff training activities  Identification of salt-sensitive areas  Environmental monitoring data Continual improvement supports long-term sustainability of the SMP and contributes to operational effectiveness. The analysis confirms that the updated SMP strengthens the Town’s capacity to meet regulatory requirements while enhancing operational effectiveness. Ongoing reviews and updates will allow the municipality to remain proactive in addressing environmental concerns and adopting technological advancements in winter maintenance. Advisory Committee Review None. Legal Considerations The Federal Code provides that organizations that use more than 500 tonnes of road salts per year, such as the Town, should prepare and implement a SMP that contains Page 249 of 458 June 10, 2025 6 of 8 Report No. OPS25-016 best management practices to protect the environment from the negative impacts of road salts. The SMP should cover all activities which may result in release of road salts to the environment, such as salt storage, application of salts on roads, and disposal of snow containing road salts. The Code further outlines what it should contain. The attached SMP was prepared in consideration of the requirements of the Code, as well as the MMS, the Ontario Good Roads guidelines, and other applicable legislation. Aligning the SMP with the standards set out in this report enhances compliance, reduces the risk of litigation, regulatory penalties, or reputational damage arising from allegations of environmental harm or negligence in winter maintenance practices. Financial Implications It is anticipated that the updated SMP and its proposed levels of service will not have an incremental impact on the Town’s operating budget other than usual growth and inflationary drivers. Communications Considerations The SMP will be posted on the Town’s website for information. Climate Change Considerations Updating the Town’s SMP increases the Town’s climate resiliency where ongoing reviews of salt management practices will allow the municipality to align with best practices and new technologies, better preparing for projected changes in climate conditions. With warmer winter temperatures projected in Aurora, freeze-thaw cycles are likely to shift in frequency and timing, which can impact winter operations and maintenance activities like de-icing. Having the plan updated regularly will keep the Town current in its practices. The greenhouse gas emission impacts from this plan are not evaluated. Any changes in the Town’s fleet activities from the SMP update fall under the Town’s Green Fleet Action Plan and the 2024 Energy Conservation and Demand Management Plan (ECDMP). Page 250 of 458 June 10, 2025 7 of 8 Report No. OPS25-016 Link to Strategic Plan This project supports the Strategic Plan Goal of Supporting an Exceptional Quality of Life for all by improving transportation, mobility, and connectivity. This project maintains a well-managed and fiscally responsible municipality. Alternative(s) to the Recommendation 1. Council may choose to defer adoption and request additional information or revisions. Delaying adoption could place the Town at risk of non-compliance with ECCC’s Code of Practice for the Environmental Management of Road Salts. 2. Approve the SMP in its entirety. 3. Other options as directed by Council. Conclusions The updated SMP reflects the Town’s continued commitment to providing safe, efficient, and environmentally responsible winter operations. Adoption of the proposed SMP aligns the Town with evolving provincial and federal requirements, positions the Town to effectively manage winter maintenance risks while meeting community expectations, and supports long-term sustainability objectives. Attachments Attachment #1 – Salt Management Plan, May 2025 Previous Reports IES14-047, Service Level Review for Winter Maintenance and Revised Policies, September 2, 2014. Pre-submission Review Agenda Management Team review on May 22, 2025 Page 251 of 458 June 10, 2025 8 of 8 Report No. OPS25-016 Approvals Approved by Sara Tienkamp, Director, Operational Services Approved by Doug Nadorozny, Chief Administrative Officer Page 252 of 458 94<34+&:747& 8&192&3&,*2*3951&3 2F^ 5WTOJHY3ZRGJW(&*.2* (43+.)*39.&1 Page 253 of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Kehle, Program Manager Energy and Environment Department: Planning and Development Services Date: June 10, 2025 Recommendation 1. That Report No. PDS25-059 be received; and 2. That Council endorse the Home Energy Retrofit Loan Program Feasibility Study, and direct staff to move forward with the Program Design Study. Executive Summary This report presents to Council the results of the Home Energy Retrofit Loan Program Feasibility Study undertaken by Town staff together with Dunsky Energy and Climate Advisors. Home energy retrofits could include attic insulation, window replacement, solar panels and switching heating and cooling systems. Less than 1 percent of Aurora homes are undertaking home energy retrofits per year currently. This number needs to increase to 4 percent for the Town to meet its 2050 carbon emission goals. A local retrofit loan program may offer more attractive, innovative financing solutions to homeowners to further support home retrofit activity by addressing financial barriers faced by many Aurora homeowners. Financing that covers the full upfront cost of home energy improvements and offers preferential terms like fixed interest rates, long amortization periods, and repayment on the property tax bill from a trusted source can help more homeowners complete energy retrofits. The study undertaken provides a program rationale, identifies benefits and barriers for Aurora residents, market evaluation and potential funding strategies available to the Town as well as next steps. Page 297 of 458 June 10, 2025 2 of 12 Report No. PDS25-059  The engagement process is the foundation of the study and consisted of gathering internal and external feedback from interested parties.  Equity considerations are made in the study so that those most at risk of energy poverty in our community are included in any future program design.  A local home energy retrofit program was found to have many benefits to residents, the local economy and the environment.  Market gaps in past and existing home energy rebate programs are identified where a local program could effectively fill.  Three financing models that support homeowners in overcoming financial barriers in energy retrofits are identified and explored in the study.  Staff recommend next steps include working on the program detailed design study. The final draft Home Energy Retrofit Loan Program Feasibility Study is provided in Attachment 1. Background Climate Change A home energy retrofit program was identified as a critical strategy in the Town’s Community Energy Plan. Aurora residents spend approximately $3,700 per year on energy costs, the highest in the Region. Greenhouse gas emissions from Aurora homes account for 37 percent of the Town’s carbon footprint, of which the majority is from space and water heating. Local Improvement Charge (LIC) Regulation Ontario Regulation 586/06 Local Improvement Charge, filed under the Municipal Act, 2001, permitted municipalities that undertook capital works, like road repairs or new sewer lines, to recover the cost from the benefiting properties. It benefits municipalities by connecting the costs of specific infrastructure projects directly to the properties that benefit from them and avoids the need to fund all projects through general taxation. A Page 298 of 458 June 10, 2025 3 of 12 Report No. PDS25-059 special charge is added to the property tax bill with permission from the property owner. The municipality can spread the cost over multiple years to ease repayment. If the owner sells their property before the local improvement charge is paid off, the responsibility for the remaining payments can be transferred to the new property owner. In the past, this mechanism could only be used to finance local infrastructure projects such as sidewalks or water/sewer pipes. However, due to changes in 2012, municipalities now have the flexibility to use LICs as a financing tool to cover capital costs for a wide range of improvements on private properties, including energy efficiency works, renewable energy works, and water conservation retrofits. This mechanism is being used in many jurisdictions to support home energy retrofit projects in Ontario. Other Municipalities Many municipalities across Ontario have loan programs for home energy retrofits currently in place, including the City of Toronto, City of Ottawa, City of Guelph, Durham Region, City of Mississauga and Town of Caledon (under development). Among the municipalities in York Region, the Town of Newmarket is currently in the final stages of implementing their program, the City of Vaughan completed a feasibility study and the City of Richmond Hill and City of Markham are starting a feasibility study to investigate a program in 2025-2026. To date, the LIC mechanism has helped municipalities increase their uptake by enabling more attractive loan terms. Some of the early programs, delivered by larger municipalities, have opted to deliver programs in house while many mid sized and smaller municipalities have opted for a turnkey model, delivered by a private delivery agent. A detailed breakdown of other municipal programs is found in Section 4 of the study. Federation of Canadian Municipalities (FCM) Community Efficiency Financing (CEF) Program This feasibility study is funded by the FCM CEF program and is the first phase of a three-part funding stream. It assesses the feasibility of a local loan program for home energy retrofits. The next phases are a program detailed design study, then a capital program for implementation. Each funding phase requires a new application to FCM. The Town currently has funding for phase 1 and pending Council approval of phase 1, will apply to FCM for phase 2 funding to undertake the detailed design study. Page 299 of 458 June 10, 2025 4 of 12 Report No. PDS25-059 Analysis The engagement process is the foundation of the study and consisted of gathering internal and external feedback from interested parties. Input from the interested parties process provided the basis of the feasibility study. The information gathered in that process informed the needs and benefits assessment and ultimately the program concept. The process included identifying relevant interested parties and seeking input throughout the project, included from:  Town staff from the following groups: o Engineering and Capital Delivery o Finance o Building o Planning o IT Services - GIS o Community Services - Sports and Recreation (Diversity Equity and Inclusion support) o Community Services- Seniors Centre  Town of Aurora’s Environmental Advisory Committee  External groups: o York Region staff o Other local municipalities o Enbridge Gas o Alectra Utilities o Aurora residents o Aurora’s Senior Centre o Building Industry and Land Development Association – BILD o Local financial institutions o Federal for Canadian Municipalities (FCM) The details of the engagement process can be found in Appendix A of the study. Equity considerations are made in the study so that those most at risk of energy poverty in our community are included in any future program design. An equity approach was used for the project to inform any future program design that benefits all community members fairly, addressing potential barriers and ensuring that retrofits are accessible and beneficial to everyone, including those who may be most vulnerable. This approach considers the unique circumstances of different Page 300 of 458 June 10, 2025 5 of 12 Report No. PDS25-059 communities, including income levels, language, housing conditions, and access to resources. A local home energy retrofit program was found to have many benefits to residents, the local economy and the environment. Homeowners benefit from energy retrofits with improved thermal comfort and indoor air quality, housing affordability with reduced energy costs, increased value to properties, enhanced climate resilience, and reduced noise pollution. Residents would also benefit from trusted and transparent financing options from a municipal program. Community-wide benefits include reduced needs for regional energy infrastructure investments, strengthened local economy with local jobs, reduced emergency response costs, and increased supports for vulnerable community members. This program also helps avoid costs, injury, and losses from climate change impacts. Greenhouse gas emissions reductions at the home-level were estimated to range from 6 percent to 94 percent, depending on the retrofit package. Community-level carbon reductions were estimated to be 12,000 tonnes of carbon equivalent per year by 2050 under a loan program and would reach higher levels if combined with market-support elements like education and outreach activities. Market gaps in past and existing home energy rebate programs are identified where a local program could effectively fill. A well-designed and well-resourced local home retrofit program championed by the Town can complement existing offerings by filling market gaps rather than replicating existing rebate programs. In doing so, the program can accelerate the pace and depth of home retrofits in Aurora. Identified gaps in existing energy retrofit programs, like federal or provincial programs, include program confusion with regular changes to offers and terms, complex application processes, limited retrofit measure eligibility and restricted participant eligibility criteria. It also highlights the limitations of these programs, which an Aurora-based program championed by the Town could serve to address. Three financing models that support homeowners in overcoming financial barriers in energy retrofits are identified and explored in the study. Adding a loan program into a local retrofit program offers more attractive, innovative financing solutions than traditional financing. Financing that covers the full upfront cost Page 301 of 458 June 10, 2025 6 of 12 Report No. PDS25-059 of home energy improvements and offers preferential terms like fixed interest rates, long amortization periods, and repayment on the property tax bill can help more homeowners complete deeper energy retrofits. Market-support elements were identified as foundational to any loan program and should be included with any program. Elements include focusing on outreach, education and awareness and energy coaching services. The study reviewed three main financing models, summarized in Table 1. Table 1: Summary of the Program Financing Options Evaluated for Aurora FINANCING MODELS Local Improvement Charges Utility On-bill Private Direct Lending Features Homeowner repays their local municipality through a special charge on their property tax bill. Homeowner repays the utility through their energy bill. Homeowner repays a participating lender through a personal loan agreement. Pros More attractive interest rates and terms. Transferable loan (runs with the property). Streamlined repayment and simple agreements. Quick approvals and familiar process. Cons Requires municipal involvement to set up and/or administer. Requires York Region approvals to borrow. Few examples. Few utilities are willing to offer it. Higher interest rates and shorter terms on loans. Affects an individual’s credit. Suitability for Aurora Suitable for Aurora. Not suitable. Currently not available from Aurora’s utility partners. Not suitable. Found to be ineffective in other Municipal programs due to unattractive loan terms. Continued investigation in the program design study Yes No No The study found that the LIC model is the only suitable financial model for the Town for further investigation. Page 302 of 458 June 10, 2025 7 of 12 Report No. PDS25-059 The study further narrowed down two LIC financing approaches and their suitability for the Town: a turnkey approach where the administrative duties of the program are offloaded to a private delivery agent, and an inhouse approach where the Town takes on the administrative tasks of the program. Suitability of each was based on the Town’s level of interest, capacity and experience. The study suggests that a loan program in Aurora, involving market support elements, using the LIC mechanism in a turnkey approach, would be the most successful. A turnkey approach is where the Town outsources the program activities to a third-party provider. A turnkey delivery model using the LIC aligns with the Town's internal capacity and resources and expediting start-up time. Collaboration with York Region or a nearby municipality is recommended in any approach for economies of scale and funding. The study recommends three LIC options be further investigated into the program design study phase where short, medium and long-term financial needs are assessed, funding sources are developed, program partners are identified, financial terms and conditions, etc. are developed. The three LIC options for further investigation into the program design study are: 1. A turnkey LIC program based on external funding support from the FCM under their CEF Capital program 2. A turnkey LIC program that is funded by the Town or through program user fees (without FCM support) 3. A scaled-down LIC program delivered inhouse by the Town, targeting a defined group like seniors, that is funded by the Town or through program user fees (without FCM support) Staff recommend next steps include working on the program detailed design study. The next steps involve seeking Council’s endorsement of this feasibility study and obtain its support to continue with the program detailed design study. The cost for the program detailed design study is included in the 2025 approved capital budget and included in this project as provisional work. Advisory Committee Review Report No. PDS25-028 and consultant presentation introducing the project was brought forth at the Environmental Advisory Committee (EAC) meeting on February 24, 2025. Page 303 of 458 June 10, 2025 8 of 12 Report No. PDS25-059 Report No. PDS25-055 and consultant presentation of the project update was brought forth at the EAC meeting on May 12, 2025. The EAC is in support of the study. Table 3 lists the EAC comments and considerations into the study. Table 3: EAC Comment Summary Comments Response Additional interested parties were recommended to engage under this project. Comment received and incorporated into the project feasibility study when feasible. When addressing market gaps, a local program should not replicate existing programs. Comment received and incorporated into the project feasibility study. The program should consider a target audience. Comment received and incorporated into the study. Retrofits goals and objectives should align with Town objectives like GHG reductions. Comment received and incorporated into the study. Trust isn’t high in homeowners. The program needs to be seen to be coming from a trusted group and include qualified experts (similar to the Town’s relationship with WAMCO). Comment received and incorporated into the study. A trusted, neutral advisor would be valuable to navigate residents through any program developed. The Town’s Green Building Development Standard and Corporate Building Standard (LEED Silver) is not enough for carbon emission impacts. Comments received and will be passed to appropriate staff. Show a small municipality with a home energy loan program. Comment received and incorporated into the study by adding more examples. Recommendations were given on ways to reach out to the public once a program is developed. Comment received and incorporated into the study. Clarification was requested on the methodology used to calculate energy poverty in the study. The methodology was clarified, with analysis based on the 2016 Census data. The role of municipalities was discussed with support for home performance standard and rating system and other bylaws. Comments received and included in the study. Members gave support that dead end GHG pathways should be avoided, like the continued support for fossil fuel-based HVAC equipment. Comments received. Market support elements were highlighted as important to Aurora. Comments received. These elements are considered best practices and will be considered in the design study. Cost details were requested for the market support elements presented. The Consultant provided high-level cost ranges to the Committee. Detailed cost information will be collected in the program design study. Page 304 of 458 June 10, 2025 9 of 12 Report No. PDS25-059 Comments Response Support was given for incentives, but mandated legislation should be avoided. Comments received. The Town Building’s team to encourage energy upgrades during permitting process. Comments received and for consideration during the program design study. Legal Considerations The report and the proposed Home Energy Retrofit Loan Program Feasibility Study discuss legal and legislative considerations with respect to proposed methodology of the program. At this stage, staff are seeking endorsement of the proposed study and direction to continue with the program towards a detailed design study. If project is advanced, legal considerations specifically affecting the proposed methodology will be reviewed further. Financial Implications This work is being undertaken as part of Project No. SO0065 – Energy Retrofit Program with a current budget authority of $191,400. There is sufficient budget authority to fund both this program’s feasibility study and its detail design. The Phase 1 – Feasibility Study has been partially funded through a FCM grant. Further FCM grant funds are conditionally approved for this project’s Phase 2 – Program Design. This phase will outline the financial implications of proceeding with this program. Communications Considerations To promote the Home Energy Retrofit Loan Program Feasibility Study and drive engagement in the associated survey, the Town of Aurora implemented a multi-channel communications strategy. This included a series of targeted social media posts and paid advertisements to broaden reach, along with digital signage across the community. The initiative was also featured in the Town’s e-newsletter, ensuring direct outreach to subscribers. Additionally, the Town collaborated with key community partners—such as the Aurora Public Library and the Aurora Seniors' Centre—to share information with their members, further amplifying awareness and encouraging participation. Page 305 of 458 June 10, 2025 10 of 12 Report No. PDS25-059 Climate Change Considerations Reducing home energy use was identified as an important strategy in reducing community energy costs and carbon emissions under the Community Energy Plan. Emissions from homes (mostly from space and water heating) is the largest source in Aurora at 37%, together with emissions from transportation (mostly personal vehicle use) at 37%. Community-level carbon reductions from this program were estimated to be 12,000 tCO2e per year by 2050 under a loan program and would reach higher reduction levels if combined with market-support elements like education and outreach activities. Reducing home energy consumption enhances climate resilience by decreasing greenhouse gas emissions, making homes more robust to climate impacts, and potentially reducing energy costs and reliance on fossil fuels. Energy efficiency measures, like insulation and sealing leaks, also contribute to more comfortable and stable indoor environments, especially in extreme weather conditions. Including climate resiliency measures into any future program development is considered under the project. Link to Strategic Plan A local home energy retrofit program supports the Strategic Plan goal of supporting environmental stewardship and sustainability and aligns overall with the Town’s strategic vision of “an innovative and sustainable community where neighbours care and businesses thrive”. Goal: Supporting environmental stewardship and sustainability Objective 1: Encouraging the stewardship of Aurora’s natural resources  Work with community partners to promote environmental protection and build a culture of environmentalism in the community Objective 2: Promoting and advancing green initiatives  Investigate a program that promotes and actively supports innovative green buildings and infrastructure  Continue to invest in green initiatives and infrastructure to promote environmentalism locally Page 306 of 458 June 10, 2025 11 of 12 Report No. PDS25-059 Alternative(s) to the Recommendation N/A Conclusions A local home energy retrofit program can fill existing program market gaps and increase the number and depth of energy retrofits in Aurora. Residents experience many benefits to a home energy retrofit including thermal comfort, reduced energy bills, increased property values and resiliency to more extreme weather events. Energy poverty rates were assessed and equity considerations made throughout the study to ensure Aurora’s most vulnerable are included into any future program design. Market support elements like education, outreach, energy coaching services, currently lacking in existing programs, are foundational to any program design, and help over come many (non-financial) barriers to homeowners. A local loan offer from the Town into a program design could reduce financial barriers for those who cannot access traditional financial offers or provide more attractive financial term offerings to increase retrofit uptake and further reduce barriers. Three financial models were evaluated in the feasibility study that are technically available to the Town and the LIC mechanism is found to be the most suitable. A turnkey delivery model using the LIC aligns with the Town's internal capacity and resources and expediting start-up time. The study findings show that a local loan program in Aurora, involving market support elements and attractive financing terms, would best support Aurora homeowners in completing energy retrofits. Collaboration with York Region or a nearby municipality is recommended in any approach for economies of scale and funding. Attachments Attachment 1 - Home Energy Retrofit Loan Program Feasibility Study Attachment 2 – Presentation Home Energy Retrofit Loan Program Feasibility Study Previous Reports None Page 307 of 458 June 10, 2025 12 of 12 Report No. PDS25-059 Pre-submission Review Agenda Management Team review on May 22, 2025 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 308 of 458 Home Energy Retrofit Loan Program Feasibility Report Prepared for: Town of Aurora April 2025 Page 309 of 458 Submitted to: Town of Aurora Natalie Kehle Program Manager, Energy and Environment Dunsky Project Number: 24145 Prepared by: Dunsky Energy + Climate Advisors 50 Ste-Catherine St. West, suite 420 Montreal, QC, H2X 3V4 www.dunsky.com | info@dunsky.com + 1 514 504 9030 Alex Hill, Partner, Dunsky This project was carried out with assistance from the Green Municipal Fund, a Fund financed by the Government of Canada and administered by the Federation of Canadian Municipalities. Notwithstanding this support, the views expressed are the personal views of the authors, and the Federation of Canadian Municipalities and the Government of Canada accept no responsibility for them. Page 310 of 458 i About Dunsky Dunsky supports leading governments, utilities, corporations and others across North America in their efforts to accelerate the clean energy transition, effectively and responsibly. With deep expertise across the Buildings, Mobility, Industry and Energy sectors, we support our clients in two ways: through rigorous Analysis (of technical, economic and market opportunities) and by designing or assessing Strategies (plans, programs and policies) to achieve success. Dunsky is proudly Canadian, with offices and staff in Montreal, Toronto, Vancouver, Ottawa and Halifax. Visit dunsky.com for more information. Page 311 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy ii Executive Summary In 2019 the Town of Aurora declared a climate emergency. In their Community Energy Plan, adopted in 2021, the Town of Aurora set a greenhouse gas (GHG) reduction target of 80% across the community by 2050 from a 2018 baseline. The low-rise housing stock in Aurora makes up 37% of all GHGs, so reducing emissions from that sector is a priority for the Town. The current rate of home energy retrofits is less than 1% of the housing stock per year. To achieve the Town’s GHG reduction targets for residential buildings, that rate needs to increase to 4% annually. This Feasibility Study aims to determine if a municipal home energy retrofit loan program is an effective and realistic way to support residents and reduce emissions from low-rise homes, taking into consideration the market need and the Town’s authorities, capacities, and resources. Stakeholder engagement helped shape the program concept. A homeowner survey identified that awareness of home retrofits and existing programs in Aurora is low, thus education and outreach could help more residents take advantage of existing offerings. Interviews with key informants uncovered that York Region had attempted to launch an educational service regarding home retrofits across the region but was unsuccessful in their funding application. Access to skilled labour was not found to be a limitation in Aurora. Through a municipal scan, we found that many municipalities across Canada have loan programs for home energy retrofits, and FCM is the predominant funder. To date, the local improvement charge mechanism has helped municipalities increase their uptake by enabling more attractive loan terms. Some of the early programs, delivered by larger municipalities, have opted to deliver programs in house while many mid sized and smaller municipalities have opted for a turnkey model, delivered by a private delivery agent. All the programs have included aspects of market supports, namely education and capacity building activities and/or support for vulnerable communities, to enable the desired outcome. This Study found that a program that focuses on market support elements, with or without a loan component, would fill many of the market barriers and would provide a solid foundation for a loan program. The strengths of this approach are simplicity, scalability to funds available, and a timeline that is determined by the Town. It does not expose the municipality to the risks inherent in retail financing. It also allows the municipality to promote existing programs and services supporting home energy retrofits and avoid redundancy or market confusion. The impact of the activities will depend on the staff time allocated and the funds that can be secured, either through grants or municipal budgets. A local program for home retrofits can offer more attractive, innovative financing solutions than traditional financing, to further support home retrofit activity by addressing financial barriers faced by many homeowners. Financing that covers the full upfront cost of home energy improvements and offers preferential terms like fixed interest rates, long amortization periods, and repayment on the property tax bill can help more homeowners complete deeper energy retrofits. This study found that adding a financing component to a market support program can address a few other market barriers, such as access to financing for those who lack the credit score or bridge financing1 to benefit from the Canada Greener Homes Loan Program. If funding can be secured through the 1 Bridge financing is a short-term loan used to help individuals or businesses bridge the gap between two financial transactions. Page 312 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy iii Federation of Canadian Municipalities (FCM) Community Energy Financing (CEF) program, the grant portion of that funding can resource both the market support elements and the loan loss reserve (a pool of funds that the Town maintains to backstop homeowner defaults), reducing risk to the Town. Securing funding is expected to be quite difficult, as the FCM program is almost fully subscribed, though future offerings may be announced. A collaboration with York Region or another municipality, as well as the inclusion of innovative elements in the program design, will increase the likelihood of a successful application. The most appropriate delivery model for a wide-reaching loan program in Aurora was found to be a turnkey model in which the administrative duties are offloaded to a private delivery agent and the Town would only be involved in the rare case of a homeowner defaulting on a payment, which have historically been less than 1%. By creating a municipal services corporation with the delivery agent, the municipal Local Improvement Charge mechanism can be leveraged to offer more competitive loan terms. Such a model is costly to set up and burdensome to manage, so accessing grants to cover the start up costs would facilitate a more competitive loan offering. Without grant funding, it is expected that uptake would be low due to higher fees. A final loan program option discussed is a targeted loan program, specifically for seniors or for bridge financing purposes. This program would be smaller in scale, enabling in-house delivery possibly using existing staff resources. Such a program would target specific market gaps but may be relatively expensive to operate, given it would not benefit from scale. Again, grants could help cover the start up program expenses. The next steps are to seek Council approval of this Feasibility Study, then seek FCM approval for the Program Design study of the preferred program model. Page 313 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 1 Table of Contents Executive Summary ................................................................................................................................................ii 1. Introduction .....................................................................................................................................................6 1.1 Purpose of this study..........................................................................................................................8 1.2 Study approach...................................................................................................................................8 2. Rationale for a local home energy retrofit program ..............................................................................10 2.1 Unique role and capabilities of municipalities ............................................................................10 2.2 Preparing residents for the future .................................................................................................11 Climate mitigation........................................................................................................................................11 Climate adaptation.......................................................................................................................................12 Preparing residents for regulatory changes............................................................................................13 2.3 Homeowner barriers and solutions...............................................................................................14 Motivations.....................................................................................................................................................14 Confidence in retrofit measures ................................................................................................................14 Awareness of existing home retrofit programs.......................................................................................15 Financing solutions.......................................................................................................................................15 Condominium ownership ...........................................................................................................................15 2.4 Bridging market gaps......................................................................................................................15 Incorporating equity considerations.........................................................................................................17 3. Local home retrofit potential......................................................................................................................21 3.1 Housing stock characterization......................................................................................................21 Dwelling types and vintages.......................................................................................................................21 Energy use and emissions...........................................................................................................................23 3.2 Population demographics...............................................................................................................25 3.3 Local workforce capacity.................................................................................................................28 4. Innovative financing solutions....................................................................................................................32 4.1 Local improvement charges (LIC)..................................................................................................33 Risk Management .........................................................................................................................................35 Enabling legislation......................................................................................................................................35 Assessed suitability.......................................................................................................................................36 4.2 Utility on-bill .......................................................................................................................................37 Enabling legislation......................................................................................................................................37 Page 314 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 2 Assessed suitability.......................................................................................................................................38 4.3 Private direct lending.......................................................................................................................38 Risk Management .........................................................................................................................................38 Enabling legislation......................................................................................................................................39 Assessed suitability.......................................................................................................................................39 4.4 Example programs from other jurisdictions................................................................................39 5. Additional strategies to increase home energy retrofits.......................................................................37 5.1 Assessment of current programs against market transformation framework.......................38 6. Program concept..........................................................................................................................................39 6.1 Program goals and objectives........................................................................................................39 6.2 Market support elements................................................................................................................39 6.3 Recommended program model....................................................................................................40 Model 1: Market support program ...........................................................................................................42 Model 1A: Turnkey LIC loan program with FCM funding.....................................................................43 Model 1B: Turnkey LIC loan program without FCM funding...............................................................47 Model 1C: Targeted loan program...........................................................................................................48 6.4 Estimated uptake and impacts of a loan program.....................................................................50 6.5 Capital and operating costs............................................................................................................52 6.6 Target audience................................................................................................................................53 6.7 Key take-aways from stakeholder engagement..........................................................................53 6.8 Target measures ...............................................................................................................................54 7. Conclusion & next steps..............................................................................................................................57 7.1 Market need.......................................................................................................................................57 7.2 Loan program model.......................................................................................................................57 7.3 Resourcing .........................................................................................................................................58 7.4 Industry capacity...............................................................................................................................59 7.5 Alternatives to a loan program.......................................................................................................59 7.6 Next steps...........................................................................................................................................60 Appendix A: Stakeholder Input Report..............................................................................................................1 1. Public Consultation.....................................................................................................................................1 Homeowner Survey........................................................................................................................................1 Engage Aurora Online Consultation...........................................................................................................2 Presentations to Environmental Advisory Committee.............................................................................2 Page 315 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 3 2. Internal Stakeholder Consultation...........................................................................................................4 Town Revenue Collections Department Interview...................................................................................4 Town Diversity, Equity, and Inclusion Interview........................................................................................5 Town Building Permits Department Interview..........................................................................................6 3. External Stakeholder Consultation..........................................................................................................7 York Region Interview....................................................................................................................................7 Town of Newmarket Interview......................................................................................................................8 Towns in York Region Questionnaire .........................................................................................................8 Alectra Utilities Interview...............................................................................................................................9 Enbridge Gas Correspondence.................................................................................................................10 Aurora Seniors Centre Interview................................................................................................................11 Contractor Association – GTA BILD Interview .........................................................................................12 4. Internal Review Committee Workshops...............................................................................................12 Goal Setting Workshop ...............................................................................................................................12 Financing Models Workshop......................................................................................................................13 Program Concept Workshop .....................................................................................................................14 Appendix B: Archetype Analysis Approach......................................................................................................1 1. Develop housing archetypes....................................................................................................................1 2. Define retrofit packages............................................................................................................................1 3. Model uptake projections.........................................................................................................................2 Appendix C: Alternative Funding Options........................................................................................................3 Figure 21: Home improvement measures to reduce emissions (mitigation) and adapt to climate change....................................................................................................................................................................12 Figure 22: Main climate risks identified for Aurora........................................................................................13 Figure 31: Dwelling types ...................................................................................................................................21 Figure 32: Dwellings by year of construction..................................................................................................22 Figure 33: Buildings with heritage designation in Aurora............................................................................23 Figure 34: Emissions by end use from homes in Ontario.............................................................................24 Figure 35: Heating by fuel type in residential buildings in Aurora..............................................................24 Figure 36: Age of primary household maintainer..........................................................................................25 Figure 37: Proportion of owner-occupied dwellings.....................................................................................26 Figure 38: Number of households by income group in 2020 .....................................................................26 Figure 39: Energy poverty rates by census tract in Aurora...........................................................................27 Figure 310: Immigrant population in Aurora versus Ontario and Canada (Adapted from Statistics Canada)...................................................................................................................................................................28 Figure 311: Map of NRCan -licensed service organizations (SO) servicing Aurora.................................28 Figure 312: RenoMark renovators located near the Town of Aurora..........................................................30 Page 316 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 4 Figure 51: Market transformation curve...........................................................................................................37 Figure 61: Program objectives ...........................................................................................................................39 Figure 62: Market support elements to encourage retrofits in all program models. ..............................40 Figure 63: Impact projections for a retrofit loan program in Aurora...........................................................50 Figure 64: Estimated range of average annual uptake for proposed loan programs.............................51 Figure 65: GHG emissions of a single-family detached home in Aurora pre- and post-retrofit............54 Table of Figures Table of Tables Table 2-1: Current Provincial and Federal Funding Programs and their Gaps..........................................18 Table 4-1: Description of Identified Program Financing Options ...............................................................32 Table 4-2: Common Financing Models and the Ability of Key Agents to Implement .............................33 Table 4-3: Summary of Key Responsibilities ....................................................................................................34 Table 4-4: Examples of Home Retrofit Programs in Canadian Mid-Sized Municipalities ........................40 Table 5-1: Assessment of Existing Programs based on Market Transformation Framework..................37 Table 6-1: Recommended Program Models....................................................................................................41 Table 6-2: Estimated program budget for 4 years .........................................................................................52 Table B-1: Town of Aurora Housing Archetypes...............................................................................................1 Table B-2: Summary of Retrofit Packages...........................................................................................................1 Table B-3: Loan uptake projections.....................................................................................................................2 Table B-4: Estimated Energy Savings (GJ).........................................................................................................2 Table B-5: Estimated GHG Savings (tCO2e).......................................................................................................2 Page 317 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 5 1. Introduction Page 318 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 6 1. Introduction The Town of Aurora’s vision is to be an innovative and sustainable community where neighbours care and businesses thrive. In service of the sustainability portion of this vision, the Town is committed to taking meaningful action on climate change, aiming to achieve an 80% reduction in community emissions by 2050.The Town has launched numerous policies, strategies, plans and initiatives to achieve this goal. Guiding much of this effort is the Town’s Community Energy Plan (CEP),2 adopted in 2021. The CEP provides strategic direction to move the Town towards a sustainable energy future by improving energy efficiency, reducing energy consumption and energy costs cutting greenhouse gas (GHG) emissions, and fostering a culture of conservation. To support the implementation of the CEP, the Town is exploring the feasibility of a home retrofit program. The residential sector is a key focus for the Town given that housing accounts for 45% of all energy use in Aurora and 37% of total emissions with annual energy expenses averaging around $3,000 per year.The CEP’s primary strategy to address emissions in the existing housing stock is to develop a voluntary program that will encourage and support homeowners with deep energy retrofits by offering a mix of outreach and educational resources, energy coaching services, and access to alternative financing. 3 A local home retrofit program, alongside a suite of other policies, regulations and initiatives, will support Aurora residents improve their homes while helping meet GHG emission reduction targets. It will also support the Town’s vision of thriving businesses, as it will boost demand for the local contractor industry. As a first step, a feasibility study to explore the opportunity of a program targeting the low-rise residential sector has been identified to drive emissions reductions and local economic activity. At the same time, the Town recognizes the critical importance of adapting to the effects of climate change.Extreme climate- and weather-related events are becoming more frequent, intense, and long lasting, while slow onset changes like increasing average temperatures and precipitation levels will have long-term impacts on the community. As such, the Town adopted a Climate Change Adaptation Plan (CCAP)4 in 2022 to help Aurora take better prepare for, respond to, and recover from the impacts of climate change, both by reducing climate-related risks and vulnerabilities and by improving the community’s overall climate resilience. A home retrofit program can promote property resilience improvements alongside energy retrofits. By working towards these dual goals, the Town can seize a new opportunity to increase property preparedness for extreme weather events. A local retrofit program championed by the Town of Aurora could offer a suite of education and support services alongside low-cost financing to residents to help them undertake energy improvements to their homes. Different program delivery models and financing solutions are 2 Town of Aurora. (2021). Community Energy Plan. 3 Town of Aurora. (2021). Community Energy Plan. 4 Town of Aurora. (2022). Climate Change Adaptation Plan. Town of Aurora Vision An innovative and sustainable community where neighbours care and businesses thrive. Page 319 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 7 possible. The appropriate model should be designed to meet the needs of the market while also leveraging the capabilities of the Town and key interested parties. The Federation of Canadian Municipalities (FCM) currently has a funding offer available to support municipalities who wish to develop home retrofit loan programs. Specifically, FCM’s CEF initiative is designed to support municipalities and partner organizations implement a local financing program for home energy retrofits by offering substantial grants to complete feasibility, program design and evaluation studies, and to start up and operate a program over a period of up to four years. FCM also offers low-interest loans to provide capital for on-lending to homeowners, as well as loan loss reserve funds as a backstop to cover any losses from homeowner loan defaults or delinquencies. A municipality must provide 20% match funding, which can either be from municipal budgets and staff time, or from a private sector partner. In addition to funding, FCM offers learning resources and access to a community of practice that brings together other municipalities developing or operating similar programs. However, the CEF initiative is expected to sunset in March 2026, if not earlier. Access to funding in Ontario is especially competitive and applicants must show innovation to improve their chances of success. Other, more modest, funding sources, detailed in Appendix C, may also be available to the Town; therefore, if the Town wants to benefit from the FCM funding and capacity building opportunity, they should continue to advance through FCM’s application stages within the appropriate timeframe. While there are significant benefits associated with energy efficiency, there remains numerous financial, behavioural and structural barriers that slow the adoption of home energy retrofits. These barriers include high upfront costs, access to capital, difficulty managing contractors, and a general lack of awareness and knowledge about energy efficiency. In addition, homeowners often face competing capital priorities, have limited time to make sense of the ever-changing retrofit process and apply for rebates and financing, and are concerned about possible disruptions to their home. There are also other initiatives available, including rebate programs, that help address part of the challenge, but leave financing and delivery gaps that continue to make it difficult for interested homeowners to undertake retrofits. Recognizing the need to further stimulate and support retrofit activity in Aurora, and in response to limited action from the Region or Province at the time of initiating this feasibility study, the Town identified the need for a local home energy retrofit program with financing . The program would target the Town’s low-rise residential sector, offering access to financing, expertise, support, and resources to assist homeowners throughout the retrofit process, fill market gaps, and address many of the barriers they face. The program would be intended to work in concert with existing and future market initiatives (e.g. federal or utility incentive programs, existing workforce training) and could serve to strengthen other trends and interventions that are expected to drive demand for home retrofits within the coming years, including: x Rising energy prices; x Building renovation codes, such as Canada’s future Alternations to Existing Buildings; and x Uptake of Home Energy Rating initiatives, which help recognize the value of efficient homes. As pressures to undertake home energy retrofits grow, homeowners will increasingly need innovative financing solutions to be able to undertake the necessary home improvements to meet new policy requirements and regulations. By delivering a small-scale program during its initial years, Page 320 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 8 the Town would be better prepared to ramp up to accommodate the growing needs of its residents in the future. Moreover, the program would help address some of the persisting climate inequalities that prevent or discourage those who are most vulnerable to rising energy costs and the impacts of climate change from accessing the benefits of home retrofits. 1.1 Purpose of this study The purpose of this feasibility study is to assess the opportunity to develop a home energy retrofit loan program in the Town of Aurora. The findings will help determine whether the Town should proceed with the detailed design of a home energy retrofit loan program. The study was developed to answer major research questions: Market need: Is there a market need for a home energy retrofit loan program? Program model: What program models are technically feasible and effective based on existing initiatives; current legislation; and the interest, capacity and experience of key interested parties? Resourcing:Can adequate resourcing be secured to support the program, including funding, staffing and technology? Industry capacity: Is there sufficient capacity and expertise in the local workforce to meet an increased demand for energy efficiency, renewable energy and climate resilience measures supported by the retrofit program? Alternative approach: If a loan program is not deemed feasible, what solutions can be pursued to meet the Town’s objectives within its capacity and available resources? 1.2 Study approach We explored the research questions through data analysis and research, market insights, and impact modeling. We also engaged a broad range of interested parties including homeowners, Town staff, neighbouring municipalities, York Region, local energy utilities, a senior’s organization, industry representative, and others. This stakeholder engagement is summarized in Appendix A. The data sources used include building and demographic data from the 2021 census hosted by Statistics Canada, 2024 data from Municipal Property Assessment Corporation (MPAC), data on pre and post home retrofits from the EnerGuide program from Natural Resources Canada and retrofit program uptake data from Enbridge. Based on the findings of the stakeholder engagement and data analysis, we then analyzed a shortlist of program models to identify the option best suited to the program objectives and community needs, without losing sight of identified constraints and the Town’s preferences. From there, we outlined key takeaways and next steps. Page 321 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 9 2. Program Rationale Page 322 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 10 2. Rationale for a local home energy retrofit program A home energy retrofit program in Aurora can help homeowners reduce the energy use and emissions from their homes, save on utility costs, improve home comfort and make resiliency improvements. Other programs are often designed to address information gaps, facilitate access to capital, and reduce or eliminate upfront costs through a tailored financing solution. The Aurora program would offer three main community-wide benefits: 1. Contribute to achieving the Town’s goals to cut greenhouse gas (GHG) emissions and reduce household energy consumption. 2. Improve overall home resiliency and comfort and the Town’s capacity to withstand the effects of both acute and chronic climate hazards. 3. Improve the local economy through increased demand for renovation services. The program would be designed to address several barriers that homeowners face in upgrading their homes and fills gaps in other offerings. To improve access to financing for home energy retrofits, the Town’s program could offer a local financing solution, with preferential terms including long amortization periods and competitive interest rates. The following describes the many benefits that can be achieved through home energy retrofits, the unique role of municipalities, the main homeowner barriers, and methods the Town can take to fill market gaps. 2.1 Unique role and capabilities of municipalities Many different entities are involved in supporting homeowners with energy conservation, namely the federal and provincial governments, utilities, and private banks. However, the existing programs and support are not achieving the rate of retrofits that is needed to meet climate change targets and exposing residents to increasing energy costs.Thus, further initiatives are needed to increase carbon reducing retrofits. The Town can support residents with home energy retrofits using some authorities and tools that are unique to municipalities. These tools include: x The ability to implement financing that is tied to a property and can be amortized over a long repayment term (e.g. 20 years) at a lower interest rate. This reduces monthly payments for participating homeowner, which can help reduce the impact of retrofits on homeowner cashflows and enable homeowners take a long-term view with their planned home energy retrofits. x The ability to implement bylaws regarding building emissions such as home energy labeling requirements and emissions or performance standards and improving the quality of the residential home market. x Their connection and trusted reputation with homeowners. Municipalities interact with their residents daily through services like libraries, recreation facilities, waste collection, water and sewer provision. Residents are more likely to see and trust the messages coming from their municipality than from many other entities. Page 323 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 11 2.2 Preparing residents for the future Home energy retrofits and climate resiliency improvements provide substantial benefits to homeowners, the local economy, and the municipality in a variety of ways, as described in this section. x Home energy and resilience improvements can: Homeowners 9 Improve housing-related affordability and increase discretionary income through lower utility bills. 9 Enhance thermal comfort by allowing for better temperature control with less drafts (e.g. high insulation). 9 Improve health through better indoor air quality (e.g. HRV systems). 9 Enhance climate resilience at the individual property level (e.g. Prevent flooding by adding French drains, backflow prevention or a sump pump) and community levels (e.g. reduce electricity loads to avoid brownouts during peak and increase grid reliability) 9 Add value to the property (e.g. efficient windows, solar PV). 9 Reduce noise pollution (e.g. air sealing). 9 Reduce the number of victims from door-to-door sales scams by establishing a trusted source of unbiased information, a list of trusted energy auditors and contractors, and transparent financing options. Economy 9 Reduce the need for costly regional energy infrastructure investments by reducing the building stock’s overall energy consumption. 9 Strengthen the local economy by increasing the number of jobs from installation, suppliers, engineering and energy services 9 Reduce costs of emergency response during climate events, and of community recovery post-disaster 9 Reduce household energy costs, freeing up more disposable income on local businesses and economies Municipality 9 Reduce energy poverty-levels from its community 9 Promote equality in accessing energy retrofit offers and services 9 Support vulnerable community groups who are at higher risk of impacts from a changing climate 9 Support the Town’s climate action goals. 9 Contribute to avoided costs, injury and losses from climate change impacts. Climate mitigation The Town of Aurora is aiming to achieve 80% GHG emissions reductions from 2018 by 2050 from its community.The residential sector accounts for 37% of total emissions and the current rate of home energy retrofits is far from the rate needed to achieve 80% by 2050. Emissions from private homes in Aurora are one of the most difficult sources to reduce, since it requires thousands of individual actors Page 324 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 12 to make complex decisions and invest significant capital in their homes in just a few decades. In that situation, starting as soon as possible and reducing barriers from all fronts is necessary. The good news is that existing technologies are sufficient to make almost all homes in Aurora reach net zero emissions. The bulk of home emissions can be reduced through installing a heat pump and electric hot water tank. Improving air tightness and insulation (called building envelopes), especially in homes built before 1950, can reduce overall energy demand. New windows and doors can also improve the building envelope if the existing ones need replacement. Solar panels and batteries can help offset electricity costs and grid emissions. Climate adaptation Although home retrofit programs tend to be primarily aimed at reducing community emissions, many of energy efficiency measures inherently offer additional adaptation (also called resiliency) benefits (Figure 2-1).They help households minimize their vulnerability and adapt to the climate change impacts which are already occurring or expected to occur. For instance, heat pumps can reduce energy use for heating, while at the same time helping households withstand heat waves by providing cooling. Tight and insulated homes can also help keep homes a comfortable temperature for longer during power outages. 5 This can be critical for vulnerable populations and underserved communities who are disproportionately affected by climate change and often the least able to cope with its effects. The resiliency benefits of energy efficient homes can thus help households avoid dangerous and possibly life-threatening situations, as well as avoid temporary or permanent displacement. Figure 2-1: Home improvement measures to reduce emissions (mitigation) and adapt to climate change 5 Fosas, D., Coley, D. A., Natarajan, S., Herrera, M., Fosas de Pando, M., & Ramallo-Gonzalez, A. (2018). Mitigation Versus Adaptation: Does Insulating Dwelling Increase Overheating Risk?Building and Environment, 143(1), 740-759. Page 325 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 13 Meanwhile, some resiliency measures may be promoted independent from energy efficiency. Nature-based infrastructure can reduce the risk to localizing flooding from storms and to heat island effects through measures like rain gardens, permeable paving, and planted trees and vegetation. Other actions are simple enough to be undertaken at low or no cost, including rain barrels and downspout disconnection. 6 Finally, homeowners may also opt to include some grey infrastructure solutions into their home retrofit, such as a backup power source to prepare for potential power outages. Homeowners may also appreciate opportunities to pair energy efficiency and resilience measures together. For example, home disruptions (and costs) can be minimized by installing French drains at the same time as adding basement wall insulation. Households can also be encouraged to factor resilience into certain energy efficiency choices, such as by selecting energy efficient doors and windows that are pressure- and impact-rated to withstand severe winds. Overall, combining climate mitigation and adaptation into home retrofits helps to decrease the contribution to climate change through emissions and improves the ability of residents to withstand and recover from climate hazards. In the Town of Aurora, the main climate risks identified in the CCAP affecting housing are shown in Figure 2-2. During the summer months, average maximum temperatures are projected to increase by 9%, the annual number of heat waves is projected to increase from 1.2 to 3.6 events per year, and the Cooling Degree Days7 is expected to nearly double (increase of 86%). In the winter, temperatures will also be warmer. Precipitation, wind, and low air quality events associated with wildfire smoke are also projected to increase in the future.8 Preparing residents for regulatory changes Supporting home energy retrofits protects Aurora residents from future cost increases, either from energy price increases or market pressures from fossil energy price fluctuations. 6 Disconnecting downspouts, weeping tiles, and sump pumps from sewer systems reduces the risk of flooded basements and system overflow across the community. 7 Cooling Degree Days designate the number of degrees Celsius a given day’s mean temperature is above 18°C. 8 Town of Aurora. (2022, October). Climate Change Adaptation Plan. Figure 2-2: Main climate risks identified for Aurora Increase in average precipitation, heavy precipitation, and flooding Higher average temperatures and extreme heat Increased occurrences of severe weather, including strong wind gusts and lightning impacts Page 326 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 14 x Expediting home energy retrofits through a local program also prepares Aurora residents for eventual regulations requiring emissions reductions from existing buildings when they undertake renovations. When regulations come into effect, costs are expected to increase due to shortages in labour and materials due to induced demand. Such regulations are in development currently at Natural Resources Canada (NRCan) as part of their Alterations to Existing Building Code, which is part of the National Energy Code of Canada for Buildings 2030 net zero goals. Alternatively, the province or municipality could implement emissions reduction regulations on existing buildings in advance of the national model code using their own authorities, namely, the province’s authority to define the provincial building code or the municipality’s authority to implement bylaws related to climate change such as building emissions standards. 2.3 Homeowner barriers and solutions A comprehensive program that offers a combination of educational resources, energy coaching services, and access to tailored financing can help address many of the barriers faced by homeowners, increasing the annual rate of home retrofits in the community.To understand the reasons why many homeowners in the community are unable or unmotivated to undertake home energy retrofits, a homeowner questionnaire was circulated in the community in winter and spring 2025, which garnered 145 responses from Aurora homeowners 9.The Town staff also hosted a table at the Homes Show in April to engage with residents. Key take aways are summarized below. Motivations Residents of Aurora are motivated to perform energy improvements to save money, improve comfort, and reduce their environmental footprint. Confidence in retrofit measures The most common barriers reported by homeowners to home energy improvements include the upfront cost, waiting for incentive programs, and lacking certainty and trust in the energy savings. 9 Note, it is not deemed to be statistically representative, but respondents did come from a range of neighbourhoods, age groups, and income demographics. A local program can build confidence in the benefits of home energy upgrades through an online educational platform, outreach activities, offering tailored retrofit roadmaps, and a list of qualified contractors. For example, some initiatives have had success in promoting home improvements through DIY workshops, information sessions, peer learning, contests, etc. A local program can increase motivation for home retrofits by promoting the benefits that resonate with homeowners and by providing a home energy rating map that shows homeowners their energy savings opportunities and aligns actors towards effective retrofits. Page 327 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 15 Awareness of existing home retrofit programs Over half of residents are unaware of existing programs. Financing solutions Homeowners’ preferred features for a financing program are no early repayment penalties, easy application/approval process, and low monthly payments to repay the loans through the energy savings. Condominium ownership Some Aurora homeowners who live in condos point out that many of the existing financing programs do not apply to them. Condo ownership presents a barrier to accessing financing due to borrowing restrictions. Low-rise condos may benefit from the educational elements of a Town program, but it is expected that they will not be able to benefit from the financing components. Condos will not be considered as one of the target audiences for this feasibility study. 2.4 Bridging market gaps A well-designed and well-resourced home retrofit program championed by the Town can complement existing offerings by filling persisting market gaps. In doing so, the program can accelerate the pace and depth of home retrofits across the existing housing stock.The limitations in other programs can be summarized in six main categories. By leveraging the municipal access to long-term, low-cost capital, a local loan program can offer long repayment terms to minimize cashflow burdens. Applicant approval and underwriting processes can be streamlined by leveraging the municipal bill (tax and/or water) payment records. A local program can help homeowners take advantage of existing programs by offering a one-stop-shop online platform along with energy coaching services to help navigate the technical and administrative steps of a retrofit. Page 328 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 16 x Lack of support to address market confusion and redundancy.There are many programs in the market, and there are frequent changes to the availability of these programs; resulting in homeowners often being overwhelmed with knowing where to start. Program names are similar and navigating the shifting eligibility rules of each program can be a barrier to entry for homeowners. There is a lack of support from existing rebate programs for the homeowners to navigate these programs. Interested parties have reiterated that a Town program should complement and build on the existing incentive programs offered through other entities including the federal and provincial governments and energy utilities. This will ensure the Town leverages its unique capabilities and optimizes the use of its own resources to maximize market impacts. x Narrow participant eligibility criteria. Most programs delivered by Enbridge Gas are reserved for their customers. Some programs are reserved for income-qualifying households, while others, such as Canada Greener Homes Loan, exclude landlords or owners of second homes. x Limited measures.Incentive programs are generally targeted towards a limited list of measures that result in less substantial emissions reductions than deeper (more comprehensive) retrofits and can result in ‘dead-end pathways’, such as installing a more efficient gas furnace that, to meet the Town’s GHG targets by 2050, may need to be replaced before the end of its useful life. The existing programs also exclude funding for adjacent retrofits such as necessary electrical or structural remediation. They also exclude funding for climate resiliency measures to prevent damage from extreme weather events. x Inadequate support to encourage most effective retrofit measures.Some of the retrofit measures that are most effective at reducing GHGs, such as converting homes from oil or gas heating to electric heat pumps, are not cost effective with the current incentives offered, and even less so with the removal of the carbon tax. As a result, homeowners are more likely to opt for the lower cost measures, which may be a dead-end pathway. x Inaccessible to those without good credit ratings or access. Some financing solutions are only available to those with good credit scores, and they may only provide repayment many months after the work has been completed. As a result, access to credit for bridge financing is recognized as a substantial barrier to home retrofits that can be overcome with a well-tailored financing solution. x Contractor quantity and quality.The availability of skilled labour to perform the work is a barrier to retrofits. Our research found that there are enough contractors in Aurora. Contractor familiarity with net zero concepts is increasing as a result of trainings being offered by the City of Toronto and the local contractor association. 10 Transition Accelerator. What is a dead-end pathway? Conversation with James Meadowcroft. Accessed Feb 2025. https://transitionaccelerator.ca/webinars/what-is-a-dead-end-pathway-a-conversation-with-dr-james- meadowcroft/ x Dead-end pathways are directions that may seem sensible in the short term, achieving positive results like specific reductions in greenhouse gas emissions, but they don’t lead to the profound, lasting changes that our shifting climate demands. Dead-end pathways can drain valuable resources and delay the major shifts needed to ensure Canadian prosperity.10 An example for a home would be installing a new, energy-efficient natural gas furnace. Page 329 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 17 Additional barriers in existing programs include friction to participation, process disconnects at various stages,11 ineffective outreach methods and messaging, stubborn misinformation, and complex application processes. Table 2-1 offers more detail on the specific programs currently offered at the provincial and federal levels. It also highlights the limitations of these programs, which an Aurora-based program championed by the Town could serve to address. Incorporating equity considerations Some vulnerable or excluded audiences are expected to experience additional market gaps regarding home energy retrofits. Aurora interested parties suggested that these communities may include12 seniors, newcomers, non-English speakers and “income qualified”13 homeowners. Barriers experienced by these communities may include: x inability to access information online; x inability to understand information in English; x Iimited understanding of the benefits and processes x limited time to implement retrofits; x lack of trust in, or confidence negotiating with, contractors; x limited access to capital or credit; x inability to benefit from the long-term paybacks of retrofits because they expect to move in five to ten years (seniors especially). x x x 11 As an example, disbursements do not align with contractor timelines and needs in certain programs. This can make it more challenging for homeowners to cover costs. 12 Equity-deserving groups are here defined as individuals and groups that have been and continue to be underserved and underrepresented, including people of different ages, races, ethnicities, abilities, genders, religions, cultures, sexual orientations and socio-economic backgrounds. 13 “Income qualified,” as noted throughout this report, is intended to reference the definitions established by the Energy Affordability and Home Winterproofing programs (described in Table 2-1: Current Provincial and Federal Funding Programs and their Gaps) and is loosely used interchangeably with the term “low- to moderate-income” (LMI). Local programs may translate information into different languages to improve accessibility. Providing an energy coach can be an effective way to support homeowners through contractor negotiations and to reduce the time burden of retrofits. Derisking loan using the municipal local improvement charge mechanism can make financing available to communities who may not otherwise qualify. Page 330 of 458 Energy + Climate Advisorsbuildings ∙ mobility ∙ industry ∙ energy18Table 2-1: Current Provincial and Federal Funding Programs and their GapsAvailable programsxDescriptionFunding gapOntario Programs1.Home Renovation Savings Program|Saveon Energy and Enbridge xEligible measures include space and water heat pumps, smart thermostats, solar PV and battery storage, insulation, air sealing, and energy efficient windows and doors xCertain rebates are only offered to projects that include two or more upgradesxEnergy Assessments required for two or more measuresxDoes not provide funding for climate adaptationmeasuresxLow incentives for fuel switching to heat pump for Enbridge clients2.Enbridge Sustain | EnbridgexOffers an energy-as-a-service solution with the turnkey installation, service and maintenance of selected measuresxEligible measures include geothermal, dual fuel systems (air source heat pump and natural gas furnace), solar PV & EV chargersxLimited list of eligible measuresxDoes not support full electrification3.Winterproofing Program | EnbridgexOffers income eligible homeowners and renters’ access to ahome energy assessment and the installation of energy efficient measures at no costxEligible measures include wall, attic and basement insulation; draft proofing; and smart thermostatsxCoordinates with the Energy Affordability Program (below) so selected measures across the two programs can installed at the same timexOnly available to Enbridge Gas customers who use natural gas for home space heatingxUnavailable to many income groupsxLimited list of eligible measures4.Energy Affordability Program |Save on EnergyxOffers energy-saving products and services at no or low cost,depending on a household’s circumstances and incomexEligible costs the program covers may include the replacement of inefficient appliances and the installation of insulation and draft-proofing, smart thermostats, cold climate heat pump and free energy saving kitsxEnerGuide Assessments are requiredxSome measures only support homes already heated with electricity (e.g. insulation, draft-proofing, smart thermostats, cold climate heat pumps)xUnavailable to many income groupsPage 331 of 458 Energy + Climate Advisorsbuildings ∙ mobility ∙ industry ∙ energy19Available programsxDescriptionFunding gapFederal Programs5.Oil to Heat Pump Affordability Program|Natural Resources CanadaxOffers a heat pump incentive of up to $10,000 to Low to moderate income (LMI) homeowners with oil as their primary heating fuelxRecent changes have expanded the list of eligible heat pumps and increased income eligibility to account for inflationxIncentive is disbursed prior to installationxRequires proof of purchasing heating oil (500L)xNarrow focus on oil-heated homes, which are a very small percent of Aurora’s homeowner-occupied homesxUnavailable to many income groups6.Canada Greener Homes Loans|Canada Mortgage Housing CorporationxOffers interest-free 10-year loans for home energy retrofits, ranging from $5,000 to $40,000xEligible measures include insulation, air-sealing, windows and doors, thermostats, space and water heating, solar PV, and certain resiliency measures (e.g. basement wall waterproofing), xLoan term does not align with useful life of many measures xReported significant delays to receiving final disbursement, thus requiresbridge financingxRequires good creditxLimited advance disbursement (up to 15% of total loan)xNo ability to increase the loan amountif the final costs exceed the initial estimate7.Canada Secondary Suite Loan Program |Canada Mortgage Housing CorporationxOffers loans up to $80,000 to add secondary suites to existing homes, with low interest rates (2%) and 15-year loan termsxProgram planned to launch in 2025xDetails to come in coming monthsPage 332 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 20 3. Local Home Retrofit Potential Page 333 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 21 3. Local home retrofit potential Most homes in Aurora are low rise, relatively new, natural gas heated, and owner occupied. As such, a broad, emissions-focused home energy retrofit program for Aurora could target this common housing type with fuel switching measures such as heat pumps and electric water heaters to reduce emissions and increase resiliency. Alternatively, if the retrofit program aims to be more narrowly focused on cost effectiveness, it could target the few homes that are older and/or not heated with natural gas. Any program should also take into consideration the vulnerable residents. Aurora has a particularly high percent of newcomers to Canada. 3.1 Housing stock characterization Dwelling types and vintages The vast majority of homes in the Town of Aurora are low-rise dwellings14– the primary housing target for the planned retrofit program (Figure 3-1). Overall, single detached and other low-rise dwellings make up roughly 88% (17,800 homes) of Aurora’s existing housing stock. While apartments, condominiums, and other residential building types also represent a meaningful opportunity to achieve the Town’s GHG reduction goals, they require a distinct program or strategy that reflects their distinct barriers and needs. Figure 3-1: Dwelling types15 While most of Aurora’s housing stock was built fairly recently, the residential sector still accounts for 45% of all energy use and 37% of all emissions in the community. 16 Most homes were built in 1990 or after (see Figure 3-2) when the province first introduced minimum energy 14 For the purposes of this study, low-rise dwellings include single family detached and row/townhouses. 15 Statistics Canada. Census Profile, 2021 Census of Population. Accessed Dec 2024. 16 Town of Aurora. 2021. Community Energy Plan. Accessed Dec 2024. Single Family Detached 67% Mid to High-rise Dwellings 12% Other Low-rise Dwellings 21% Page 334 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 22 efficiency requirements into the provincial building code. Therefore, most homes meet basic insulation and heating system performance standards and very few homes (3%) require major repairs. However, energy efficiency standards continue to evolve and are becoming increasingly stringent to align with a net zero pathway. The Town, therefore, needs to not only enforce higher energy performance standards in new buildings when incorporating energy measures have the least costs but also ensure the existing housing stock achieves substantial emissions reductions. Figure 3-2: Dwellings by year of construction While most homes were built post 1980, there are some neighbourhoods in central Aurora that have older buildings. Some of these have heritage designation, as shown in Figure 3-3. These older homes are most likely to be less energy efficient and would benefit from building envelope upgrades. 8% 6%5% 19%19%20% 18% 4% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 500 1000 1500 2000 2500 3000 3500 4000 1959 or before 1960 - 1969 1970 - 1979 1980 - 1989 1990 - 1999 2000 - 2009 2010 - 2019 2020 - 2024 Percentage of homesNumber of homesYear Built Page 335 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 23 Figure 3-3: Buildings with heritage designation in Aurora17 Energy use and emissions In general, older homes are a key target for a local retrofit program to maximize impacts . Homes built prior to the adoption of Ontario’s first building code in 1975 tend to be less well insulated and less likely to have clean and energy efficient heating and cooling systems. These homes thus tend to consume substantially more energy and emit more emissions than those built to today’s standards. Household energy costs in Aurora average $3,700 per year ($2025), slightly higher than other York Region municipalities.16 While factors such as energy use patterns and home size can influence these costs, implementing efficiency measures can have a significant impact on home energy consumption and costs. 17 Aurora. Feb 2014. “Promenade Community Improvement Plan.” Accessed Apr 9, 2025. Page 336 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 24 Space heating consumes the most energy of any end use in homes (Figure 3-4), followed by water heating (20%) and appliances (12%). Because of their high baseline energy consumption, older homes can achieve substantial savings from energy efficiency improvements. At the same time, driving emissions reductions retrofits in more recently constructed homes remains critical to achieve carbon targets. Figure 3-4: Emissions by end use from homes in Ontario18 Natural gas is the most common heating fuel in Aurora homes (Figure 3-5Error! Reference source not found.). With only 21% of homes heated primarily with electricity, the vast majority rely on fossil fuel heating systems. Among these homes, an estimated 67% are heated with natural gas and the remaining 12% are heated with other energy sources like wood and oil. Electrification alone therefore represents a meaningful opportunity to significantly reduce the GHG emissions of low-rise dwellings in the Town of Aurora. Figure 3-5: Heating by fuel type in residential buildings in Aurora15 Air source heat pumps in particular are a high-impact measure in Aurora.Heat pumps are much more efficient than gas furnaces and boilers and can reduce energy consumption for space heating by more than 50% compared to natural gas furnaces of electric resistance heating. Heat pumps with an electric backup furnace are a great option to almost eliminate emissions from space heating. Heat 18 Natural Resources Canada. (2021). Residential Sector Ontario: Secondary Energy Use and GHG Emissions by End-Use. Space heating 60% Water heating 18% Appliances 13% Lighting 4% Space cooling 5% Natural gas 67% Electricity 21% Wood 8% Other 4% Page 337 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 25 pumps also offer cooling more efficiently than a typical air conditioner. Recent data from the Municipal Property Assessment Corporation (MPAC) suggests that 44% of Aurora’s single detached dwellings do not have air conditioning units, which could represent a key audience for a local retrofit program. For those that do have air conditioning already, installing a heat pump at the time of replacement of that air conditioning unit is the most economical. 3.2 Population demographics Demographic data is key to size the market opportunity and identify the key audiences to which the local program will cater to. The following draws primarily from 2021 census data.19 Aurora is a growing community for working age households.With just over 60,000 residents, Aurora experienced a 12% population increase in just five years, between 2016 and 2021. This community has largely attracted working age households, as most primary household maintainers (67%) are between 35 and 64 years of age. At 15% of the population, seniors are proportionally less represented compared to the provincial average. Moreover, the average household size is nearly three persons (2.9), which suggests that a meaningful number of homes include children living at home. See Figure 3-6 for details. Figure 3-6: Age of primary household maintainer Aurora is a community of homeowners. Most households (81%) own their homes (Figure 3-7). In addition, with a median household income of $119,000, Aurora’s population is generally more affluent compared to the provincial median of $91,000 (Figure 3-8). Relatedly, a relatively small portion of homeowners are in core housing need (8%),20 and the median value of dwellings in the community is $1 million, which well exceeds the provincial median of $700,000. 19 Statistics Canada. (2024, August 2). Census Profile, 2021 Census of Population: Aurora, Town. 20 Statistics Canada defines core housing need as “whether a private household's housing falls below at least one of the indicator thresholds for housing adequacy, affordability or suitability, and would have to spend 30% or more of its total before-tax income to pay the median rent of alternative local housing that is acceptable (attains all three housing indicator thresholds).” 0 1,000 2,000 3,000 4,000 5,000 6,000 15 to 24 years 25 to 34 years 35 to 44 years 45 to 54 years 55 to 64 years 65 to 74 years 75 to 84 years 85 years and over Page 338 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 26 Figure 3-7: Proportion of owner-occupied dwellings Figure 3-8: Number of households by income group in 2020 The risk of energy poverty in Aurora ranges from 14% to 24% 21. Compared to other parts of Canada, this is relatively low and suggests that Aurora is generally more wealthy, however, there is one neighbourhoods in Aurora, the northern part of both Aurora Heights, that is higher than the rest (as seen in Figure 3-9) and may benefit most from energy efficiency support. What is Energy Poverty? Households experiencing energy poverty are often defined as those that spend more than double the national average (6%) of their income on home energy costs.13 While struggling to cover their utility expenses, many of these households experience other adverse impacts, such as discomfort from living in cold and drafty homes, higher levels of stress and poor mental health outcomes, and the need to sacrifice other essentials like groceries to pay utility bills.14 Energy poverty tends to disproportionately affect vulnerable populations, including one-person, lone-parent and senior households, as well as those with a person with a long-term illness or disability. Relatedly, these groups also tend to be more vulnerable to extreme heat, cold and other extreme weather events. Energy poverty has also been found to be more prevalent in specific housing types, including low-rise homes, dwellings built prior to 1960, and housing in need of major repairs.Approximately 3% of Aurora’s housing stock, equating to 640 homes, requires major repairs.19 21 Canadian Urban Sustainability Practitioners. 2016. Energy Poverty and Equity Explorer: Housing & Demographics Theme. 81% 19% 0% 20% 40% 60% 80% 100% owner renter 3,250 5,535 4,775 7,945 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 Under $50,000 $50,000 to $99,999 $100,000 to 149,999 $150,000 and over Page 339 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 27 Figure 3-9: Energy poverty rates by census tract in Aurora Aurora has a high population of immigrants, with 37% of the total population being foreign-born, which exceeds the share of immigrants in Ontario and Canada overall ( Figure 3-10). Recent immigrants represent 11% of Aurora’s total immigrant population. Between 2016 and 2021 (the year of the most recent Census), 2,575 recent immigrants arrived, with Chinese immigrants representing 38% of this group. That said, English is well understood, as 95% of residents speak it, and only 3% report speaking neither official language.19 26% 30% 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% 2011 2016 2021Percentage of immigrant poplulationYear Aurora Canada Ontario Page 340 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 28 Figure 3-10: Immigrant population in Aurora versus Ontario and Canada (Adapted from Statistics Canada) Half of Aurora’s workforce works remotely, which suggests that energy use at home is relatively more important for these workers as they use their homes all day.19 3.3 Local workforce capacity Homeowners typically face several challenges when looking to improve the energy efficiency of their homes. Certified Energy Advisors and a skilled local renovation workforce can help homeowners address these challenges by providing them with qualified advice, quality work, and protection to homeowners’ investments in energy efficiency measures. We assessed the capacity of the local workforce to support any increased demand that might result from the Town’s Home Energy Retrofit Program. NRCan-Licensed Service Organizations are plentiful in and around the Town of Aurora. As of February 2025, NRCan reported 24 certified Service Organizations offering home energy assessment services in Aurora with 2 located inside the Town limits. See Figure 3-11 for details. 26% 30% 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% 2011 2016 2021Percentage of immigrant poplulationYear Aurora Canada Ontario Figure 3-11: Map of NRCan -licensed service organizations (SO) servicing Aurora Page 341 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 29 The quantity of contractors near Aurora is expected to be able to meet retrofit demand; however, experience with Net Zero techniques is still limited. As of February 2025, the Canada Home Builder’s Association (CHBA) Directory of Members for the Greater Toronto Area yielded the following results22 (see below for details on the Net Zero Homes and RenoMark programs): x 12 Net Zero Builders, 6 Net Zero Advisors, and 0 Net Zero Renovators. x 96 RenoMark renovators (5 located close to Aurora as shown in Figure 3-12) x 31 non-RenoMark renovators x 471 home builders / developers x 326 professional service providers x 176 suppliers Regarding heating, ventilation, and air conditioning (HVAC) contractors, the HRAI membership directory suggests that there are 57 licensed heat pump installers serving the Aurora region23. The Canada Home Builders Association developed the Net Zero Homes certification to upskill home builders and renovators on techniques related to net zero homes. It includes a series of courses covering Building Science, Net Zero Builder, Net Zero Renovators, Net Zero Advisor, and Net Zero Trades. CHBA also delivers their RenoMark program, which is designed to distinguish professionalism and integrity in the renovation industry. RenoMark certified contractors must adhere to a code of conduct. It does not reflect particular skills. Municipalities can promote contractors with the Net Zero Homes and RenoMark certifications to help homeowners to find qualified renovators that are able to help them with their home’s renovation projects. Using an industry-led contractor directory instead of a municipal preferred vendor lists can help minimize liability risk for the municipality. 22 CHBA. ”Membership Directory for Greater Toronto Area – Net Zero Builders.” Accessed Feb 2025. 23 HRAI. Membership Directory for Aurora – Air Source Heat Pump Installers. Accessed Feb 2025. https://portal.hrai.ca/HRAI/Contractor_Locator/HRAI/Contractor_Locator/Contractor_Locator.aspx#search-by- postcode Page 342 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 30 Figure 3-12: RenoMark renovators located near the Town of Aurora The abundance of contractors in the region should be sufficient to cover Aurora homeowner’s needs; however, the expertise of these contractors with net zero techniques is limited so upskilling may help ensure that homeowners receive quality advice.Contractor training initiatives are offered in Toronto. The Town of Aurora is well positioned geographically to benefit from the contractor training initiatives underway by the City of Toronto and others that have gained traction in the industry. Collaboration and cross promotion could be helpful to leverage those existing efforts. Page 343 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 31 4. Innovative Financing Solutions Page 344 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 32 4. Innovative financing solutions A local retrofit program can offer more attractive, innovative financing solutions than traditional financing, to further support home retrofit activity by addressing financial barriers faced by many homeowners (see Section 0). Financing that covers the full upfront cost of home energy improvements and offers preferential terms like fixed interest rates, long amortization periods, and repayment on the property tax bill can help more homeowners complete deeper energy retrofits. With these elements in place, it is also possible that energy cost savings will match or exceed regular payments on the amount borrowed, to minimize the impact on homeowner cashflows. The Town of Aurora can play an important role in helping homeowners access attractive, tailored financing solutions.This role can vary depending on the financial partners and financing product the Town chooses to proceed with in a subsequent detailed program design stage. Three financing solutions are explored in this study, which are summarized in Table 4-1. x Local Improvement Charges (LICs) x Utility on-bill x Private direct lending Table 4-1: Description of Identified Program Financing Options FINANCING MODELS Local Improvement Charges (LICs) Utility On-bill Private Direct Lending (unsecured) Repayment mechanism Homeowner repays their local municipality through a special charge on their property tax bill Homeowner repays the utility through their energy bills. Homeowner repays a participating lender through a personal loan agreement Key attractive features Transferable loan (runs with the property). Streamlined repayment and simple agreements Quick approvals and familiar process Common challenges Requires municipal involvement to set up and/or administer. Few examples. Few utilities are willing to offer. Higher interest rates and shorter terms on loans. Affects an individual’s credit. Key underwriting criteria Property tax payment history Utility bill payment history Credit score, income and debt levels Primary municipal responsibilities Program champion + record LICs + secure program funding Program champion + maintain a loan loss reserve to backstop homeowner defaults Program champion + maintain a loan loss reserve to backstop homeowner defaults Priv Page 345 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 33 A Loan Loss Reserve (LLR) is a credit enhancement tool where a pool of funds is set aside to cover a portion of losses incurred by lenders from homeowner financing defaults. The balance of the LLR fund may fluctuate as the balance of outstanding loans changes, since deposits are held until loans are repaid by the borrower (in this case, homeowners). In the event of default, lenders can apply to the LLR fund to be made whole for a portion of their demonstrable losses. Risks are shared between both parties as the LLR only covers a portion of losses. The LLR can also be authorized to invest the funds set aside in an interest-bearing account. The following section provides more detail on each of these three models, with their feasibility evaluated based on the legislative context and assessed suitability. Table 4-2 summarizes the results of this analysis. It shows that the LIC Turnkey model is the most viable option for the Town of Aurora. Table 4-2: Common Financing Models and the Ability of Key Agents to Implement Local Improvement Charges (LIC)Utility On-bill Private Direct Lending In House/ Shared Turnkey Interest Medium High High Low Capacity Low High Medium High Experience Low Medium Low Medium Alternate ways that the Town can influence home energy retrofits that do not involve a financing program are explored in Section 5. 4.1 Local improvement charges (LIC) Under Ontario Regulation 586/06 Local Improvement Charge, passed in 2001, municipalities are able to undertake works and recover the cost from the benefiting properties via a special charge added to the property tax bill. The municipality can spread the cost over multiple years to ease repayment. If the owner sells their property before the local improvement charge is paid off, the responsibility for the remaining payments can be transferred to the new property owner. Until recently, this mechanism could only be used to finance local infrastructure projects such as sidewalks or water/sewer pipes. However, due to changes in 2012, municipalities in Ontario now have the flexibility to use LICs as a financing tool to cover capital costs for a wide range of improvements on private properties, including energy efficiency, renewable energy, and water conservation retrofits. This mechanism is being used in many jurisdictions to support home energy retrofit projects. Under this model, municipalities offer a loan to homeowners for qualifying measures. Loans are secured with a priority lien on the property. There are three ways that home retrofit loan programs have been delivered using the LIC mechanism, In-house, Shared, or Turnkey. Page 346 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 34 Under the In-House model, the municipality is responsible for administering the loan disbursements and collections. Loans are repaid through a special assessment applied to the property tax bill. The municipality also delivers the market support elements including marketing and customer support. This model gives the municipality a great deal of control over the program but also requires significant staff time.ᶩ Example of a fully In-House delivery model: Guelph Greener Homes Program In a Shared model, a municipality oversees the loan disbursement and collections via the tax bill, while the market support elements are mostly outsourced. Sharing delivery responsibilities with an outside entity with relevant experience and reputation can ease the burden on municipal staff and resources. It can also help integrate a municipal loan program with other programs also managed by that delivery agent. ᶩ Example of a Shared delivery model: Kingston’s Better Homes Program In a Turnkey model, almost all the program responsibilities are outsourced to another entity. The loan collections process takes place separately from the tax bill and the LIC mechanism provides a backstop, only to be used in the case of homeowner repayment defaults. For example, if a homeowner defaults on a loan, the loan would be transferred to the municipality who would then apply a priority lien on the property as per their authority under the Local Improvement Charge. The municipality would collect on the outstanding amount via the tax billing process. As a last resort, the municipality would leverage their ability to force a tax sale of the property to recoup the loan value. -ᶩ Example of a Turnkey delivery model: Switch Wolfville Program Table 4-3 summarizes some of the central responsibilities of a loan program under each of the In- house, Shared, or Turnkey models to provide a conceptual notion of the staffing implications. This type of program would also impact other municipal departments, including the legal, building, and communications teams, and could entail other administrative responsibilities (e.g. program reporting and evaluation) to a greater or lesser extent depending on the delivery model chosen. Table 4-3: Summary of Key Responsibilities Admin. Model Energy coach Special charge on tax bill Loan underwriting Disbursement /billing & collections Delinquencies & defaults Offers guidance and support to homeowners Special charge tied to the property Reference municipal tax payment history Pay homeowners (or contractors), oversee repayment Same remedy for non-payment as uncollected property taxes In-house Shared ᶝ Turnkey ᶝ ᶝ ᶝ ᶝ Legend: Municipal responsibility Optionally municipal responsibility ᶝ Third party responsibility Under the In-house and Shared approaches, LIC’s are tied to the property and any outstanding balance at the time of home sale can be transferred to the buyer, who would then inherit the urnke Page 347 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 35 repayment obligation. In the case of a Turnkey model, this process is not as streamlined, so repaying the loan as a condition of sale is currently the most common approach. This may or may not be a concern, as even under In-house LIC programs, many home buyers have preferred to see the retrofit repayment obligation cleared as part of the property sale. 24 In general, LIC programs under any delivery model allow borrowers to access preferential loan terms, including below-market interest rates and longer repayment terms. Underwriting is typically based on a homeowner’s tax payment history rather than creditworthiness. In-house or shared models tend to secure the most competitive loan terms. Since LICs are secured by the property rather than the owner, they do not affect an individual’s credit rating. Risk Management LIC programs across Canada have had exceptionally low default rates. One of the oldest Canadian programs is in Halifax where there have been no defaults throughout its 14 years of operation. LICs also protect municipalities from financial risk with a priority lien on the property that is senior to most other creditors. Municipalities have existing policies and procedures in place to treat property tax delinquencies and defaults that would apply to LIC assessments in arrears (homeowner loans that are in default of their repayment obligations).Typical approaches to default would be to work with the building owner on a patient repayment plan, and, as a last resort, force a tax sale of the property to recoup the loan value in arrears. For mortgage lenders, LICs do have precedence over the first mortgage lender in the event of foreclosure or a tax sale; however, the LIC loans are non-accelerating. This means that only the amount in arrears comes due in cases of default rather than the full LIC assessment. This generally represents a small enough amount to have a non-material effect on a mortgage lender’s ability to recover its investment. While homeowners are technically at risk of losing their home if they default on the loan, municipalities can design their program to minimize this risk. To this end, municipalities can set up a loan loss reserve (to backstop homeowner loans) and offer support for delinquencies, such as flexible payment arrangements for arrears as needed.25 They can also enforce robust consumer protection measures. Additionally, the program may integrate more comprehensive underwriting criteria (such as ability to pay metrics) to qualify borrowers. Enabling legislation LIC financing programs generally require clear enabling legislation from the province. In the context of Ontario, the use of LICs to finance clean energy projects is permitted under O. Reg. 586/06, which specifies that municipalities may impose a LIC on the property lots of “consenting private property 24 In reality, homeowners often prefer to prepay their LIC assessment when selling their home, rather than transfer the repayment obligation since it can complicate the sale. Most mortgage lenders in Canada are not yet comfortable with these priority lien charges. 25 This could draw inspiration from or work in tandem with Ontario’s Electricity Support Program, which can help make electricity payments more manageable, and Ontario’s Low-income Energy Assistance Program, which can provide one-time emergency funding to help pay energy bills. Page 348 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 36 owners” to cover the cost of “constructing energy efficiency works or renewable energy works.” 26 The regulation sets out a framework that details: x Eligible costs, which include the municipality’s administrative costs; x Bylaws requirements; x Procedures for imposing special charges; x Reserve fund requirements for long-term debt; and x Property owner agreement terms and conditions. As such, the provincial legislation guides how municipalities can structure their LIC programs. Note, to date there have not been any loan programs set up under the turnkey model in Ontario. Municipal bylaws and policies governing the authorities of municipal service corporations may need to be amended.Additional time and budget for legal counsel should be included in a program adopting the turnkey model. Assessed suitability Municipal billing system capacity and staff willingness are essential to operate a LIC program under an in-house or shared model. In a two-tiered municipal structure, the lower tier municipality would be responsible for loan collections while the upper tier would be responsible for approving any borrowing needed to capitalize the program. The stakeholder consultation in Aurora suggests that the Town (lower tier) does not have experience or software needed to implement an LIC, and that the staff resources in the financial department are insufficient to deliver an LIC program of this nature are stretched. Implementing a municipal loan program would require the finance team to perform laborious manual processes, as their tax system is not yet designed to efficiently handle these kinds of individual loan collections. York Region, likewise, has minimal experience with LIC programs. Experience from Guelph suggests that upgrading the billing system software to handle and LIC loan can be expensive and time consuming. Unless new staff could be hired, Aurora’s current staff capacity is insufficient to deliver and In-House or Shared model. As such, a Turnkey approach is better aligned with Aurora’s capacity. In addition, the Town, as a lower tier municipality, does not have the ability to borrow directly and requires their upper tier municipality to borrow on their behalf. As such, they may be exposed to higher interest rates. While the Town has limited ability to capitalize a LIC program, FCM’s CEF initiative offers a mix of low interest loans and grants to support program planning and implementation. The funding program is expected to sunset in Sept 2025 and the selection process is especially competitive for Ontario municipalities, particularly those in southwestern Ontario where significant funds have been previously awarded. To be successful, the Town or its financing partner would be required to provide 20% of the total program budget. Administrative fees may be added to cover the program, operating costs, but this would increase borrowing costs for participating homeowners. 26 O. Reg. 586/06: Local Improvement Charges – Priority Lien Status, Municipal Act § 36.1 (2001). Page 349 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 37 4.2 Utility on-bill Utility on-bill programs are delivered by energy utilities and use utility bills as the repayment vehicle for energy retrofits. On-bill programs can support the efforts of utilities to meet the substantial forecasted electricity load growth, as lowering household energy consumption can relieve stress on the power grid and infrastructure.27 While there exist different variations of this model (see below), utility on-bill programs generally offer more favourable terms than private personal loans,as the loans or tariffs are secured by the utility’s terms of disconnection for nonpayment. Similar to the LIC model, homeowner eligibility is typically assessed based on utility bill payment history rather than bank credit checks. This helps broaden eligibility to credit challenged borrowers. On-bill programs generally take one of three forms: On-Bill Financing (OBF)On-Bill Repayment (OBR)Tariffed On -Bill Tariff (TOB) The utility capitalizes the program, generally using ratepayer funds. Loans are made to individuals and must be paid off by the original borrower (i.e. cannot be transferred). A third party, usually from the private sector, capitalizes the program. Customer payments are collected by the utility and used to repay the capital provider. As with OBF, the financing provided is tied to the customer and cannot be transferred to a new customer. Public or private funds are used to capitalize the program. Tariffs are used for cost recovery, treating home retrofits as an investment in utility system improvements. The loan is therefore tied to the utility meter and can be transferred to new occupants. The unique structure of TOB programs, which use tariffs tied to the utility meter for cost recovery, mean they can be implemented to serve any type of customer, including renters and low-to- moderate income (LMI) customers. In contrast, the other two financing models are effectively limited to owner-occupants with a willingness to take on debt. The primary utilities servicing Aurora are Enbridge Gas (natural gas supplier) and Alectra Utilities (electricity supplier).ᶩExamples: Manitoba Hydro’s On-Bill Financing program, PG&E’s On-Bill Financing program, Vermont’s Tariff- On-Bill program, Enova Power in Waterloo is in the process of developing an On-Bill Repayment program. Enabling legislation Communications with the Ontario Energy Board confirm that Ontario’s regulation governing on-bill financing (O. Reg. 131/15)28 allows utilities to offer on-bill programs for the purposes of promoting electricity conservation and clean energy, as well load management. However, it precludes utilities 27 Ontario’s Independent Electricity System Operator (IESO) released an updated electricity demand forecast in December 2024 which shows the province will need 75% more electricity by 2050. 28 Ontario Regulation 161/99, made under the Ontario Energy Board Act, 1998, was amended by Ontario Regulation 131/15 on June 2, 2015, to clarify that LDCs may provide on-bill financing to their customers for electricity conservation and load management measures. Page 350 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 38 from using ratepayer funds to deliver the program. This suggests that both OBR and TOB are permitted in the province, provided the program be capitalized through a third party. Assessed suitability An interested and committed utility to champion the program is central to this model. Based on stakeholder consultation, such a utility does not exist in Aurora at the time of writing. The absence of utility support makes this option unfeasible. Enbridge Gas used to offer an Open Bill Program, which was an on-bill repayment program to third party companies that offered energy-related services. This suggests that they have the necessary software to do the OBR, but this service was canceled in 2023, with no plans to re-establish it. Alectra Utilities are not considering the software upgrades necessary to enable an on-bill repayment program, especially not just for a small region of their service territory such as the Town of Aurora. 4.3 Private direct lending Under a private direct lending model, a private lender offers eligible participants unsecured personal loans for qualifying home energy retrofits. A credit enhancement from a municipality can help de-risk these loans and secure preferential lending terms for homeowners such as below- market interest rates, extended repayment, higher loan amounts, and expanded underwriting criteria to include credit challenged borrowers. A municipal credit enhancement can take the form of a LLR (defined at the start of Section 4) to provide partial coverage for losses on a portion of the total loan portfolio (e.g. a 20:1 leverage ratio). Risk Management The portion of loans issued to credit challenged borrowers may warrant higher LLR contributions. Risks associated with LLRs are shared between both parties, as a small portion of any loss (e.g. 10- 20%) would not be recoverable through the LLR and would therefore need to be covered by the private lender. This shared risk approach helps ensure the lender follows careful underwriting and collection procedures. The LLR could serve to backstop a term loan product, either by helping to establish a new offering in the community or enhance an existing offering. Currently, there are at least two unsecured loan products offered by the private sector: VanCity’s Planet-Wise Home Renovation Loans and RBC’s Energy Saver Loan. Both offer competitive interest rates and more favourable terms than most conventional unsecured loans. These unsecured loans could also be used as bridge loans to meet short-term financing needs. This approach would help participants cover the upfront costs of home energy retrofits until a The GoGreen Home financing program in California facilitates access to competitive financing that can cover up to the full upfront cost of home energy retrofits. Participating lenders generally offer conditions like no closing costs or annual fees, no collateral required, loan terms up to 15 years, rates between 5% and 8%, and preapproval within 24 hours. To support this program, the State offers a credit enhancement in the form of a loss reserve. Page 351 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 39 long-term arrangement is put in place, such as mortgage cash-out refinancing29 or interest-free loans from the Canada Greener Homes Loan program, for which there can be notable financing gaps that can span several months (see Section 2.4).ᶩExamples: Durham Greener Homes, California’s GoGreen Home program Enabling legislation Financial institutions are either federally or provincially regulated. Financial regulators enforce minimum risk management standards, capital adequacy and liquidity requirements, consumer protections,and various other provisions. Ontario credit unions are generally regulated by the Financial Services Regulatory Authority of Ontario (FSRA) while national banks are regulated by the Office of the superintendent of Financial Institutions (OSFI). Assessed suitability Retail lenders are particularly well set up to offer financing to consumers given that it is one of their primary lines of business. As such, retail lenders already have the necessary expertise, human resources, infrastructure, and access to capital to offer a new personal loan product. Compared to LIC and on-bill programs, unsecured personal loans often offer a more streamlined process. In addition, many homeowners are accustomed to turning to local banks and credit unions to meet their financing needs. Retail lenders in Canada have historically had difficulty gaining traction among homeowners with these offerings.These lenders can leverage their direct relationships with borrowers to promote their offering, although loans cannot in and of themselves address homeowner barriers that extend beyond financing. The Town of Aurora can therefore play an important role not only enhancing these loan products by offering or facilitating access to a LLR, but also by socializing the benefits of energy efficiency and resilience in the community and by facilitating access to complementary initiatives, both of which can help address persisting behavioural and structural barriers. Discussions with local lenders suggested that they are not interested in offering such a loan product due to the limited size of Aurora and the poor uptake rates of similar programs in Ontario such as the Durham Greener Homes Loan Program. Note, due to very low uptake of the private loan product, Durham is shifting their program to an LIC model, using a shared delivery approach with Windfall Ecology Centre as their program administrator. 4.4 Example programs from other jurisdictions To get a sense of the diversity of program models used by mid-sized municipalities across Canada for home energy retrofits, see the examples in Table 4-4, showing that programs use a range of delivery models, funding sources, and market support elements. 29 Mortgage cash-out refinance is a process where a homeowner replaces their existing mortgage with a new one for a larger amount, receiving the difference in cash. This allows them to leverage the equity they have in their home equity to fund various expenses, like paying off high-interest debts, home renovations, or other large purchases. Page 352 of 458 Energy + Climate Advisorsbuildings ∙ mobility ∙ industry ∙ energy40Table 4-4: Examples of Home Retrofit Programs in Canadian Mid-Sized MunicipalitiesProgram modelProgram Name(status)LocationDelivery model & agentInterest rate, loan terms & feeSource of fundsAdditional market supportLIC In-House modelGuelph Greener Homes(ongoing)City of Guelph, ONLIC in-house, delivered in-house by GuelphLoan up to $50k; 0% interest rate; Loan term of 10 years; No adminfeeFCM CEFCity of GuelphGrants for low-income householdsLIC Shared modelEnergize Bridgewater(ongoing)Town of Bridgewater, NSLIC in-house, admin by Clean FoundationLoan of $15k to $40k;1% interest rate; Loan term up to 15 years; $400 program feeFCM CEFTown of Bridgewater Energy assessment booking; Energy coachfrom Clean Foundation; Trade partner networkLIC Turnkey ModelSwitch Charlottetown(ongoing)City of Charlottetown, PEITurnkey with LIC backstop, delivered by SwitchPACELoan up to $40k; 0% interest rate;Loan term of 15 years;5% program feeFCM CEF Efficiency PEI Energy coaching service: advisory support for retrofit project inquiries, contractorquotes and home energy assessment booking and interpretation; Direct payment to contractors.TBD (Application under review)Town of NewmarketTurnkey with LIC backstop, delivered by EnervaTBD TBD TBCLIC Turnkey Model, privately fundedResidential Clean Energy Improvement Program(pre-qualification)Town of Stettler, AlbertaLIC, delivered by Alberta MunicipalitiesLoan of $3k to $50k;5.60% interest rate;Loan term of useful life or < 25 years; 5% program feeVision Credit Union StettlerList of qualified contractorsPrivate lending model (unsecured loans)Durham Greener Homes(amending to LIC)Durham RegionWindfall Ecology Centre for market support & credit unions for loansPrivate lending modeloffering unsecured, variable rate loansfor 10 year terms at prime+2%.FCM and Credit unionsHome energy coach, One-stop-shop website, Home energy ratings (not public)Market-Support (without loans)CHIRP(Community Home Improvement and Resilience Program)Greater SudburyDelivered by internal staff –Affordable Housing and Home Energy ConciergeNo loan offeredFunded through Housing Accelerator FundsEnergy coachsupport to residents by City staff Page 353 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 41 5. Additional Strategies to Increase Home Energy Retrofits Page 354 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 37 5. Additional strategies to increase home energy retrofits Beyond, or in addition to, offering financing to homeowners, municipalities can deploy many other tools to increase the rate of home energy retrofits. When deciding on which tool is most effective at which stage, it is helpful to understand the market transformation curve (see Figure 5-1) and the ways to influence it. Financing programs would fall under stage 3: incentives. Figure 5-1: Market transformation curve Municipalities have tools to influence the market transformation curve at all four stages, as explained below. Sample actions under each category can be found in Figure 6-2 for Aurora’s consideration. Education and outreach: Helping homeowners understand what programs already exist to help them can expedite retrofit activity. There are many programs available in market already that change often and messaging from a trusted source like the municipality can help homeowners access these solutions. Municipalities also have existing close relationships with their residents and are well positioned for outreach activities. Capacity building: Capacity building activities can increase the ability of target audiences to achieve the desired outcomes. These capacity building activities can target home homeowners, contractors, and municipal building permit staff. Incentives and grants: Financing solutions such as the loan program contemplated in this study is a form of incentive (by way of attractive loans). Financing solutions are insufficient for some target audiences, especially low- and moderate-income residents, for whom grants are a more viable solution. Regulations: Municipalities have wide ranging authorities to develop and enforce bylaws related to climate change mitigation and adaptation. For public acceptance, it is best to implement regulations that can be complied with by the target audience, in this case homeowners. Supporting solutions 30 CalMTA. 2025. "Anatomy of Market Transformation Initiative.”Accessed Apr 9, 2025. Market Transformation Theory Market transformation is a proven strategic process of intervening in a market to create lasting change. The purpose of market transformation programs is to accelerate diffusion — or market share — of the desired outcome (home retrofits in this case)30. The stages shown in Figure 5-1 are the market supports typically needed to accelerate diffusion of the desired outcome, starting with early adopters, reaching the majority, and ending with the laggards. These stages build on one another, with the early stages increasing the public support for the later stages. Page 355 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 38 under the previous three steps of the market transformation curve will help with compliance rates of an eventual regulation. x Home energy and emissions rating: Evidence suggests that energy rating and disclosure policies, when coupled with an awareness campaign and integrated into a broader energy efficiency strategy, support an increase in home energy upgrades31 32 33. Some municipalities are requiring emissions ratings of homes. Saskatoon, for example, has published a map showing the energy and emissions ratings of all low- rise residential buildings34. Natural Resources Canada is expected to release a national standard on home emissions labeling in June 2025. The Ontario Municipal Property Assessment Corporation (MPAC) has developed ratings for all homes and this data can be licensed or purchased by municipalities. Alternatively, online platforms can be used to publish these home ratings, either privately or publicly, and help homeowners understand which retrofits would improve their home rating. To date, Ontario does not require ratings of any homes, new or existing, though a Bill was proposed in 2008 to require home energy ratings at the time of sale. x Building emissions standards: Legal reviews suggest that Ontario municipalities can regulate emissions from buildings including homes through building emissions performance standards. These types of bylaws can set an emissions target per building archetype and size as well as interim targets to ensure progress is being made towards the end goal. Building owners then make retrofits to their buildings to reduce emissions. Annual reporting of energy bills is typically the pathway used to confirm compliance. Fines are used to penalize non-compliance. Such bylaws are more common across the USA35. In Ontario to date, Toronto has commenced setting emissions standards for large buildings, but no Ontario municipality has yet regulated emissions from homes. Vancouver has implemented a condition of building permit approval for renovations worth $150,000 or more that the owner complete an EnerGuide Assessment and replace certain fossil fuel equipment with an electric equivalent. 5.1 Assessment of current programs against market transformation framework By mapping our analysis of the existing or expected programs in market onto the framework of the market transformation curve, as shown in Table 5-1Error! Reference source not found., we can see that, in Aurora, the steps of Education and Outreach as well as Regulations are yet to be filled. A local program should be designed with the goal of consistency and building upon existing programs rather than replicating them. 31 ACEEE. 2011.Case Study – Austin Energy Conservation Audit and Disclosure (ECAD) Ordinance. 32 Murphy, L. 2014 - The Influence of the Energy Performance Certificate: The Dutch Case. 33 Étude Grand Public. 2012. Perception du Diagnostic de Performance Énergétique. 34 Saskatoon. 2025. Home Energy Map. Accessed Apr 9, 2025. 35 For more details on how building performance standards and similar bylaws are used in North America, see https://imt.org/news/new-research-on-building-performance-standards-and-compliance-tools-at-aceee- summer-study/. Page 356 of 458 Energy + Climate Advisorsbuildings ∙ mobility ∙ industry ∙ energy37Table 5-1: Assessment of Existing Programs based on Market Transformation FrameworkON HomeRenovation Savings ProgramCanada Greener Homes LoanToronto HELPEducation & Outreach(Public awareness)Capacity Building (Training for skilled labour)Pro: Increases labour qualityGap: Does not address labour quantityIncentives (Grants or low-cost loans)Pro: Offers grantsGap: Low rates of awareness amongst Aurora homeowners to date. Does not include resilience.No loan offer. Complexity for implementationPro: Offers 0% loans up to $40,000Gap: Low rates of awareness amongst Aurora homeowners to date. Requires good credit. Uncertain future. Hard to access. Loan restrictionsRegulations (Home ratings or emissions standards)Page 357 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 38 6. Program Concept Page 358 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 39 6. Program concept The program concept is the final stage of the feasibility study where the answers to the feasibility questions are integrated. The following section presents a high-level program concept, as well as further considerations to be addressed at the program design stage. Key findings from the stakeholder engagement and analysis were used to guide this program concept. 6.1 Program goals and objectives A set of objectives will guide the program’s final design and activities. To define these, the project team held an initial goal-setting exercise with municipal staff from various departments. The outcomes of the meeting helped create alignment on the program objectives, as shown in Figure 6-1: Program objectives. Clear objectives for the program should be reflected in the different program design choices. Figure 6-1: Program objectives x Reducing GHG emissions in Aurora is the primary objective of a local program. The program will thus form part of the Town’s actions to reach its emissions reduction targets. x Enabling broad access to Aurora homeowners is a secondary program objective, to help achieve impact, economies of scale, and equitable access. 6.2 Market support elements Across all models, including market support elements can significantly influence program success. Selecting and effectively implementing the right market supports for the target audience can increase retrofit rates and reduce program impact. Options for market support elements are explained in Figure 6-2. Secondary Objective Primary Objective Reduce GHG emissions Enable broad participation Page 359 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 40 Figure 6-2: Market support elements to encourage retrofits in all program models. 6.3 Recommended program model Based on our assessment, we have found that any program developed requires a market support program as its foundation for success. It is feasible for the Town to pursue a loan program with FCM funding, but the funding is ending soon. If the FCM funding is not available, the Town could consider a program that focuses on market support elements using other funding sources. If the Town is committed to offering a loan product, it can explore a privately funded loan program, however, such a program would risk having low uptake, as has been witnessed in other similar programs. The models are listed in order of feasibility in Table 6-1: Recommended Program Models and detailed below. We note that there are many factors outside of the Town’s control that influence the appropriate program model for the Town including: x External funding source availability; x capacity, interest and experience of delivery partners and collaborators; x other programs in market; and x policy environments that support retrofits (ex. carbon pricing or home labeling requirements). While the models listed below may be the most feasible today, external factors may change, and the Town’s program model may need adjustment. •Promote existing programs •Raise awareness •Collaborate for reach •Focus on target communities Outreach and education •Provide energy coaches •Group sessions for peer-learning •Offer retrofit managers for target communities Energy coaching •Provide information about existing programs, finding qualified contractors, and implementation support Online one- stop-shop platform •Tailored solutions •Scenario tool for homeowners to compare packages •Include resiliency measures for prevention Roadmap for staged retrofits •Net zero trainings for contractors, building permit staff, and homeowners •Enable access to equipment through libraries Capacity Building •Incorporate resilience measures into the retrofit roadmaps and education tools Explain resiliency measures •Explore ways to reduce the cost of high impact items •Collaborate with Toronto to leverage scale and experience Explore bulk procurement •Offer grants for specific target audiences, for certain equipment, or for specific outcomes Incentives and rebates •Generate virtual home assessments and home ratings for all homes to identify energy savings •Ratings can be public or opt-in Virtual home assessments & energy ratings •Consider an emissions performance standard for residential buildings Explore emissions standards Page 360 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 41 Table 6-1: Recommended Program Models Program Model Key Features 1. Market-Support Program Focus on outreach, education, awareness and energy coaching with or without a loan component. Loan options outlined below. Support Aurora residents with a holistic program that fills the gaps of programs already available. The administrative costs for the market support elements may be born by the Town. Alternatively, the Town may seek external funding support if available (see Appendix C for options) or collaborate with Regional or other local municipalities for economies of scale. A. Turnkey LIC Loan Program with FCM funding Loan program using the LIC backstop approach and a third-party delivery agent to offer turnkey program delivery services. Collaborate with the Region or a nearby town to achieve economies of scale and to reduce homeowner confusion. Include innovative features to enhance program success and funding competitiveness. Secure FCM funding to offer a lower cost of capital and loan administrative costs would be covered under the FCM grant, including the market support elements of the program as well as a loan loss reserve. B. Turnkey LIC Loan Program without FCM funding Same as above however, to replace FCM funding, the loan capital is borrowed from the private sector and the market support elements are done on a minimal budget. Loan administrative costs would fall on the private sector. C. Targeted Loan Program with grant funding Offer loans to just a segment of the population such as LMI households, newcomers, seniors, oil heating, those achieving net zero, those needing bridge financing, etc. The program would be smaller and may be delivered in house. In the case of bridge financing, the LIC mechanism may not be necessary given the short turnaround of the loans. Loan administrative costs would fall onto the Town. In the future, if a utility on-bill repayment approach or a private lending partner approach become possible, it may be worth reconsidering at that point. Also, as the Town gains experience, it can build on their initial program to expand its scope and target different building types and audiences (e.g. commercial buildings, low-to-moderate income homeowners, landlords, renters, and condos). Page 361 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 42 Model 1: Market support program Program Concept and Key Features As a starting point, it is recommended that Aurora implement a market support program to raise public awareness about home retrofits. As part of a market support program, the Town would offer wide-reaching education, outreach, and coaching activities. These activities could help residents take advantage of existing programs as well as assess their financing options. With the goal of increasing retrofit activity and GHG reductions, the program could aim to include support for high impact retrofit measures. Strategies to accomplish the above will vary depending on funding available and partnerships arranged. The activities selected could scale from low-cost to higher-cost activities. Benefits Such a program would be an important foundation for any future initiatives of town regarding home emissions reductions including loan program. This model does not require collaboration (though collaboration is still helpful), thus the schedule is more in the control of Aurora. It can be scaled to match available funding. Risks Without Town contributions, grant funding, or partnerships, the program impact could be limited. The success of this program would rely on the availability of programs being offered by the federal and provincial governments, utilities, and others. Many of the market support elements would require careful examination prior to implementation. Role of key parties Aurora staff: x Interface with Council and senior management for program decisions. x Set up collaboration arrangements where valuable such as with York Region, Alectra, City of Toronto, or others. x Seek grant funding and manage funder’s reporting requirements. x Support outreach, messaging, media engagement, and community outreach. Addressing homeowner barriers Limited homeowner awareness and confidence:Under this program, public awareness about the need for retrofits and the existing support programs would increase. An energy coaching service and online platform would allow homeowners to learn about supports available to them and build confidence in their retrofit decisions. Homeowners would also learn about the various ways to finance retrofits using the Canada Greener Homes Loan program, home equity lines of credit, mortgage renewals, or other financing solutions. Cost-effectiveness of high-impact measures: There may the potential to collaborate with the City of Toronto on an approach to bring down the cost of heat pumps. Page 362 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 43 Uptake expected Because the focus of this feasibility study is a possible loan program, expected uptake of a market support program has not yet been evaluated, though it is expected to be high. In Durham, for example, the online platform and energy coaching was very popular. In three years, over 1300 homeowners used the energy coaching and achieved 40% greater emissions reductions than the average home retrofit in Durham over the same period. To measure uptake of market support elements, key performance indicators could include people reached, uptake of the provincial or federal programs, building permits pulled for retrofits, GHG reductions from the residential sector, jobs created, etc. Program budget considerations x Program costs need to be provided by the municipality or secured from grant funders. Model 1A: Turnkey LIC loan program with FCM funding Program Concept and Key Features With the market support program in place, the most feasible loan program offering was found to be a turnkey loan model with an LIC backstop. By securing grant funding through FCM to cover start up costs, the loans could be offered at competitive rates. A delivery agent would provide the program financing directly to homeowners under a turnkey model. The LIC backstop would place a priority lien on a home only in the case of homeowner defaults. It could be designed in collaboration with York Region or another nearby municipality for consistency and greater economies of scale. If FCM funding can be secured, the grant portion of the funding could bolster the market support elements, and the delivery agent could help deliver them in collaboration with the Town for maximum effectiveness. An online platform could also help eligible homeowners navigate to the Aurora loan program. Benefits This program model provides the most support for Aurora to deliver a comprehensive program, which increases the possibility for higher uptake and more impact on GHG savings and market transformation.A collaboration with another municipality and the inclusion of innovative features (detailed below) could help position the Town to access funds from FCM. The FCM funding, with its low-cost loan capital and generous grant, would effectively mitigate risks to the Town, but other funding sources may be possible as well. If funds are available, a loan loss reserve (LLR) could be created to protect the municipality from loan defaults. The turnkey program delivery model with the LIC backstop would leverage the respective strengths of the private and public sectors. The municipality would be shielded from taking on a significant role as a “bank”, thus avoiding the need for software updates and new staff, and the private sector expertise of the turnkey delivery partner would allow the program to launch quickly and effectively. Page 363 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 44 Risks Securing FCM funding under their CEF loan program is far from guaranteed and may only be possible if FCM opens a new funding offer (see option 1C). Having a robust program design that includes some innovative features in the proposed program model will be critical to achieving success with the FCM funding. Securing other funding arrangements, such as grants or sponsorships, to cover start up costs may be possible and will be explored more in the design phase of this study. If available, the FCM grant funding is typically tied to the loan capital, thus, if the loan program has low uptake, the Town may not receive the expected grant funding to cover start-up costs. To use a Turnkey approach in Ontario, a program administrator attempting to implement a program suggests that a municipal services corporation must be set up with a delivery agent as a joint venture partner. Then, a capital pool would be developed, managed by the joint venture, to administer loans to homeowners. To implement this, certain municipal bylaws may need amendment, which can take months to years and the corporation is burdensome to manage.As such, it may be a better solution to navigate at the regional level. Under the Turnkey approach, a homeowner loan would only be transferred to the municipality in the case of default, at which point the homeowner may be in arrears on other debts such as their mortgage. Although the LIC mechanism gives the municipality a priority lien status, applying the LIC at the point of default may not be early enough to secure a priority position, in which case the LLR will be valuable to protect the Town from potential losses and to allow for more flexibility to negotiate revised payment terms with homeowners to avoid a tax sale. Transparency of the loan liability at the time of sale is another small risk under this model in Ontario. Delivery agents are still working with municipalities on the most appropriate approach to mitigate this risk. Innovative Features To increase the chances of success in securing funds from FCM, the program needs to demonstrate a notable innovation related to the financing offer. Some innovative program features to consider are listed below in order from most to least innovative. When selecting the right innovative feature(s), the Town should consider their priorities, risk tolerance levels, and input from FCM. x Pilot a Turnkey delivery model in Ontario: o To date, a Turnkey delivery model has never been used in Ontario for LIC programs. Demonstrating this process is a significant innovation, since it paves the way for other forms of municipal loan programs including commercial building retrofits or new buildings. It also enables expansion more easily and cost effectively. o Because this model is expected to open the door for loans to new construction, it could be used to incent higher tiers of Aurora’s Green Development Standard, which, in turn, could justify upgrading the energy/emissions components of that Standard. o The risks of this approach are the lengthy timelines and legal costs to set up the municipal services corporation and pass the necessary bylaws. In addition, the overhead to manage a separate corporation are significant. Council input is needed. Page 364 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 45 o Such a structure requires a large market to justify the set up costs, so a regional approach is likely an appropriate scale. x Home ratings and virtual audits: o Some municipalities have published energy and/or emissions ratings of homes. Saskatoon, for example, has published a map showing the energy and emissions ratings of all low-rise residential buildings36. o Natural Resources Canada is expected to release a national standard on home emissions labeling in June 2025, and they have included details in a discussion paper37. Online platforms can provide a map of home energy ratings. o Alternatively, the Ontario Municipal Property Assessment Corporation (MPAC) has developed ratings for all homes, which will likely be available for purchased by municipalities. Many of these public rating tools also include more detailed retrofit recommendations that are visible only to the homeowner. x Energy requirements in heritage initiatives: o Given that older homes are the least energy efficient and could most benefit from building envelope upgrades and, given that the Town has initiatives to support heritage building owners, these initiatives could be amended to include energy and emissions considerations. Especially where funding is provided, emissions reductions could be a prerequisite. o The Town could also educate heritage homeowners about building improvements that are consistent with heritage designations such as high performing windows or insulation techniques that are consistent with heritage designations. Role of key parties Aurora staff: x Interface with Council and senior management for program decisions. x Set up municipal services corporation and associated bylaws and joint venture arrangement with delivery partner. x Secure funding from FCM or others and manage reporting requirements. x Set up and manage loan loss reserve fund. x Support outreach, messaging, media engagement, and community outreach. x Determine a way to achieve transparency at time of sale. x Implement LIC by-law and collections procedures in the case of default. x Manage the innovation element. 36 Saskatoon. “Home Energy Map”. Accessed April 9, 2025. 37 NRCan. 2024. “Home Labeling Discussion Paper.” Accessed Apr 9, 2025. Page 365 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 46 Delivery agent: x Support program design decisions. x Provide 20% match funding requirement and support reporting requirements. x Manage homeowner-facing communications including application support and marketing. x Liaise with contractors and other interested parties including capacity building services if needed. x Delivery of on-lending and collections of homeowner loans. York Region: x Approve Aurora borrowing. Addressing homeowner barriers Limited homeowner awareness and confidence:The energy coaching services and online platform would allow homeowners to learn about all the supports available to them and build confidence in their retrofit decisions. Patient loan repayment terms: Homeowners expressed a desire to repay the loans over a longer term to minimize impact on cashflows. Loans offered in a Turnkey model are typically offered for 15 to 20 years. This allows for lower monthly payments than the federal loan program, which offers 10- year loan terms. Energy retrofits typically also provide a range of non-energy benefits, and thus cashflow neutrality of the projects should be left to the homeowners’ discretion. Cost-effectiveness of high-impact measures: If sufficient grants can be secured, the Town could offer grants to homeowners for certain GHG-reducing measures such as heat pumps. Loan approval and repayment process: By working with an experienced turnkey delivery agent and using the LIC backstop to derisk the loans, Aurora should request a straightforward loan approval process. Aurora could also request that the delivery agent offer early repayment without penalty. Uptake expected It is predicted that this program model, with its low-cost loans and ample market supports, could achieve the upper end of the uptake range. See Section 6.5 for more details. Program budget considerations x To obtain FCM CEF funding, 20% of program costs (capital and/or operating) need to be provided by the municipality or its partners. This means that the municipality can either provide loan capital (which it will get back once loans are paid) or contribute to operating costs. Alternatively, a delivery agent may be able to provide the requisite 20% match funding. x Grants could cover staff time and delivery agent costs during the first 4 years. Following that, a sustainable funding model would need to be developed to ensure consistency of the program. x A loan loss reserve fund could be established from grant funding. x Additional grant funds could further incentivize GHG reduction measures like heat pumps. Page 366 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 47 Model 1B: Turnkey LIC loan program without FCM funding Program Concept and Key Features With limited access to grant funding, this program model is designed to offer a loan program without as many market support elements. Because the program must be financially self sufficient, the loan terms are expected to be only slightly below market rates. If designed in collaboration with another nearby municipality, it could achieve greater economies of scale and regional consistency. A delivery agent would provide the loan portion of the program as a turnkey model with the LIC backstop approach. As with model 1A, a municipal services corporation would be necessary to facilitate the turnkey delivery model. This would also require York Region approval to borrow. The market support elements would be limited to low-cost options in this model such as outreach through the Town’s existing newsletters, recreation centres, libraries, existing events, and media outreach. Partners such as the energy utilities may be able to help with education activities. Some external funding support may be available like from TAF or Enbridge. An energy coaching service and online platform would support public awareness and confidence in retrofits. Benefits This program model is the most financially sustainable, since it is designed to be self-sufficient from the beginning. The municipality is shielded from taking on a significant role as a “bank”,thus avoiding the need for software updates and new staff, and the private sector expertise allows the program to launch quickly and effectively. Risks Aurora on its own may not have access to competitive loan capital, thus the loan terms to homeowners may not be very competitive, resulting in lower participation rates. Without significant grant funding, the Town may need to cover start up costs. These could be recovered through an admin fee on the loans, but this would further reduce uptake rates. Without a start up grant, the Town would have to decide if they create their own loan loss reserve (LLR) or do without. Foregoing a LLR presents more default risk to the Town and the delivery agent and may result in existing mortgage providers being uncomfortable with the program. Role of key parties Same as Model 1A. Addressing homeowner barriers Same as Model 1A. Page 367 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 48 Uptake expected It is predicted that this program model, with loan terms only slightly better than market rate, and limited market supports, would achieve the lower end of the uptake range. Program budget considerations x 100% of program costs (capital and operating) need to be provided by the municipality or its partners. External funding support may be available, like from TAF or Enbridge, but on a short term, smaller scale basis compared to the FCM offer. x It is unlikely that additional grants or participation incentives could be offered top homeowners. x If desired, a loan loss reserve fund would require municipal funding. Model 1C: Targeted loan program Program Concept and Key Features A targeted loan program could fill specific community needs while also minimizing the need for loan capital and the administrative impact on the Town. Such a program would be small; thus,an in- house delivery model would be appropriate. The application for the loan program could target specific community needs that were identified in this feasibility study including a loan designed for seniors and/or a bridge financing solution. Either approach would require York Region approval to borrow. Seniors Given that seniors are a significant portion of Aurora’s vulnerable population who are also homeowners and, given that seniors often face barriers to tradition financing, a targeted loan program could be designed to meet the needs of seniors. The LIC mechanism would add value in this case, to reduce the loan interest rates, offer 15-to-20-year loan terms, and facilitate loan transfers at the point of sale. Such a program could support accessibility measures that support aging in place. It could also incorporate support for repurposing underused portions of the home through adding secondary suites, which contributes to sustainability objectives as well as aging in place goals by enabling onsite help for physical home upkeep tasks. Bridge Loans Given that the Canada Greener Homes Loan continues to offer the most competitive interest rates (0%), helping homeowners access that loan is a prudent approach. Homeowners need bridge financing to access that loan program, so Aurora could develop an offering to fill that gap. Loans would be for 6 to 12 months, until the Canada Greener Homes Loan disbursement is received. This approach would likely be of interest to contractors, as it would reduce delays in their sales process or payments that result from the Canada Greener Homes Loan process. Page 368 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 49 Net Zero Retrofits To achieve a net zero outcome from a retrofit would likely cost more than the $40,000 that is available from the Canada Greener Homes Loan program. A Town program offering loans that could stack on top of those federal loans would facilitate residents achieving a net zero outcome. The LIC mechanism would add value in this case, to reduce the loan interest rates, offer 15-to-20-year loan terms, and facilitate loan transfers at the point of sale. Benefits This program model achieves impact with a small amount of loan capital. Given the limited scale of the program,the risk to the Town is minimized. Risks Aurora on its own may not have access to competitive loan capital, thus the loan terms to homeowners may not be very competitive, resulting in lower participation rates. Without significant grant funding, the Town may need to cover start up costs. These could be recovered through an admin fee on the loans, but this would further reduce uptake rates. For such a bespoke program, there is a risk that the operating costs outweigh the benefit of the loans offered. Role of key parties Similar to 1A, although a delivery agent may be removed if the small program can be delivered in house. Addressing homeowner barriers Seniors limited access to traditional financing options: By designing a loan product specifically for seniors, the program can enable this demographic to implement retrofits. Expensive bridge financing options: By offering streamlined, competitive, bridge financing, the program can help more Aurora residents take advantage of the Canada Greener Homes Loan. Uptake expected It is predicted that this targeted program model would only be applicable to one tenth of the estimated uptake, so 2 to 8 residents per year. Program budget considerations x Such a program may qualify for a future iteration of FCM CEF funding. x Given its small scale, it may be possible to find other funding partners for the loan capital and existing Town staff may be able to deliver such a program. Page 369 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 50 6.4 Estimated uptake and impacts of a loan program While the near-term impacts of a local loan program will depend on uptake, market support elements can also contribute to longer-lasting market transformation effects that will accelerate the pace of home retrofits in the community in the mid- to long-term. Figure 6-3 shows the estimated annual energy savings and GHG reductions that would be additional to the baseline if Aurora offered a loan program. These estimates are based on the modelled archetypes as described in Appendix B: Archetype Analysis Approach. Figure 6-3: Impact projections for a retrofit loan program in Aurora 5% to 70% energy savings for participating households: Based on modelled housing archetypes for Aurora, retrofit projects can benefit homeowners by significantly cutting their home energy needs and costs. At the same time, deep retrofits can make homes healthier and more comfortable to live in, both in the summer and winter, while improving their resiliency. 6% to 94% GHG savings for participating households:Modelled housing archetypes for Aurora show that significant GHG savings can be achieved, especially for retrofit packages that include fuel- switching measures such as heat pumps and heat pump water heaters. Infrastructure in place to support further action: To achieve GHG emission reduction targets set at all levels of government, many more retrofits are needed. Over the mid- to long-term, a local program can help build momentum towards broad-scale adoption by providing proof of concept to homeowners and financial actors, thus increasing demand and creating greater market certainty that can lead to more favourable investment conditions. A local program can also help grow the green economy by creating new jobs and promoting training opportunities to expand local capacity to install, operate and maintain energy-efficient equipment and upgrades. 24 to 85 home retrofit projects supported annually: Modelled uptake estimates show that a local loan program could support between 24 and 85 projects on an annual basis38. Given that this 38 This estimate draws from Dunsky’s proprietary projection model, which uses uptake data from long-standing programs in both Canada and U.S., as well as recently launched programs in Ontario. 5% - 70% energy savings per home 6% – 94% GHG savings per home …and infrastructure in place to support further action Page 370 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 51 estimate pertains solely to expected program participation rates, a greater number of households are expected to undertake retrofits without accessing a loan from Aurora considering the program’s associated awareness and education efforts. An FCM-funded program is expected to have a higher uptake than a privately funded one, as it would likely include more market support features and a lower cost of capital (Figure 6-4). Figure 6-4: Estimated range of average annual uptake for proposed loan programs Estimated Uptake Can Vary Different design levers can affect uptake, including: The minimum cost of eligible retrofit projects: Enabling light, low-cost retrofits can help reach a greater number of homeowners since these projects are simpler and more affordable to implement than a more comprehensive set of energy measures. However, this decision should be considered carefully, as deep energy retrofits create a greater impact per project and can provide better value relative to the level of investment needed to implement a program, despite reaching fewer homes. x Participant eligibility restrictions: Narrow participant eligibility criteria, combined with stringent underwriting, can preclude many homeowners from participating in a local program. x Financing mechanism: Homeowner preferences for certain financing and repayment mechanisms, as well as the attractiveness of the financing terms and incentives, can impact program success. These perceptions can vary between communities and population groups. x Buy-in from key stakeholder groups: Contractor engagement is important to program success, as experiences from municipal loan programs in the U.S. show that they are often one of the most effective sources of program promotion to drive up participation rates. Alignment and engagement with other key delivery partners is needed to streamline processes and minimize reputational risks. External factors outside of Aurora’s control will affect program uptake locally. For instance, rising inflation and interest rates have recently diminished many households’ purchasing power and led to a more cautious investment environment. Similarly, the removal of the retail carbon tax makes the business case for retrofits less attractive. However, the new provincial incentive program increases the demand for retrofits. Initiatives underway by Alectra may also increase demand for energy retrofits in homes. Page 371 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 52 6.5 Capital and operating costs A high-level estimate of the budget requirements for each program delivery model is summarized in Table 6-2. The capital budget is for loans that are to be on-lent to homeowners and ultimately repaid to the lender. The operating costs are broken down into two categories, loan administration costs and market support costs. The loan admin costs are net of revenues that can be expected from service fees charged on the loans. Market support costs can scale relative to the funding available, and the partnerships leveraged. They are the only costs included in Model 2, which excludes a loan. Table 6-2: Estimated program budget for 4 years Uptake Scenario Capital budget – Homeowner loans Operating budget – Loan administration Operating budget -Market support 1. Market-Support Program $0 $0 $350k - $2.2 M A. Turnkey LIC Loan Program with FCM funding $3 - $4.5 M $1.5 - $2M $350k - $2.2 M B. Turnkey LIC Loan Program without FCM funding $1 - $2 M $300k - $600k $350k - $2.2 M C. Targeted Loan Program with grant funding $300k - $1M $300k - $600k $350k - $2.2 M Loan administration costs may include: x Loan program set up x Application portal set-up & updates x Program administrator services for loan component x Loan program evaluation by an external consultant x Legal fees for agreement with financial partners x Loan loss reserve (if applicable) Market support costs may include: x Energy coaching x Energy auditor and contractor capacity building x Public education and awareness x Online portal for home ratings x Rebates and other incentives to program participants (currently excluded from costing but could scale indefinitely Page 372 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 53 6.6 Target audience Low rise residential dwellings are the target building type for this program, given that 75% of the residential sector is comprised of single-detached and semi-detached dwellings, townhouses, and duplexes. x To achieve Aurora’s GHG targets in the low-rise residential sector by 2050, approximately 800 homes will need retrofitting each year, which is an annual retrofit rate of 4%. The current rate of retrofits is approximately 1% per year (approximately 230 evaluations completed in 2024)39, even with many support programs in market. The homeowner survey found that many residents were not aware of the existing programs, suggesting that they are not well advertised in Aurora. x Notwithstanding the existing programs, it is expected that some households need additional support to reducing emissions at home. Some vulnerable or excluded audiences are expected to need some additional support40 . This includes “income qualified” 41 homeowners. A Town program can offer support specifically tailored to these audiences. 6.7 Key take-aways from stakeholder engagement The stakeholder engagement was foundational to shaping this preliminary program concept. The details of the engagement can be found in Appendix A and the key take aways are listed below: x An outreach campaign and one-stop-shop online navigation platform would help Aurora homeowners take more advantage of existing incentive and loan programs. x A retrofit scenario tool and/or energy coaching services would help homeowners build confidence in energy savings. x The only financing model feasible is the LIC arrangement. Based on municipal capacity, a turnkey model with LIC backstop, in which an external delivery agent delivers the program and only engages the municipality in the case of default would be preferable. x Collaboration with nearby municipalities will help achieve economies of scale, access to funding, and consistency for homeowners. x Access to skilled labour is not a limitation in Aurora, thanks to the trainings provided by the City of Toronto through its own financing programs and the general readiness of the local skilled labour ecosystem. 39 Natural Resources Canada. EnerGuide Rating System Open Data. Accessed March 2025. 40 Equity-deserving groups are here defined as individuals and groups that have been and continue to be underserved and underrepresented, including people of different ages, races, ethnicities, abilities, etc. genders, religions, cultures, sexual orientations and socio-economic status. 41 “Income qualified,” as noted throughout this report, is intended to reference the definitions established by the Energy Affordability and Home Winterproofing programs (described in Section 2.4) and is loosely used interchangeably with the term “low- to moderate-income” (LMI). Target Retrofit Rate: Retrofit approximately 4% of residential buildings annually, which is approximately 800 units, each year starting in 2026. Page 373 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 54 x A Town program should not replicate existing programs and should be designed to be offered consistently, as the start and stop approach of other programs confuses residents. 6.8 Target measures For maximum impact on GHG emissions reduction, the program should promote the most effective measures to reduce emissions, namely electrification of space and water heating through heat pumps and electric hot water tanks, which reduce emissions by 92% (see Figure 6-5 for details. Note, it is based on archetypes and packages detailed in Appendix B: Archetype Analysis Approach. Packages shown are illustrative examples use for modelling purposes and not prescriptive). Solar panels help make this electrification conversion more cost effective. Insulation measures, on the other hand, have a minimal impact on GHGs in Aurora, where most homes were built after 1980, thus are somewhat well insulated. However, Aurora’s older neighbourhoods, including northern areas of Aurora Heights and Aurora Village, would benefit more from building envelope improvements, as they are likely less insulated.Almost all homes can benefit from low-cost weatherization (air sealing) improvements such as caulking and weather stripping, as these measures need maintenance over time. Figure 6-5: GHG emissions of a single-family detached home in Aurora pre- and post-retrofit. Retrofit packages can be made more financially viable by aligning retrofits with asset replacement cycles, such as furnace, air conditioner, or water heater replacements. Leveraging existing federal and provincial incentives (summarized in Table 2-1: Current Provincial and Federal Funding Programs and their Gaps) can further reduce the total loan amount and enhance the overall appeal of a loan program. Additionally, targeted retrofits can improve access to efficient cooling systems for vulnerable communities, helping to address growing risks from extreme heat. During the program design phase, a list of eligible measures will be defined. Different approaches to maximize impact can be considered. For example, a program can include a large, comprehensive list of measures for electrification and energy efficiency improvement and use other strategies, such as the guidance of an energy coach, or requirements on minimum energy savings or impacts, to achieve maximum results and retrofit depth. Another, more prescriptive approach could be for the program to define a narrow list of eligible measures that have a higher impact on GHG emissions reduction. Each of these design strategies can be effective in their own ways. 6.5 6.1 0.5 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Single-family home, natural gas heated Insulation measures Heat pump, heat pump water heater, and solarGHG emissions (tCO2e)Natural Gas Electricity Post-retrofitPre-retrofit Page 374 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 55 Page 375 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 56 7. Conclusion & Next Steps Page 376 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 57 7. Conclusion & next steps The findings of the Feasibility Study are outlined below in responses to the research questions that guided the feasibility study. 7.1 Market need Is there a market need for a home energy retrofit loan program? x Aurora homes are relatively new with only 3% in need of major repairs.Also, most homes use natural gas for space and water heating, which is the primary source of emissions from homes. o Focusing on heat pumps and electrification is the most impactful way to reduce emissions from homes. x Heat pumps do not have an attractive financial return, when compared to a natural gas furnace, unless paired with solar. o Exploring arrangements with heat pump contractors, manufacturers, or distributors may be a way to reduce the cost of high impact measures. o Promoting heat pumps to residents who do not yet have air conditioning or are in need of replacing their air conditioning improves the return on investment. x There are a few parts of town that have old homes where energy savings are opportune. These buildings would likely benefit from building envelope upgrades. o Incorporating energy and emissions elements into the Town’s heritage initiatives or Promenade CIP may be a way to target older homes. x Aurora has a high percentage of newcomers and a meaningful population of seniors who face additional barriers to home retrofits. o Offering energy coaching services free of charge for target audiences may be the best way to support these groups, especially if they can speak the primary language(s) of the target audience. x The existing Canada Greener Homes Loan program offers the most competitive interest rates but is not accessible to those without access to bridge financing, as the loan disbursement can take six to nine months to arrive. o Offering a streamlined bridge financing solution may help more Aurora residents take advantage of the federal offering. 7.2 Loan program model What program models are technically feasible based on current legislation and the interest, capacity and experience of key delivery agents? x Our study found that most homeowners have higher household incomes than the Ontario average, thus expected to have access to traditional financing offerings. A loan program that Page 377 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 58 offers attractive terms and includes market support elements could be successful; however, one that does not include these elements may not be worth the effort. o This suggests that securing FCM funding will increase the likelihood of success of a loan program as compared to the privately funded approach. x Aurora municipal staff have minimal experience with the LIC mechanism. o A Turnkey delivery model using the LIC as a backstop best aligns with the internal capacity and resources of Aurora and keeps the Town’s administration simple. It also leverages the experience of the private sector to reduce project costs and expedite start up time. x Aurora is not a large Town and the administrative cost to deliver a loan program is more affordable at a larger size of market. o A collaboration with York Region or another nearby municipality is recommended to achieve economies of scale, reduce market confusion, and increase the likelihood of securing funding. 7.3 Resourcing Can adequate resourcing be secured to support the program, including funding, staffing and technology? x The Town has not yet identified a sustainable funding source to deliver this program. x The most common source of funding, the FCM CEF program, is unlikely to be awarded to Aurora at this point, unless the program gets renewed. o The Town should continue discussions with FCM regarding the CEF funding to determine if an application in the future is possible. o The Town should also continue to explore other funding sources in the design phase, as smaller amounts may facilitate a targeted loan program, as the one described in Model C. x Outside of the FCM channel, the loan capital needed to deliver a loan program could be funded through typical municipal borrowing channels. Aurora would need approval from York Region to borrow funds. Aurora’s typical funder, Infrastructure Ontario, funds capital projects only, so an assessment is needed to determine if such a retrofit loan program is an eligible use. Given their size and credit rating, Aurora cannot borrow at very competitive terms, which dampens the program uptake expected. o When deciding on the private financing option (Model B), Aurora should assess their cost of capital against market rates. x Ongoing program operational costs can be funded through an administration fee charged on loans; however, high fees further dampen program uptake. Administration fees typically only cover the basic transaction costs and are insufficient to cover market support elements that make the program successful. For program start up and market support costs, grant funds or municipal operational dollars are needed. Sources of funding used by other municipalities have included senior levels of government, energy utilities, and private sponsors. o When deciding on the private financing option (Model B), Aurora should assess the availability of grant funding or partnerships to offer market support elements. Page 378 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 59 x To support program start-up, we identified potential alternative funding sources. Appendix C presents each program’s funding potential, eligibility criteria and key considerations for Aurora to meet the requirements. Those avenues for alternative funding will require further analysis and may orient the program design decisions. They are presented from the highest likelihood to the lowest. 7.4 Industry capacity Is there sufficient capacity and expertise in the local workforce to meet an increased demand for energy efficiency, renewable energy and climate resilience measures engendered by the retrofit program? x Contractor quantity and quality are both expected to be sufficient to meet the increased demand from a retrofit program in Aurora. The Town can promote the contractor training offered through the City of Toronto and CHBA. If resources exist and there is demand from contractors, the Town could work with Toronto on continuing these trainings and/or work with HRAI on delivering their heat pump sales course. x Engaging the contractor network in the local program so they are aware and can promote the program is a recommended approach. To do so, the Town can profile the contractors who have achieved higher levels of certification. 7.5 Alternatives to a loan program If a loan program is not found to be feasible, what solutions can be pursued to set the program up for success, and can these be established within the program’s timeline and with its available resources? x The feasibility of a loan program in Aurora depends on securing a municipal partner and sourcing funding. FCM funds are very tight and other sources of funding may not offer competitive rates to enable program success. o An approach that focuses on market support elements without a loan component is likely to be an effective way for municipal staff to focus their effort. x A market support program model would focus on education and outreach with the goal of enabling Aurora residents to take advantage of the existing programs such as the provincial grant program, the federal loan program, and private financing products. The program could start with low-cost activities that leverage existing municipal channels for outreach to homeowners and contractors. o Collaborations with nearby municipalities and utilities is recommended to reduce costs and increase program impact. x A home energy rating and virtual energy assessment initiative is a cost-effective way for municipalities to offer all homeowners equal support in implementing retrofits. It is worth noting that MPAC has recently generated home energy ratings for all homes in Ontario, and they may soon offer a way for municipalities to leverage that investment. o Aurora can explore ways to leverage the work of others to offer home energy ratings and virtual home assessments to all homeowners in a cost-effective way. Page 379 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 60 7.6 Next steps The next steps involve seeking approval for this feasibility study and continuing with the program design. Steps to approve the feasibility study include: x Seek Aurora Town Council approval of the feasibility study and direction to continue with the program design of the preferred program model. x Report on the results of the feasibility study results and seek approval from FCM to continue with the program design. If approved, the program design will identify how to align key interested parties and leverage their strengths towards an impactful and financially sustainable program. We will start by prioritizing the various components of the preferred program design, clearly identifying the elements that are must- haves versus the nice-to-haves. We will then initiate a second round of consultation with the key interested parties to discuss in more detail their ability to support the Town’s preferred program model. From this, we will provide recommendations on possible collaborations for effective implementation. With that input, we will build out a more granular capital and operating budget for the preferred program model. This financial modeling will explore options for program funding. It will take into consideration the plans of the Town’s potential partners. Next, we will identify critical path elements and suggest ways that the Town can streamline their efforts. Our advice will be based on our knowledge of Ontario’s municipal legislation, best practices, and lessons learned from leaders. The final program design will include an implementation plan for the Town and its delivery partners. As part of this implementation plan, we will tailor our advice to follow the Town’s procurement pathways. Page 380 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy 61 Appendices Page 381 of 458 A-1 Appendix A: Stakeholder Input Report This Stakeholder Input Report summarizes the feedback that we heard from interested parties, both internal and external to the Town. It provides a foundation upon which we will conduct a needs and benefits assessment. The stakeholder input is part of the information used to inform the program concept. A Meaningful Engagement is the Measure of Project Success Community participation in this study and, ultimately, buy-in for a future financing program is of the utmost importance to the Town. These activities helped shape the feasibility study findings; inform our understanding of the needs and resources in Aurora; and ground our assumptions and recommendations. Stakeholder engagement involved four key activities, which are also how the findings are organized: x a homeowner survey; x targeted interviews or email questionnaires with relevant local actors; x presentation to the Environmental Advisory Committee, and x internal review committee workshops. Key take aways from each engagement activity are bolded for easy review. 1. Public Consultation Homeowner Survey A homeowner survey was used to gain an understanding of Aurora residents’ motivations for conducting home energy retrofits and their opinions regarding a municipal financing program. The survey provides insights on interest in undertaking and investing in home energy improvements, awareness of existing support programs, and the challenges they face in doing so. They survey was circulated during winter and spring 2025 and received 145 responses from Aurora homeowners. The Town staff also hosted a table at the Homes Show in April to engage with residents. It is not deemed to be statistically representative but does represent a range of neighbourhoods, age groups, and income demographics. Key take aways are summarized below. Motivations Residents of Aurora are motivated to perform energy improvements to save money, improve comfort, and reduce their environmental footprint. Any Town efforts should speak to these three benefits of retrofits. Top measures of interest for retrofits are windows and doors, insulation, and efficient water heaters and appliances. Heat pumps and solar panels garnered moderate interest. The least interest was reported in additional dwelling units or EV chargers. Regarding extreme weather events, 65% felt that their home was unprepared. Page 382 of 458 A-2 Barriers The most common barriers reported by homeowners to home energy improvements include the upfront cost, waiting for incentive programs, and lacking certainty and trust in the energy savings. When trying to implement retrofits, homeowners experienced difficulties paying for the improvements and finding qualified contractors. This suggests that homeowners would benefit from an energy coach to guide them with existing programs and qualified contractors as well as understanding the business case of retrofits. Existing Home Energy Programs Regarding existing home energy programs on offer from the federal government or utilities, only 23% of residents had previously applied for one of these incentive programs.Over half of residents reported being unaware that there were existing programs, suggesting that a navigator service and outreach would be very helpful. Financing Solutions To improve the energy performance of their home, 44% said they were willing to borrow money. Moreover, over half of respondents said they would be willing to borrow less than $20,000. Unwillingness to borrowing was related to having other financial priorities, limited incomes, or existing debts. This suggests that financing that is repaid through energy savings would be valuable to ease cashflow burdens.The top 3 financing methods homeowners said they would use were line of credit (29%), cash (26%), or credit card (21%). Preferred features of a financing program were reported as no early repayment penalties, easy application/approval process, and low monthly payments. Engage Aurora Online Consultation An online engagement page was used to inform Aurora residents about the feasibility study. The main activity from the engage page was to complete the survey, but other information was available on the website and many residents engaged with that information. The engage page was live from January 15,2025, to March 31, 2025. In addition to those who completed the survey, discussed above, 619 visits to the site, with 17 downloading the Introductory presentation and 7 downloading the Community Energy Plan. Presentations to Environmental Advisory Committee Introductory Presentation – Feb 24, 2025 Topic Notes Market gaps and confusion x Should not replicate existing programs or add to market confusion. It should be stackable with existing programs. as Page 383 of 458 A-3 x Existing programs over the past 40 years have not been enough to accelerate retrofit activity to the rate needed. Municipalities have tools that can help. x Windfall Ecology Centre has acted as one-stop-shop for info on all programs. Stakeholder Engagement x Should engage: o PassivHaus o Energy advisors certified through NRCan. o Real estate associations. o Financial advisors if using LIC to attach a lien to property. x Suggestions to ensure homeowner questionnaire is representative of community o Could mail it out in water bill. o Leave paper copies at libraries or other in person events. o Circulate to young people through schools. x Utilities could help get the word out. Target Audience for Program x First-time home buyers, but they may need grants instead of loans. x Homeowners replacing furnaces and major mechanical equipment. x Have a solution for income-qualified residents - the ones that can’t afford it are the ones who need it most. x Design it for all homeowners. Activity is more important than depth of reductions. x Homeowners preparing to sell. Real estate agents could help promote and educate Building Types x Target pre-1980's buildings with single pane windows . o Older homes can save more energy and are targeted by contractors knocking on doors. A neutral advisor would be very valuable to navigate these proposals. x Use modeling to show which homes have more opportunities Key Retrofit Measures x Align outcomes with Town objectives like GHG reductions x Need to also have a return on investment because residents care most about cost savings x Include heat pumps and geothermal Other Suggestions x Trust isn’t high in homeowners. They are especially skeptical of door knockers. The program needs to be seen to be coming from Town and include qualified experts (Similar to the Town’s relationship with WAMCO, water replacement program) o Utility companies may be seen as a trustworthy source of information on energy efficiency. x New homes should be greener through policy solutions. The Town’s Green Building Development Standard may not be enough. Incentives may be needed to put in high efficiency equipment. o Building new homes green is a way to lead by example. x Show a small municipality with a home energy loan program. x Be careful of any liability if promoting private sector players. Page 384 of 458 A-4 Feasibility Study Results Presentation – May 12, 2025 Topic Notes Input on Report for Council Presentation x Dead-end pathways concept is good to show to council. Using the example of tankless gas hot water heaters is helpful. x Unique role of municipalities, should be augmented with an idea of costing. x Need to reach 800 units/yr , but 24-85 per year is impact, so how can we increase to the target. x Clarify how the energy poverty data is calculated. Input for Program Design Study x Windfall Ecology Centre does great work. x The solution needs to not be confusing. x Electricity generation using natural gas may be expanding in Ontario. Need to make it clear that electrification still makes sense in this context. x Working with Newmarket could help with economies of scale. x Model the GHG impact of everyone in Aurora switching to an electric hot water heater. Market Support Elements x The group supported: o Online one stop shop, roadmaps, virtual assessments all done together o Bulk procurement o Incentives, but with a rationale x Suggestions: o Work with contractors to reach people before they buy a new furnace. o Trigger through the building permit department. o Provide a list of qualified contractors. o Include energy in the heritage programs that are being designed. Bylaws x Knowledge of municipal authority for bylaws pertaining to climate change is not well known but is of interest. x Target new builds for new energy efficiency , require developers to do more to showcase x Green development standards will not do much in the short term but will be revised in 2026. x Retirement income is not the same, so incentives are as far as you can go, can’t regulate people who are on a fixed income. 2. Internal Stakeholder Consultation Targeted interviews and email questionnaires were used to engage key relevant actors and subject matter experts to capture specific gaps in knowledge, validate assumptions and explore specific finance model opportunities and challenges. Findings from these targeted meetings are summarized below. Town Revenue Collections Department Interview Topic Notes Town Experience and Capacity x Town has never used an LIC but has done Business Improvement Area levies. x LIC expected to be a lot of manual work given how their system is set up , it would need manual interventions. x They only do special purpose levies 1/year in July. This could cause a problem if a home sells before the special charge gets added. They do interim bills in Feb, but they do not add special purpose charges at that time. Page 385 of 458 A-5 x Capacity is limited - They currently have 2 staff and 40,000 accounts. x Could charge a fee for cost recovery, as they do for their windrow program. x They collect tax payment via online banking, pre-authorized debits, or cheques. x If taxes are in arrears for 2+ years, then they can force a sale. They are starting to do these sales this year. Ability to assess homeowners’ tax and/or water bill payment history x They could pull a tax or water payment history but could not disclose it without written consent from homeowner. Not sure if screening homeowners’ payment history for loan eligibility purposes is an approved use of those records. x Property tax role is public and that is all that can be disclosed to a third party. x They could do payment history checks but would need additional finance staff support. Experience with bill inserts for outreach and marketing x They have done some bill inserts. Colour printing is not successful. They may do one per year perhaps, but it takes 2x as much staff time. Water bills are quarterly. x She does not think it has been successful. 1-2% response rate. Social media ads are more successful than bill inserts. x They offer electronic billing for water bill, soon for tax billing, and those cannot have an attachment. Could maybe add a QR code to a web link. Water conservation or stormwater programs x The Region might, but Town does not have a water conservation program. Town Diversity, Equity, and Inclusion Interview Topic Notes Interviewee Experience x Though there is no specific staff for DEI matters, the Town’s Sport community development specialist is trained and certified by CCDI Canada. Consults on DEI in addition to role at Town. Town’s priorities regarding DEI and communities of interest x Town’s DEI target audiences are newcomers (especially Farsi speaking), gender equity (LGBT2S+ communities), and seniors. x They are developing a DEI strategy in 2025. They have a taskforce for DEI that she sits on, and it looks at DEI work in place and how it connects to overall vision/mission of Town and what else needs to be done. Focus of Town is to make it a great place for everyone to live. Remove white privilege. So far, they have only had 2 meetings and do not want to over-tap interested parties for input. x They work with CICS on programs for newcomers. x For health/recreation, they partner with Jump Start, Special Olympics, and St Mac’s school. They did a rec needs assessment for disabilities. Town and schools run camps through ParticipAction in vulnerable communities. Page 386 of 458 A-6 x They run Fair Access – a grant program for residents and a high school leadership course for girls for school credit. x Aurora Town Square was built with a DEI lens. x Aiming to reduce barriers to information and scrutinizing why they collect information, age, abilities. How target audiences selected x Parks and rec master plan identified target communities. Based on info from Census – selected the most common communities. x Working with school boards to select target geographies and schools. x Aurora is known as affluent, but there are some communities who are vulnerable. x Key communities can be more vocal. x Sometimes funding available influences the target communities. x Seniors may be the most likely of the target audiences to own homes. Lessons on effective DEI initiatives x Explain why information is collected, remove barriers to access. x Translate information into Brail, Farsi, and Mandarin. For seniors, translate into German. x Base programs on needs and do an accessibility assessment. Advice for DEI program design x Include target audiences in the design of programs. x Think about intersectionality – such as gender expression, disabilities, racial background, etc. x Remove “other” category from surveys. x Library is a good way to reach seniors and DEI target communities. Interested parties to consider x Seniors: Aurora Senior’s Centre, Seniors Board, CHATS, Residences on Young. x Aurora Black Community Association x CICS works with Asian newcomers. Town Building Permits Department Interview Topic Notes Interviewee Experience x Plans examiner. Reviews building permits for new construction and renovations x They do inspection and sign off on high energy performance projects. Outreach initiatives of their team x They can work with homeowners and contractors understand building code requirements. x They do not initiate moisture management concepts with homeowner but would talk to homeowners about vapour barriers and dew point calculations. x They do not initiate education or promote funding programs. Page 387 of 458 A-7 x Typically, neighbours complain if permit process is not followed. Energy conservation renovations x Not aware of much energy retrofitting happening. Many gut-renos of whole home taking place that include energy efficiency but not focused on it. x Changes to window sizing require a permit, as does adding insulation. x Heat pumps are happening, but they do not track them as permits are not required. Flood prevention initiatives x For existing subdivisions, Lake Simcoe Conservation Authority looks at flood plain protection. 3. External Stakeholder Consultation York Region Interview Topic Notes Experience of Region regarding climate change efforts x Interviewees focus on corporate and community emissions. x Region had municipal energy plans, but it was revoked on July 1, 2024, with their official plan. No longer have GHG targets officially. They would provide data, grant applications, ideation to lower tier municipalities. x They have a climate change action plan that is for corporate and community. They work with TAF on regional emissions calculations. x They did regional climate change projections for the region and broke them down by municipality. Role of Region in emissions reductions for residents x Region was involved in an advisory capacity in developing residential energy efficiency programs in Vaughan and Newmarket x LIC implementation would require the Region to borrow money on behalf of lower tier municipality, which affects their annual repayment limits. Regional utilities x Water and wastewater and internet utilities are delivered by the Region, but the Towns distributes services and bills residents, so the bill payment verifications would be done by Town. Facilitating collaboration across the Region x There have been discussions about a consistent approach but haven’t resulted in any collaborations. Many Towns are open to the arrangement for scalability. Some don’t want to participate. x Example: 6 Northern Towns combine for waste collection and economic development side. The other 3 are independent. x Vaughan is looking at a residential retrofit program for market support elements only, as Council did not approve a loan program. x Newmarket is developing their NEER program x Richmond Hill and Markham are at the early stages of program design. Potential role of Region x They have had some discussions about energy coaching across the Region, the York Greener Homes Program. x Windfall Ecology Centre is working on getting funds to extend their Durham Region Energy Coaching service to York Region but the application was declined. x It would include more than the V-HEAT platform. It would be for 3 years. Page 388 of 458 A-8 x Role of Towns could be to promote the service and possibly contribute funds after the initial 3 years. Town of Newmarket Interview x Discussions with Newmarket covered topics that are not public and are therefore not included in this public report. Towns in York Region Questionnaire Efforts to date on residential emissions reductions Experience with LICs Considering funding Interest in collaboration Georgina x Completed a Climate Change Risk Assessment and working on Action Plan. Retroﬁt private buildings identiﬁed as a priority. x Talking with Windfall Ecology Centre about their programs. No May apply to FCM. Yes Markham x Mattamy Springwater Geoexchange System: In partnership with Mattamy Homes, Enwave Energy Corporation and The Atmospheric Fund, an innovative, low carbon community energy system was built in Markham’s North District. A neighbourhood of 311 homes was built with geoexchange. x Power House Hybrid Pilot Project – Partnered with Alectra Utilities, Enbridge Gas, Natural Resources Canada, and Toronto Metropolitan University to demonstrate in 10 Markham homes how smart electrical and thermal systems can provide more grid ﬂexibility and reduce emissions in homes without compromising comfort. x Markham Power Homes: Partnered with Laszlo Energy Services to provide free one-one-one virtual consultations to homeowners on how to retroﬁt their home. Showed that ﬁnancial constraints and lack of knowledge were identiﬁed as key barriers for undertaking retroﬁts. x Home Efﬁciency Retroﬁt Orientation: Partnered with Enbridge Gas, Humber College, City of Richmond Hill, and City of Vaughan to host free virtual workshops that teach homeowners about the beneﬁts of energy efﬁcient retroﬁts, available technologies, and current rebates and incentives. x Sealing Energy Leakage: Partnered with Enbridge Gas and Humber College to offer free virtual workshops on air sealing. These workshops covered the basics of do-it- yourself options, including videos and demonstrations on how to air seal your home. Have used LICs for pipe and sewer initiatives. Partnering with Richmond Hill on a feasibility study for home energy loan program. A joint application was submitted to FCM. Yes Vaughan Page 389 of 458 A-9 x Doing outreach on existing retroﬁt rebate and loan programs including those from Enbridge, SaveON Energy, province and feds. x Assessed loan program options but implementation not yet supported. x Launching a pilot retroﬁt rebate program with TRCA. Not yet but considering it in the next few years. We are considering FCM and other funders if a program is pursued. Yes Alectra Utilities Interview Topic Notes Alectra’s climate change targets/actions x They write an annual sustainability plan and ESG report focused on Alectra’s emissions. In Ontario, LDC’s used to deliver DSM programs, but in 2019 the program was gutted. Last year, they reintroduced residential programs, Peak Perks is the main one. LDCs are now being re-engaged in delivering the programs and they are hoping to start this year or next. The first phase is focused on commercial customers. x For residential customers, currently they offer tips and tricks on energy saving in newsletters and social media. Alectra’s focus is on communicating rate plans that are most useful for them for energy affordability. They plan to start with EV charging and education to be able to control EV charging through demand response. The provincial programs have customer journey support elements for the LDC. They are working on designing and delivering their own programs integrated with their asset plans. x They are not involved in the new Home Renovation Savings Program. It is being delivered by Enbridge. Ability to offer on- utility-bill repayment x For on-bill financing home retrofit programs, they would need to talk to cities who have done it. They do not think they can adjust their billing to offer on-bill repayment, especially for only a small portion of their customers. Their billing service is an enterprise application that is expensive. OEB regulates what they can put on their bill. Their bills can’t be used for marketing of private companies. x In 2027, they aim to have transaction energy capabilities (purchasing load from homes like net metering). x They do e-blasts to Aurora customers and could layer in messaging about the Town’s program. x In previous programs, they offered rebates and point of sale coupons for thermostats, fridges, etc. Homeowner education initiatives x They have applied for funding from NRCan to leverage grid technologies to understand smart meters (Advanced Metering Infrastructure 2.0). They are working with new meters to understand end use loads (disaggregation) like furnace fans, refrigerators, etc. Would enable them to give insights to customers on load management opportunities. Could help avoid service entry upgrades to 200A. The program is being designed currently. New meters help define the load profiles. If funding is approved, the platform would use smart meter data to help residential customers with energy affordability and peak shaving. May include emissions calculations also. Page 390 of 458 A-10 Residential energy consumption patterns of note x They are not aware of patterns specific to Aurora. They have data on EV charger installations from ESA. Disaggregation will support that more. EVs typically require a service upgrade but heat pumps do not (because they are already sized for AC). x Alectra would benefit to know who is considering installing a heat pump if it can be shared. They may want to know who is keeping a gas furnace to be able to leverage that for DSM programs in future for winter peaking. Collaboration with municipalities to date x They use e-blasts to share municipal information with customers with targeted information, mostly on affordability. They work with many municipalities regarding low-income assistance programs. Enbridge Gas Correspondence Topic Notes On-Bill repayment x Enbridge had provided a billing service (Open Bill Program) to other third- party companies that offered energy-related products and services and included their charges on an Enbridge Gas bill. However, since December 31, 2023, Enbridge no longer provides the open bill service, and “Charges from Other Companies” no longer appear on Enbridge Gas bills. This service is no longer provided. Initiatives and support offered 1) Municipal Climate Action Offer (MCAO) x $10k maximum incentive to support municipal action on climate change where the intent is to directly or indirectly lead to reduced natural gas consumption. Submit as early as possible, before June 30th deadline. 2) The Home Energy Retrofit Orientation (“HERO”) Program x 2-hour virtual Humber College facilitated HERO sessions are comprised of interactive training, discussion, Q&A and guidance as it pertains to in-market residential heating, cooling and ventilation equipment, how to undertake a home energy retrofit and their enabling conservation strategies and programs. The sessions will target owners of existing residential homes inside the host municipality who would derive value from instructor-led residential energy-efficiency retrofits training and information. 3) The Municipal Building Beyond Code (BBC) Workshop x The in-person (4-5 hour) session is delivered in partnership with Building Knowledge Canada and Enerquality. The session will have a Host Municipality whose staff and officials are the target of the session and would benefit from increased knowledge and understanding about energy efficiency regulation in Ontario, its building science implications, and the support available through EGI’s energy conservation programming and incentives for municipalities, builders and developers. 4) Savings by Design Commercial & Multi-Residential x The Savings by Design Commercial and Multi-Residential program gives your project team free access to industry experts and technical tools to help you build high-performance, sustainable and resilient buildings for new construction or major renovation projects (25,000 sq. ft. or larger). 5) Unique Collaboration / Partnership x If your Municipality is planning on climate change action projects, initiatives, and events that may be a good candidate for partnership with Enbridge, Page 391 of 458 A-11 please let me know your ideas as we can explore the opportunity for collaboration and funding. 6) Home Renovation Savings Program x Enbridge Gas and Save on Energy (IESO), with support from the Ontario Government, have partnered to launch the new Home Renovation Savings program to help Ontarians improve home energy efficiency and comfort. 7) MyHeat Attic Insulation Program x Launched in March 2025 but does not cover Aurora. Aurora Seniors Centre Interview Topic Notes About the Senior’s Centre x They reach 2000 seniors in community with 1500 members. Members are aged 55 and up, average age of 72. 30% are non-residents. 71% are female. They are working on male programing. x The Centre is located across from city hall. Housing situation of members x Most seniors under 72 are homeowners. They are looking for opportunities to increase their home value. Many are quite wealthy, especially the homeowners and they are not as motivated by energy cost increases. Those in condos/apartments are more exposed to energy prices. Interest in energy conservation x Many do not think that their homes have an environmental impact. They are interested in reducing their footprint but not aware of emissions from homes. They are focused on EVs and waste reduction. Which initiatives are effective / popular x Seniors trust the Town. x Their email list has 1200 people and high open rate (50%+) and click through rate. They have a print newsletter that they circulate. The Town could include an ad in it. Town surveys get high uptake rate. x Their Facebook page has 1200 followers. Seniors like YouTube videos. x A presentation on this topic would be well attended (~10-70 ppl). Telephone and zoom seminars are well attended also. In person has more attendance. Could do hybrid also. Program design advice to reach seniors x Senior’s Centre has tried to educate their members on existing home energy programs but have not done it since 2019 and would be willing to try again. x Seniors might appreciate a trusted contractor list. Having a trusted list of contractors would help seniors avoid scams and feel safe at home. A phone-a- friend for neutral advice would help. In-person support would also be appreciated by some. x Contractor training should include how to make people feel comfortable with contractors in their home. Gentle mannerisms help, especially for women alone at home. x Interest rates/long term paybacks are important to seniors. They are on fixed incomes. They may not have access to a line of credit anymore if they have paid off their mortgage. x Seniors share info with their kids. Page 392 of 458 A-12 Collaboration opportunities x The Senior’s Centre can help with outreach. Seniors love it when the Town engages them and that builds trust. Contractor Association – GTA BILD Interview Topic Notes Services offered by members x They have 1500 members, 150 members are renovators and custom builders who all provide some form of energy retrofit services, though it may not be marketed as such. x Heat pumps were high in demand when federal grant program was around. New refrigerants required in Jan 2025 made the equipment more expensive so pushed a wave of demand prior. Workforce x Their membership in GTA would travel to Aurora for a reasonable sized job. For small jobs, maybe not as much. There are a few contractors in Newmarket. x Access to trades in Aurora is not a problem currently. Training x 30-40% of BILD renovators/custom builders have done the CHBA Net Zero curriculum of courses (a series of courses designed to upskill existing renovators and builders about net zero techniques) that has been funded by the City of Toronto. There will be another round of those courses with Toronto. x They are also offering ~3 Local Energy Efficiency Partnership courses/year with NRCan (these courses are designed to help contractors understand higher performance building techniques) . LEEP windows and doors courses are popular. Program Delivery x Federal program was good but cumbersome. Ease of use is important for homeowners. x Contractors can help get the word about programs out. Town should provide information to BILD, and they can share it with members. x They would love the Town to promote BILD members who have certain designations like Net Zero and RenoMark (a certificate demonstrating a commitment to professionalism). They can provide lists. 4. Internal Review Committee Workshops An Internal Review Committee was struck to provide valuable context on local conditions and internal processes, constraints, and opportunities. The committee provided direction for the feasibility study through a goal setting workshop. The Committee also provided valuable input throughout the project regarding the financing model and the program concept. Goal Setting Workshop The first workshop focused on key considerations for the feasibility study, identifying linkages to other Town initiatives, potential collaborators. Key input received is summarized below. Topic Notes General Priorities x Build on experiences of other municipalities. x Complement with existing programs rather than replicate. x Be realistic to Town’s capacities and resources. Collaborate where possible. Page 393 of 458 A-13 Related Town Initiatives x Affordable housing policy and action plan. x Heritage improvements, which uses CIP to incentivize. Lot coverage and permit system in consideration. Focusing on old homes in centretown. These do not include energy efficiency considerations currently. x 2030 expect to increase water and sewer capacity. x Aurora has not done LIC in 20 years. x Backflow prevention programs are in place. x New construction needs flood mapping. Building Types x Focus on Neighbourhoods with older buildings. There are lots of similar homes in post-war neighbourhoods. x Think about condos and housing co-ops that have part 9 buildings. Equity x Should interview Town staff about equity initiatives. x AODA does not cover residential units but more for condos. x Not sure if they have accessibility Ontario program in place. Interested parties x Windfall Ecology Centre knows about the cost of program administration as they deliver Durham’s program. o Windfall ran the healthy kids grant program for Aurora. x Lenders – Town works with pre-approved brokers. o IO is the Town’s main lender. o Town cannot borrow on their own. Needs approval from York Region. Financing Models Workshop Topic Notes Financing model x Under LIC model, default rates are very low because they benefit from the habitual payment of property taxes if repaid through tax bill. Not available if using a third-party administrator for financing and LIC only as a backstop. x Both arrangements benefit from the energy savings which provide cash flow to cover loan repayment. x The group supported the idea of an external delivery agent and LIC backstop approach to reduce the burden on Aurora staff. Measures x Most programs provide a long list of eligible measures and allow homeowners to choose. x Some require 2+ measures or air sealing since it is cost effective. x If GHG reductions are the goal, electrification measures could be a requirement, incentivized, or the only options provided. x Since homes in Aurora are relatively new, envelopes are in pretty good shape. Also, very little oil heating is used. x The Newmarket approach is to only finance electrification measures. Collaboration and Scale Group agreed partnering is a good idea since Aurora is small and would benefit from collaboration for scale. This would also make them more likely to secure FCM funding. Possible options to explore are Newmarket and York Region. Page 394 of 458 A-14 Need Council approval to collaborate, which affects the timelines possible. Leveraging an experienced delivery agent was attractive to reduce start- up costs. Funding Options x Group supported the idea of trying to secure FCM funding, since the Town does not have easy access to low-cost capital. x Private delivery agent may be able to secure loan capital if FCM funding is not possible. For example, California did $2B in loans (using Turnkey model with LIC backstop) with interest rates at 9% and still had lots of uptake. Risks to Mitigate x Participation rate being lower than expected. x Program delivery costs higher than projected. x Not accessing FCM funds. Program Concept Workshop Topic Notes FCM Funding x To meet the Sept 1 deadline for the FCM application, we would need to have both the feasibility study and the program design approved by Council at the same time in June. There was a concern that rushing the process may not be viewed favourably. x Aurora is unlikely to get the funding, given that there are many other municipalities who have been in the queue much longer. x The group felt that rushing for the Sept date was a waste of time and they suggested we wait for a future program. Market Supports x The concept of a bulk procurement program can be informed by Dunsky’s study for TAF on bulk procurement. x A market support program would meet the objective of widespread availability, although the KPIs would differ from the loan program. x The group was interested in the home ratings element but would need to better understand how privacy is maintained. x Lending energy efficiency equipment through the libraries is a good idea. Targeted Loan Program x If a targeted loan program is to be delivered in house, Finance would need to assess it more. x Bridge loans would help more residents take advantage of the federal loan program. Could also be attractive to contractors to expedite the sales process. May need collaboration with Toronto for scale. x Seniors may be a good target audience for loans and the Seniors Centre could help reach them. Page 395 of 458 A-15 x Newcomers are not identified by the Town so a collaboration with immigration would be needed. To date, collaboration is focused on orienting newcomers to municipal facilities. Council Report x Multiple program options can be presented in the feasibility study. Each one should include a financial risk assessment. x TAF is expected to delegate at council on the same date about their policy review and GHG emissions. They will likely be favourable of a home retrofit program. A resident who is in opposition to a loan program is also expected to delegate. Page 396 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy B-1 Appendix B: Archetype Analysis Approach Dunsky’s proprietary financial model to estimate the program’s projected uptake, energy and GHG savings, capital requirements, and 4-year cashflow. The model is based on an analysis of housing archetypes in Aurora, retrofit packages developed to represent combinations of energy efficiency and renewable energy measures, and other variables, and designed to analyze a low-, medium- and high-uptake scenario. 1. Develop housing archetypes x Drawing from Municipal Property Assessment Corporation (MPAC) data, four building archetypes were developed to represent common low-rise (i.e. Part 9) housing characteristics in the Town of Aurora. The archetypes used in this study are composed of three single family dwellings with different space heating sources and years of construction, and one archetype of row/townhomes. Key characteristics of these archetypes are summarized in Error! Reference s ource not found.Error! Reference source not found.. Retrofit packages are then applied to these archetypes, as detailed in the section below. Table B-1: Town of Aurora Housing Archetypes Single Family, Natural Gas Heated Single Family, Natural Gas Heated Single Family, Electrically Heated Row/Townhome, All heating sources Year of construction Pre 2000 Post 2000 All All Stories 2 stories 2 stories 2 stories 2 stories Average area 202 m 2 273 m 2 172 m 2 147 m 2 Primary space heating source Natural gas Natural gas Electricity Natural gas Total annual energy consumption (% for space heating)42 154 GJ (68%) 139 GJ (66%) 106 GJ (68%) 110 GJ (65%) Annual GHG emissions43 6.5 tCO2eq 5.8 tCO2eq 0.9 tCO2eq 4.7 tCO2eq 42 EnerGuide data from a jurisdiction similar to Aurora was used to estimate energy consumption 43 EnerGuide data from a jurisdiction similar to Aurora was used to estimate GHG emissions Page 397 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy B-1 2. Define retrofit packages Nine retrofit packages with different combinations of energy conservation measures and renewables were created, considering common packages from past projects and Aurora’s GHG saving goals (Table B). Most packages are applied to natural gas heated single-family homes, as they comprise of the largest subset of Aurora’s homes. Most packages are between $10,00 to $27,000 (including incentives), except for packages 3 and 6 which are deep energy retrofits and achieve 94% GHG savings. Table B-2: Summary of Retrofit Packages Package 1 2 3 4 5 6 7 8 9 Home Type Single Family Single Family Single Family Row/Townhom e Year Built Pre 2000 Post 2000 All All Space & water heating source Natural gas Natural gas Electric All Measures Heat pump44 9(full)9(full)9(full)9(full)9(ccASHP, full)9(partial)9(partial) Water heater 9 9 9 9 Windows 9 9 9 9 9 9 9 Ceiling 9 9 9 9 9 9 Basement Wall 9 9 9 9 9 9 Wall 9 9 Solar PV array45 9 9 9 9 Expected useful life 30 15 15 30 15 15 15 15 15 Package costs Estimated costs $12K $33K $60K $13K $33K $64K $25K $13K $20K Incentives $3K $6K $12K $3K $6K $12K $5K $0.8K $3K Final amount $9.6K $27K $48K $10K $27K $51K $20K $12K $17K Benefits Est. annual energy savings (GJ)8.1 95.3 108.8 8.0 87.9 99.3 43.6 42.0 58.7 Est. annual GHG savings (tCO2eq)0.4 6.0 6.1 0.4 5.4 5.5 0.4 2.6 3.6 Est. annual GHG savings (%)6%92%94%7%93%94%41%57%78% Package cost per lifetime GHG reduced ($/tCO2eq) $802 $300 $520 $890 $330 $630 $3,710 $310 $312 Lifetime energy savings ($)$1.7K $0.2K $7.4K $1.7K $1.6K $7.7K $23K $0.1K $0.5K 44 Full refers to an all electric ASHP system, while partial refers to a ASHP with a natural gas furnace backup. 45 The cost of a solar PV system varies according to the overall size of the system, which is set in relation to the archetype’s assumed electricity consumption and total size. Page 398 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy B-2 3. Model uptake projections The uptake projections consider the estimated market size, participation rate and uptake variations between retrofit packages. x A total market size of 20,256 was the baseline assumed for Aurora, which includes all home types within the MPAC dataset. Variables such as eligible low-rise (Part 9) homes, proportion of homes that are owner-occupied, households with incomes above the low-income measure after tax (LIM-AT) are applied to further refine and segment the market for each archetype. x The model’s uptake rates are informed by a mix of data from longstanding programs in both Canada and the US, more recent programs launched during the pandemic, and Dunsky’s professional judgement. The uptake rates generated low, medium, and high uptake scenarios to establish a range of potential participant. x The expected preference for certain retrofit packages is also weighted in the analysis to determine retrofit packages market share. x Based on the modelling results of different uptake scenarios, the program is expected to reach cumulative total of 95 to 340 participants by year 4 (Table B-3: Loan uptake ). This represents 0.7% to 2.6% of the total eligible market. Given its enhanced market support features and lower cost of capital, the FCM-funded program is expected to achieve uptake levels between the Medium and High scenarios, whereas a privately funded program would likely see uptake between the Low and Medium scenarios. Table B-3: Loan uptake projections Uptake Scenario Average Annual Uptake Total Cumulative Uptake Years 1-4 Years 1-4 Low 24 95 Medium 60 238 High 85 340 x Based on the projected uptake for the program, Table B-4 and Table B-5 describe the estimated energy and GHG savings stemming from home retrofits completed through the program. Table B-4: Estimated Energy Savings (GJ) Uptake Scenario Average Annual Energy Savings Total Cumulative Energy Savings Years 1-4 Years 1-4 Low 1,947 7,789 Moderate 3,860 15,439 High 5,109 20,435 Table B-5: Estimated GHG Savings (tCO2e) Uptake Scenario Average Annual GHG Savings Total Cumulative GHG Savings Years 1-4 Years 1-4 Low 108 434 Page 399 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy B-3 Moderate 220 880 High 293 1,171 Appendix C: Alternative Funding Options To support program start-up, we identified potential alternative funding sources. Table C-1 presents each program’s funding potential, eligibility criteria and key considerations for Aurora to meet the requirements. Those avenues for alternative funding would require further analysis and may orient some program design decisions. They are presented from the highest potential fit to the lowest. New initiatives from the federal government could also be announced regarding housing supply, housing affordability and home retrofits, according to the election platform of the new government elected in April 2025. Table C-1: Alternative funding sources Program Description Funding available Eligibility Considerations The Atmospheric Fund Grants for projects and approaches that can generate large-scale carbon reduction in the GTHA. For design or implementation of climate policy solutions, demonstration of new and scalable approaches to reduce emissions. Maximum grant not disclosed. Previous grants up to $300k. Municipalities, non- profits or registered charity are eligible. Project must have the potential to generate large-scale carbon reduction in the GTHA. May require justification about financing programs and services being innovative. Intact Municipal Resiliency Grants Initiatives that implement proven adaptation solutions, protecting the community at large or homeowners. Up to $200k per project. Municipalities eligible. Specific adaptation measures at the homeowner level for resilience to floods are funded. The program would need to include home flooding resilience interventions. Page 400 of 458 Energy + Climate Advisors buildings ∙ mobility ∙ industry ∙ energy B-4 Ontario Clean Home Heating Initiative Residents in some communities received top-up incentives for electric heat pumps. $8.2 million total allocated in 2021 and 2023. Up to $4,500 in incentives per applicant. Residents are the applicants, but specific municipalities identified by the Government of Ontario. Could enquire with the government and/or Enbridge (who delivered the incentives) to understand if this program could be expanded or renewed. CMHC Innovation Fund Address barriers to innovative homebuilding. Priority is given to modular and prefab buildings to help address homelessness and focus on delivery of homes. $57 billion committed in 2024 for creation of 156k units and repair of 290k units. Amount per project not disclosed. Municipalities are eligible. Projects must demonstrate affordability, innovation for affordable housing, through transformational, breakthrough or incremental innovation. A program focused on affordable secondary suites might be eligible. Canada Community Building Fund Permanent source of federal funding for local infrastructure, distributed through the AMO. Includes projects for community energy systems, resilience and capacity-building Aurora receives around $2M yearly. Funds already allocated to municipalities. Funds are reserved for infrastructure investments. If funds are not all earmarked, it could be explored if there is flexibility to use it for related initiatives that are not strictly municipal infrastructure. Greener Neighbourhood Pilot Program: Sustainable Buildings Canada Funds already awarded for Market Transformation Team, for social housing (including part 9 row housing and MURBs) $602k awarded n.a. Discussing with Sustainable Buildings Canada could help understand their funded project for part 9 row housing. Some resources might help with program implementation. Page 401 of 458 Aurora Home Energy Retrofit Loan Program Feasibility StudyReport to Committee of the WholeJune 10, 2025Page 402 of 458 1.Report the results of the Feasibility Study2.Seek directionto continue with the Program Detailed Design Study 3.Gather inputfor the next stepsToday’s objectivesIntroductionHome Energy Retrofit Loan ProgramA program to increase the rate and depth of energy and emissions reductions through retrofits of low-rise homes. The program aims to fill gaps ofexisting programs and meet needs of Aurora residents.Page 403 of 458 Why are Home Energy Retrofits a Priority?IntroductionHowever, there is currently minimal home energy retrofit activity.Currently, < 1% of Aurora homes are, on average, completing energy retrofits annually, based on EnerGuide data between 2023 - 2024. Retrofits need to be4% annually and GHG focused to meet targets (~800 units/yr).The scale of home energy retrofits needed to meet Aurora’s 80% GHG emissions target is significant.Although Aurora’s housing stock is relatively new –homes account for 37% of all GHG emissions in the community, primarily due to natural gas use for space and water heating. THE OPPORTUNITYgy retrofitsYMain barriers reported by homeowners are knowledge of solutions and upfront costs.THE CHALLENGEPage 404 of 458 Dwelling Types and AgesLocal ContextSingle Family Detached67%Mid to High-rise Dwellings12%Other Low-rise Dwellings 21%8%6%5%19%19%20%18%4%0%10%20%30%40%50%60%70%80%90%100%050010001500200025003000350040001959orbefore1960 -19691970 -19791980 -19891990 -19992000 -20092010 -20192020 -2024Percentage of homesNumber of homesYear BuiltMost homes are low-rise, detached, relatively newPage 405 of 458 Energy Use in HomesLocal ContextMost energy (and emissions) in homes is from space & water heating with natural gasSpace heating60%Water heating18%Appliances13%Lighting4%Space cooling5%Natural gas67%Electricity21%Wood8%Other4%Page 406 of 458 Financing Tied to property: The Local Improvement Charge (LIC) mechanism gives Ontario municipalities the ability to offer loans for energy efficiency and renewable energy and tie the repayment to a property over a long term (e.g. 20 years). This enables homeowners to take a long-term view. Bylaws: Municipalities can implement bylaws regarding climate change such as building labeling and performance/emissions standards. Connections and Reputation: Municipalities are trusted. They have many interaction points with residents (e.g. libraries, recreation facilities, transit, waste collection, water). Unique Role of MunicipalitiesContextPage 407 of 458 Existing Retrofit ProgramsLocal ContextAvailable programs DescriptionHome Renovation Savings ProgramxRebates for energy upgradesxEnerGuide Assessments required for 2+ measuresWinterproofing ProgramxOffers income eligible natural gas customers free home energy assessments and insulation and smart thermostatsEnergy Affordability ProgramxOffers free or low cost energy upgrades, depending on household income and heating typexOffers efficient appliances, insulation, draft-proofing, smart thermostats, heat pumpsCanada Greener Homes Loan xOffers 0%, 10-year loans for home energy upgrades, up to $40,000Page 408 of 458 Learnings from Consultation with Interested PartiesContextMotivations:Saving money, improve comfort, and reduce environmental footprint.Barriers: Upfront cost, unaware of current incentive programs, and lacking certainty of energy savings. Preferred features of a financing program: No early repayment penalties, easy application/approval process, and low monthly payments (so energy savings cover loan repayment)Take Aways: An education campaign, online navigation platform and retrofit scenario tool, and/or energy coaching services would all help Aurora homeowners take more advantage of existing incentive and loan programs and have more confidence in the retrofit solutions. ضضHomeowner SurveyضPage 409 of 458 Learnings from Consultation with Interested PartiesContextYork Region:Aiming to launch an online tool for homeowner awareness.Newmarket:Developing a home energy loan program.Enbridge: Delivers a grant program for home energy upgrades. Alectra: Can help with outreach.External Interested PartiesSeniors Centre:Can help with outreach. Contractor Association: Access to trained contractors is not a limitation. Environmental Advisory Committee: Dovetail with existing programs. Provide energy coaches. Be open to all but target old homes. Use policies to drive home efficiency. Take Aways: There are many new initiatives in development. The Town's program design should adjust based on which ones come to fruition and build collaborations for efficiencies. ضضPage 410 of 458 Learnings from Consultation with Interested PartiesContextInternal Review Committee Meeting:Complement existing programs. Focus on older homes. Be realistic to Town’s capacities. Finance: Town has never done an LIC and requires approval from Region to borrow funds.Community Services:DEI efforts focused on newcomers, seniors, and gender equity communities. Seniors are most likely to own homes. Library is a good channel to reach these communities. Planning and Development Services: Not aware of much energy retrofitting happening to date. They can talk to contractors/homeowners about code requirements.Take Aways: The Town does not have experience or capacity to deliver a loan program in house so working with a delivery agent is recommended. Securing low-cost loan capital is difficult for the Town. Town Interested PartiesضضPage 411 of 458 Avoiding Dead End PathwaysContextPage 412 of 458 Assessment of Loan Program Model for AuroraProgram model optionsLocal Improvement Charges (LIC) Utility On-bill Private Direct LendingIn House/ SharedTurnkeyInterestMedium High High LowCapacityLow High Medium HighExperienceLow Medium Low MediumPage 413 of 458 Start with Market SupportsProgram model optionsOutreach, education & trainingEnergy coachingHome energy ratings & Retrofit roadmapsOnline platform with connections to contractorsBulk procurementIncentives & rebatesEmissions standards for existing buildingsPage 414 of 458 Program ModelKey Features RisksA. Turnkey LIC Loan Program with FCM fundingThird-party agent delivers program.FCM funding closed. No future funding announced. A municipal services corporation is costly. B. Turnkey LIC Loan Program without FCM fundingThird-party agent delivers program. Loans at higher interest rates & less grant funds for operations. Low uptake expected.A municipal services corporation is costly. C. Targeted Loan Program with grant fundingTargeted loans for short-term financing, seniors, net zero retrofits. Small, thus in house delivery may be possible. Loan terms may not be competitive. Delivery costs may outweigh benefits. Recommended Loan Program ModelsProgram model options???Page 415 of 458 Cost of Delivering a Home Energy Retrofit ProgramProgram model optionsUptake ScenarioCapital budget –Homeowner loans Operating budget –Loan administrationOperating budget -Market support 1. Market-Support Program$0 $0 $350k - $2.2 MA. Turnkey LIC Loan Program with FCM funding$3 - $4.5 M $1.5 - $2M $350k - $2.2 MB. Turnkey LIC Loan Program without FCM funding$1 - $2 M $300k - $600k $350k - $2.2 MC. Targeted Loan Program with grant funding (bridge, seniors, net zero)$300k - $1M $300k - $500k $350k - $2.2 MCosts to Town will depend on the ability to secure grants or other revenues. Page 416 of 458 Program model Location Delivery agent Source of fundsAdditional market supportLIC In-House modelGuelph, ON Municipality FCMGrants for low-income householdsLIC Turnkey ModelNewmarket, ON (application)Enerva TBD TBCPrivate lending model (unsecured loans)Durham Region (amending to LIC Shared model)Windfall Ecology CentreFCM & Credit unions Energy coach, One-stop-shop website, Home energy ratings (not public)Market-Support (without loans)Greater Sudbury MunicipalityHousing Accelerator FundEnergy coachExamples of other Municipal ProgramsLocal ContextPage 417 of 458 Projected LoanProgram ImpactProgram model options5% -70%energy savings per home6% –94%GHG savings per home…and infrastructure in place to support further actionPage 418 of 458 Advancing the Program Detailed Design StudyNext StepsPhase 1: Feasibility StudySupported by FCM grant. Assesses the feasibility of a home energy retrofit financing study.Phase 2: Program Detailed Design StudyPending approval from Council and FCM, we can continue with the Program Design Study to meet local needs. Funding the ProgramThe main funder of home retrofit loan programs is FCM, under their Phase 3 Capital Program Funding. Funding under this program is ending soon. Other funding sources and approaches may be possible.Feasibility StudyMay 2025Program detailed design studyJuly - Sept 2025Present to EAC and CouncilMay & June 2025Present to EAC and CouncilOct – Nov 2025Page 419 of 458 ContactJanice AshworthSenior Consultantjanice.ashworth@dunsky.comTel: 514-504-9030 x4283Page 420 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. PDS2 5 -0 58 Subject: Application for Zoning By-law Amendment 1000259515 Ontario Inc. 240 Industrial Parkway South Lot 57, Plan 10328 File Number: ZBA-2024-06 Prepared by: Katherine Gatzos, Planner Department: Planning and Development Services Date: June 10, 2025 Recommendation 1. That Report No. PDS25-058 be received; and 2. That Zoning By-law Amendment application ZBA-2024-06 be approved to rezone the subject property to “General Industrial Exception E2(569) Zone”, as outlined in Appendix “B”; and 3. That the implementing By-law for the Zoning By-law Amendment be brought forward to a future Council meeting for enactment. Executive Summary This report seeks Council’s approval of the proposed Zoning By-law Amendment application at 240 Industrial Parkway South (the ‘subject property’). The purpose of the proposed application is to amend the permitted uses on the subject property to include a private school (Richland Academy).  A Zoning By-law Amendment application was submitted to facilitate the development of a private school (middle and senior students) on the subject property; Page 421 of 458 June 10, 2025 2 of 12 Report No. PDS25-058  The existing, multi-unit industrial building onsite is proposed to be retained and refitted to accommodate the proposal;  The applicant is proposing to rezone the subject property from “(E2) General Employment Zone” to “(E2-569) General Employment Exception Zone” to permit the proposed development;  The proposed Zoning By-law Amendment will allow private school as a permitted use;  The proposed application is consistent with Provincial planning policies;  The proposed application complies with the Town’s Official Plan policies by repurposing existing infrastructure for an Institutional use.  The proposed private school is compatible with the surrounding neighbourhood and poses no conflicts with other permitted uses under the E2 zone.  Holding provisions are in place to ensure operational functions and discussions with Metrolinx related to future private school expansion.  All external agencies and Town staff have completed their review for the subject applications and have no objections to the approval of the subject application.  No comments have been received from the public regarding the proposed planning application at the time of writing this report. Background Application History The pre-consultation package for the proposed application was issued in February 2024, to the applicant. The Zoning By-law Amendment application was received on October 10, 2024, and deemed complete on October 17, 2024. A Public Planning meeting was held on January 21, 2025. Since the Public Planning Meeting, the applicant has revised their proposal in order to meet Metrolinx Rail Safety Requirements for sensitive use adjacent to rail corridors. The proposed private school is situated approximately 90m from the Metrolinx Rail corridor. Page 422 of 458 June 10, 2025 3 of 12 Report No. PDS25-058 Location / Land Use The subject property, municipally known as 240 Industrial Parkway South, is located on the west side of Industrial Parkway South (Figure 1). The subject property has a lot area of 1.61 ha (16,100 sqm), with a frontage along Industrial Parkway South of approximately 88.66 m (290.88 ft). The subject property presently consists of a single storey industrial building (approximately 5,385 sqm), and associated parking area. The existing industrial building onsite is proposed to be retained and refitted to accomm odate the proposed private school. Surrounding Land Uses The surrounding land uses are as follows: North: Industrial uses, Sheppard’s Bush (26-hectare open space area consisting of woodlands, sports fields, and trails) South: Industrial uses, commercial uses East: Industrial uses, commercial uses, Sheppard’s Bush (26-hectare open space area consisting of woodlands, sports fields, and trails) West: Metrolinx GO rail corridor, industrial uses, residential uses Policy Context Provincial Policies All Planning Act development applications are subject to provincial policies. The Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest. These policies support the development of strong communities through the promotion of efficient land use and development patterns. The Lake Simcoe Protection Plan (LSPP) is a provincial document that provides policies which addresses aquatic life, water quality, water quantity, shorelines and natural heritage, other threats and activities (including invasive species, climate change and recreational activities) and implementation. Town of Aurora Official Plan Page 423 of 458 June 10, 2025 4 of 12 Report No. PDS25-058 The subject property is designated “General Industrial” under Schedule ‘B’ – Land Use Plan in the Town of Aurora Official Plan. The General Industrial designation applies to historical industrial areas surrounding Industrial Parkway North and South which exist in close proximity to residential uses west of Edward Street. The intent of the General Industrial designation is to ensure the long-term protection and continued evolution of existing, older industrial areas. Zoning By-law 6000-17, as amended The subject property is zoned “General Employment (E2)” by Zoning By-law 6000-17, as amended (Figure 3), which permits a variety of industrial and commercial uses. Reports and Studies The Applicant submitted the following documents as part of the complete application to the proposed Zoning By-law Amendment application: Report Name Report Author Accessibility Standards Analysis Brutto Consulting Construction Impact Mitigation Study Aplin & Martin Consultants Ltd. D6 Compatibility Study Brutto Consulting Functional Servicing and Stormwater Management Report Aplin & Martin Consultants Ltd. Noise and Vibration Study Soft dB Rail Safety Study Arup Canada Inc. Phase Two Environmental Site Assessment Pinchin Ltd. Planning Justification Report Brutto Consulting Transportation Study CGE Consulting Tree Inventory and Preservation Plan Report Kuntz Forestry Consulting Inc. Urban Design Brief Brutto Consulting Proposed Application Proposed Zoning By-law Amendment The proposed Zoning By-law Amendment will allow private school as a permitted use. As shown in Figure 4, the Applicant proposes to rezone the subject property from “(E2) General Employment Zone” to “(E2-569) General Employment Exception Zone” to permit the proposed development, though the addition of a Private School as a permitted use. The Zoning By-law Amendment also includes a Holding (H) prefix, which specifies that Page 424 of 458 June 10, 2025 5 of 12 Report No. PDS25-058 the proposed private school is set back at minimum 30m from the Metrolinx Rail Corridor in order to comply with Metrolinx Rail Safety Standards. The Holding (H) prefix also restricts certain ancillary uses in conjunction with the private school. Lifting of the Holding (H) Symbol to allow for the expansion of the proposed private school use will be at the sole discretion of Metrolinx upon satisfaction of any and all additional rail safety requirements. The following is a table outlines the parent General Employment (E2) Zone and proposed General Employment Exception (E2-569) Zone standards. Parent General Employment (E2) Zone Requirement General Employment Exception (E2-569) Zone Permitted Uses  Adult Entertainment Parlour  Body Rub Parlour  Commercial Self Storage Facility  Contractor’s Yard  Dry Cleaning Establishment  Fitness Centre  Food Processing Establishment  Industrial Uses  Motor Vehicle Body Shop  Motor Vehicle Rental Establishment  Motor Vehicle Repair Garage  Offices  Outdoor Display and Sales Area  Pet Services  Private Park  Place of Worship  Printing, Media and Communications Establishment  Club  Adult Entertainment Parlour  Body Rub Parlour  Commercial Self Storage Facility  Contractor’s Yard  Dry Cleaning Establishment  Fitness Centre  Food Processing Establishment  Industrial Uses  Motor Vehicle Body Shop  Motor Vehicle Rental Establishment  Motor Vehicle Repair Garage  Offices  Outdoor Display and Sales Area  Pet Services  Private Park  Place of Worship  Printing, Media and Communications Establishment  Club Page 425 of 458 June 10, 2025 6 of 12 Report No. PDS25-058 Parent General Employment (E2) Zone Requirement General Employment Exception (E2-569) Zone  Recreation Centre  Repair Shop  Service Shop  Retail, Accessory  Warehouses  Recreation Centre  Repair Shop  Service Shop  Retail, Accessory  Warehouses  Private School Proposed Site Plan The applicant has not formally submitted a Site Plan application with Planning and Development Services. The proposed development will require a Site Plan application to implement the proposed land use amendments. As part of the Zoning By-law Amendment application, the applicant has provided a conceptual Site Plan and Elevations Drawing, as shown in Figures 5 and 6, respectively. The applicant intends to repurpose and refit the existing approximately 5,385 sqm industrial building on the subject property into a middle and senior private school, maintain the two existing access driveways from Industrial Parkway South, and implement a total of 114 parking spaces, including 8 barrier free. Metrolinx requires that the private school, which is considered to be a high occupancy sensitive use, be set back from the rail corridor at minimum 30m, in addition to rail safety measures being implemented. As such, the proposal has been revised since the Public Planning Meeting to accommodate this requirement, setting the private school back 90m from the rail corridor. The applicant is proposing to implement the private school within the front portion of the existing building (2,674 sqm), with the rear of the building (2,741 sqm) being utilized by tenants operating as either fitness or recreation centres, or office uses, which have been assessed to be compatible with the proposed private school and are permitted as of right in the existing E2 parent zone. Page 426 of 458 June 10, 2025 7 of 12 Report No. PDS25-058 The school will have a maximum occupancy of 210 people (including staff), and provides 12 classrooms, a cafeteria, auditorium, a library, and a 911 sqm (9,805 sqft) outdoor recreation area at the south of the subject property. The development will implement at minimum, a 2.43 m tall security fence and a 2.14 m tall crash wall at the rear of the property in order to comply with Metrolinx’s rail safety standards. Metrolinx has reviewed the subject proposal and does not have any concerns regarding the subject rezoning application. Metrolinx’s site-specific rail safety requirements will be implemented through Site Plan process and captured as part of the future Development Agreement. Further technical review of the Site Plan application will continue following the appropriate land use and zoning matters being in place. As per Bill 109, the approval of the subject Site Plan application is delegated to staff. Analysis Planning Considerations The proposed application is consistent with the Provincial planning policies. Provincial Planning Statement (PPS) It is Planning Staff’s opinion that the proposed Zoning By-law Amendment is consistent with the PPS. It is Staff’s opinion that the proposed development aligns well with the criteria outlined in Policy 2.8.1 of the PPS, which intends to promote economic development within a community by providing a range of employment opportunities. The addition of a new private school within the community aids in the diversification of opportunities available within the town and will ultimately introduce 50 new skilled jobs to the community. Lake Simcoe Protection Plan (LSPP) The Lake Simcoe Conservation Authority (LSCRA) has reviewed the proposed applications in consideration of the LSPP and has no objection to the approval of the subject applications as presented. The subject lands are located outside of the LSRCA regulated limits and accordingly no Regulation Permit is required prior to development or site alteration taking place on the subject lands. The subject lands are also free from any natural hazards and are outside of hazardous lands. Town of Aurora Official Plan (2024) Page 427 of 458 June 10, 2025 8 of 12 Report No. PDS25-058 The proposed application complies with the Town’s Official Plan policy by repurposing existing infrastructure for Institutional use. Planning Staff are of the opinion that the proposed private school conforms to the land use and development policies of the Official Plan and is compatible with the surrounding land uses. The proposed private school, an institutional use, is permitted within the General industrial Designation. The subject development maintains the objectives of the Town’s Employment lands as outlined in Policy 11.3.1 of the OP. The proposal is permitted as of right in the General Industrial OP designation and does not seek to change the parent zone applicable to the subject property. Instead, it intends to add a site specific exemption to add a private school as a permitted use, ensuring that the full range of industrial uses permitted in the parent zone remain applicable, further preserving the subject property for employment uses in the future. The subject property is preserved as employment land and is expected to generate 50 skilled jobs, including teachers, support, administrative and maintenance staff, an d bus drivers. Furthermore, the repurposing of the existing industrial building on the subject property demonstrates that existing infrastructure and servicing is adequate to meet the requirements of the proposed private school. Further, the proposed private school is compatible with surrounding land uses, does not emit noticeable or noxious noise, dust or air emissions, and as such, maintains the land use compatibility requirements of Section 11.3.4 of the OP. Town Zoning By-law (6000-17) as amended, The proposed private school is compatible with the surrounding neighbourhood and poses no conflicts with other permitted uses under the E2 zone. The subject property is surrounded by various employment uses, reflecting the diverse nature of the Industrial Parkway industrial/commercial neighbourhood, primarily zoned Service Employment (E1) and General Employment (E2). Although the proposed private school is not permitted on the subject property, zoned E2, it is permitted in the surrounding E1 zones. As E1 and E2 zones are integrated within the Industrial Parkway neighbourhood, the introduction of a private school on the subject property would not be out of character. The recreation and fitness centre, and office uses proposed in conjunction with the private school are permitted as of right in the parent E2 zone applicable to the subject Page 428 of 458 June 10, 2025 9 of 12 Report No. PDS25-058 property. Furthermore, allowing the private school to coexist with recreation and fitness centres, and offices, allows for the Owner to maximize the usability of the exist ing building as they work to establish themselves in Town and grow a client base. This also allows for an existing MMA studio (Fearless MMA) to continue operating and providing services to the community and the potential for other compatible business to start. Furthermore, the proposal maintains the parking standards as outlined in the Town’s Zoning By-law, therefore ensuring that there is sufficient parking to accommodate the proposed combination of uses. Staff have reviewed the supporting D6 Compatibility Study and Noise and Vibration Study and are of the opinion that the subject property is suitable for accommodating the proposed private school, and the associated mitigation measures proposed are able to adequately remediate any noise and vibration concerns. Further, Metrolinx is satisfied with the proposed rail safety measures, which are to be implemented through the future Site Plan application and subsequent Development Agreement. As the proposal intends to refit the existing industrial building on t he subject property to accommodate the private school, all existing E2 zone lot standards are maintained. As such, staff are of the opinion that permitting a private school on the subject property is in keeping with the intent of the Zoning By-law. Holding provisions are in place to ensure operational functions and discussions with Metrolinx related to future private school expansion. The applicant intents to redevelop the entire subject property for a private school in phases. As part of Phase 1, the applicant proposes to use the front portion of the building for private school purposes while keeping the rear portion of the building for fitness and recreation centres and office uses. As the demand for additional student increases in the future, the applicant will open the reminder portion of the building for private school uses. To ensure there are no operational conflicts such as traffic and parking with the private school, the applicant has imposed a Holding provision in the zoning by-law. The Holding provision will limit the employment uses for the rear portion of the building to just fitness recreation and office uses. Furthermore, a secondary holding provision is in place to ensure when the private school is ready to expand into the remainder of the building, the Owner will consult with Metrolinx regarding the private school use within 30m of the rail corridor. Metrolinx has no concerns with the as of right uses such as Offices and Recreation and Fitness centres within 30m of the rail corridor. Page 429 of 458 June 10, 2025 10 of 12 Report No. PDS25-058 Department / Agency Comments All external agencies and Town staff have completed their review for the subject applications and have no objections to the approval of the subject applications The proposed applications were circulated to all internal and external agencies for review and comments. All external agencies and Town staff have completed their review and have no objections to the approval of the subject applications. The applicant will continue to work with Staff to resolve any outstanding site plan matters prior to the approval of the site plan control application and execution of the Development Agreement. Public Comments No comments have been received from the public regarding the proposed planning application at the time of writing this report. Advisory Committee Review The Town’s Accessibility Advisor reviewed the subject applications on behalf of the Accessibility Advisory Committee and is satisfied with the development as proposed. Legal Considerations Section 34(11) of the Planning Act states that if Council refuses the Zoning By-law Amendment application or fails to make a decision on it within 90 days after the receipt of the application, the applicant (or the Minister) may appeal the application to the Ontario Land Tribunal (OLT). The proposed application were deemed complete on October 17, 2024, and therefore, the applicant may appeal to the OLT at any time. Financial Implications There are no direct financial implications as a result of this report. Communications Considerations A Notice of Public Planning Meeting was issued to all addressed property owners within 120 metres of the subject property. In addition, the notice was published in The Auroran Newspaper. Signage on the subject lands was posted with information regarding the Page 430 of 458 June 10, 2025 11 of 12 Report No. PDS25-058 Public Planning Meeting. Public Planning Meeting notification has been provided in accordance with the Planning Act. Climate Change Considerations The proposal is anticipated to generate an increase in greenhouse gas (GHG) emissions due to the increase in density. To better understand the impacts, staff has requested a Green Development Report in accordance with Section 6 of the Official Plan as part of the site plan submission. Link to Strategic Plan The proposed Zoning By-law Amendment supports the Strategic Plan goal of Supporting an exceptional quality of life for all through its accomplishment in satisfying requirements in the following key objectives within this goal statement: Promoting economic opportunities that facilitate the growth of Aurora as a desirable place to do business: Through the monitoring of emerging employment trends and economic trends, future workforce, education and business development needs are identified in accordance with the plans to attract businesses that provide employment opportunities for our residents. Alternative(s) to the Recommendation 1. Refusal of the application with an explanation for the refusal. Conclusions Planning and Development Services reviewed the proposed Zoning By-law Amendment in accordance with the provisions of all relevant planning policies and municipal development standards respecting the subject lands. The proposed Zoning By-law Amendment is considered to be in keeping with the development standards of the Town. Any technical revisions to the proposed plans will be reviewed by Town Staff during review of the future Site Plan application, and prior to the execution of the future Development Agreement. Staff recommend approval of the Zoning By-law Amendment ZBA-2024-06. Page 431 of 458 June 10, 2025 12 of 12 Report No. PDS25-058 Attachments Figure 1 – Location Map Figure 2 – Existing Official Plan Designation Figure 3 – Existing Zoning By-Law Figure 4 – Proposed Zoning Figure 5 – Proposed Site Plan Figure 6 – Proposed Building Elevations Appendix A – Zoning By-law Amendment Previous Reports Public Planning Report PDS25-14 Pre-submission Review Agenda Management Team review on May 22, 2025 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 432 of 458 Page 433 of 458 Page 434 of 458 Page 435 of 458 !+"%+"+%+)++ '""+ ++(!%+"($+!#&%++ $+%+!"(+*+"++%+)++ '" "+ Page 436 of 458 ·¶úi/ëâDã³=¾>±¹E4¯¬%BCú ! ! !! !!!!~úJ"ú Åú `!îú xTÉÍúßA0£$ú *{@úq kú¡MÇú wLú ï«úçæ»ú s?ðú 52úÚ¼úuXú§+ú½ÌÛú,ñnú©ú#ºË®ÎÃ×N¦úÈÕò¿ª¨¥Ïú ä-´7QÖúÔogåì¢úF }ÆàúÙúatèÂúWØÒ.ly óbú ÝÜú8cúôáµ°Ñ<dZ²ú ÞO¤9úU|;õR¸úöú KeVYhIm pPúGz&[1\ ']réÓú(ÁÄúfÐÊS:ú íêH^6j_úv)3Àú $#$ $$!"$$$ $ $ $ ÷øùú & && &$&&"&&& # & #& ! && & &#&%& & & % & & &#!!&&&&& &"$& ·¶ú ·¶ú ·¶ ·¶ú ·¶ú ·¶ ·¶ ·¶ ·¶ ·¶ú ·¶ ·¶ ·¶ ·¶ · · ·¶ii////////ëâDãëâDãëâDãëëâDãëëâDãëâDã³³³ãããããã=¾¾¾¾¾==>>>±±±±±¹¹¹¹¹¹¹¹¹¹¹¹¹¹¹¹EEE4¯¯¯¯¯¯¯44¬¬¬¬¬%B%%B%%%CúCC~úúúJ"ú ÅJ"J"J"J"J"""""""ú `!î `!î `!î `!î`!î `!î`!î`!î`!î`!î! xTÉÍßA0£$0ú*{@ú{q kú¡MÇúÇÇÇúÇÇúwLú ï«úwLú ï«úwLú ï«úwLú ï«úwLú ï«úwLú ï«Lú ï«Lú ï«úwLú ï««çæ»úçæ»úçæ»úçæ»úçæ»çæ»çæ»»»»s?ðú 52s?ðú 52?ðú 52s?ðú 52?ðú 52ðú 52?ððúúÚ¼Ú¼Ú¼Ú¼Ú¼ÚÚ¼¼ÚuXúuXuXuXXXXXX§+§½ÌÛú½ÌÛ½ÌÛú½ÌÛú½ÌÛú½ÌÛ½ÌÛ½ÌÛ,ñn©#ºË®ÎÃ#ºË®ÎÃ#ºË®ÎÃ#ºË®ÎÃ#ºË®ÎÃ#ºË®ÎÃ##ºË®ÎÃ#ºË®ÎÃ#ºË®ÎÃ#×N¦×N¦×N¦×N¦×N¦×N¦××N¦×N¦N¦úÈÕò¿ª¨ÈÕò¿ª¨ÈÕò¿ª¨ÈÕò¿ª¨ÈÕò¿ª¨ÈÕò¿ª¨ÈÕò¿ªÈÕò¿ª¨ÈÕò¿ª¨ò¿ª¨ÈÕò¿ªÕ¥Ïúä-´7QÖÔogåìÔogåìÔogåìÔogåìÔogåìÔogåìÔogåìÔogåìogåìåììì¢F }ÆàúÙúÙúÙÙÙÙÙúÙÙÙÙatèÂúatèÂatèÂúatèÂúatèÂatèÂúatèatèèatèèWWWWWWWWWWWØÒØÒØÒØÒØÒØÒØØØÒ....lllllllllyyyyyy óóóóóóóóóóóbbúbbúbú ÝÜúÝÜ8cúô8888áµ°Ñ<dZ² ÞO¤9ÞO¤9ÞO¤9ÞO¤9ÞO¤9ÞO¤9O¤9ÞO¤9ÞO¤ÞO¤9ÞU|;õRU|;õRU|;õ|;õ|;õR|;õ¸ú¸úöúöööööKeVYhIm pPúGz&[1\ ']réÓú(ÁÄúfÐÊS:fÐÊS:fÐÊS:ÐÊS:fÐÊS:ÐÊS:fÐÊS:ffÊSúíêH^6jíêH^6jíêH^6jêH^6jíêH^6jêH^6j^êH^6jêê_ú__ú__ú__úúv)vvvv))3Àú3À3Àú3Àú3Àú3ÀÀ3ÀÀÀÀ $ $ $ $$ $ $ #$#######$##$########$ $$$$$$$!"$!"!"!"!"!"!"!"!"!"!"!"!"!""!"$!"$!""$$$ $ $ $$$$ Existing Fitness Studio(Fearless MMA) to remain911 sqm outdoorrecreation areaSnow storage areaProposed Crash Wall asrequired by MetrolinxApproximately 30m setbackfrom Metrolinx Rail CorridorVacant, to be occupied byfuture tenantPage 437 of 458 Page 438 of 458 The Corporation of the Town of Aurora By-law Number XXXX-25 Being a By-law to amend By-law Number 6000-17, as amended, respecting the lands municipally known as 240 Industrial Parkway South (ZBA-2024-06). Whereas under section 34 of the Planning Act, R.S.O. 1990, c. P.13, as amended (the “Planning Act”), zoning by-laws may be passed by the councils of local municipalities to prohibit and regulate the use of land, buildings and structures; And whereas on June 27, 2017, the Council of The Corporation of the Town of Aurora (the “Town”) enacted By-law Number 6000-17 (the “Zoning By-law”), which Zoning By- law was appealed to the Ontario Municipal Board (the “OMB”); And whereas on January 29, 2018, the OMB made an order, in accordance with subsection 34(31) of the Planning Act, providing that any part of the Zoning By-law not in issue in the appeal shall be deemed to have come into force on the day the Zoning By-law was passed; And whereas the OMB and the Local Planning Appeal Tribunal (the “LPAT”) is continued under the name Ontario Land Tribunal (the “Tribunal”), and any reference to the Ontario Municipal Board or OMB or Local Planning Appeal Tribunal or LPAT is deemed to be a reference to the Tribunal; And whereas the Council of the Town deems it necessary and expedient to further amend the Zoning By-law; Now therefore the Council of The Corporation of the Town of Aurora hereby enacts as follows: 1. The Zoning By-law be and is hereby amended to replace the “General Industrial E2 Zone” zoning category applying to the lands shown in hatching on Schedule “A” attached hereto and forming part of this by-law with “General Industrial (E2- 569) Exception Zone”. 2. The Zoning By-law be and is hereby amended to add the following: Parent Zone: E2 Exception No.: (569) Map: Schedule A Map No. 5 Previous Zone: E2 Previous By-laws: 6000-17 Municipal Address: 240 Industrial Parkway South Legal Description: Part 1, Lot 57, Plan 10328 24.569.1 Permitted Uses The following uses are permitted: • All uses permitted in the E2 zone • Private School Page 439 of 458 By-law Number XXXX-25 Page 2 of 4 24.569.2 Holding Prefix Notwithstanding any provision to the contrary, while the “(H)” Holding prefix is in place: • The following uses are permitted: o Private School, which must be set back a minimum of 30 metres from the rail corridor (measured from the Metrolinx property line to the building façade). o Offices, in accordance with Section 10.1 of the Town of Aurora Zoning By-law 6000-17, as amended, for the E2 zone o Fitness centre, in accordance with Section 10.1 of the Town of Aurora Zoning By-law 6000-17, as amended, for the E2 zone o Recreation Centre, in accordance with Section 10.1 of the Town of Aurora Zoning By-law 6000-17, as amended, for the E2 zone 24.569.3 Removal of the Holding Prefix Prior to passing of a By-law to remove the “(H)” Holding prefix from the lands zoned (H)E2-(569) on Schedule “A”, or any part thereof, the Town of Aurora shall be satisfied that: • Metrolinx shall advise the Town in writing of their satisfaction with any and all rail safety measures that allow for a Private School use. The Private School building shall be located a minimum of 30 metres from the Metrolinx property line. No portion of the school building or amenities/school uses shall be situated within this 30-metre setback. • The Town of Aurora is satisfied that the removal of the “(H)” represents a logical and orderly progression of development. 3. This by-law shall come into full force subject to compliance with the provisions of the Planning Act and subject to compliance with such provisions, this by-law will take effect from the date of final passage hereof. 4. If a building permit that is appropriate for the development has not been issued under the Building Code Act, 1992, S.O. 1992, c. 23, as amended, for any building or structure so authorized within three (3) years from enactment of this By-law, then this By-law shall automatically repeal and if so repealed, the zoning of the lands will revert to the original zoning. Enacted by Town of Aurora Council this Day day of Month, 2025. Tom Mrakas, Mayor Michael de Rond, Town Clerk Page 440 of 458 By-law Number XXXX-25 Page 3 of 4 Explanatory Note Re: By-law Number XXXX-25 By-law Number XXXX-25 has the following purpose and effect: To amend By-law Number 6000-17, as amended, the Zoning By-law in effect in the Town of Aurora, to rezone the subject lands from “General Employment (E2)” to “(H) General Employment (E2) Exception Zone (569)”. The effect of this zoning amendment will rezone the subject property to include a private school as a permitted use. Page 441 of 458 By-law Number XXXX-25 Page 4 of 4 Schedule “A” Location: Part 1, Lot 57, Plan 10328, Town of Aurora, Regional Municipality of York Lands rezoned from “General Employment (E2)” to “General Employment (E2) Exception Zone (569)”. Page 442 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Committee of the Whole Report No. PDS25 -057 Subject: Traffic Calming Request on Heathwood Heights Drive and McClenny Drive Prepared by: Michael Ha, Transportation and Traffic Analyst Department: Planning and Development Services Date: June 10, 2025 Recommendation 1. That Report No. PDS25-057 be received for information. Executive Summary This report presents the results of traffic calming assessments completed on Heathwood Heights Drive and McClenny Drive.  Based on the requirements outlined in the Traffic Calming Policy, traffic calming measures are not warranted at the subject locations on Heathwood Heights Drive and McClenny Drive. Background In response to requests received from area residents, staff have undertaken a traffic calming assessment on Heathwood Heights Drive and McClenny 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:  Heathwood Heights Drive between Williamson Terrace and Tribbling Crescent (east leg)  McClenny Drive between Henderson Drive and Willis Drive Page 443 of 458 June 10, 2025 2 of 5 Report No. PDS25-057 Analysis Based on the requirements outlined in the Traffic Calming Policy, traffic calming measures are not warranted at the subject locations on Heathwood Heights Drive and McClenny Drive. Existing Road Conditions Heathwood Heights Drive: Is a two-lane minor collector road with single lane per travel direction. It has an urban cross-section with curbs on both sides of the road and sidewalks provided along the south side of the road. The existing pavement is measured 8.5 metres wide and in accordance with the Town Zoning By-law No. 4574-04.T the posted speed limit is 40 km/h. McClenny Drive: 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 and sidewalks provided along the west/north side of the road. The existing pavement is measured 8.0 metres wide and in accordance with the Town Zoning By-law No. 4574-04.T the posted speed limit is 40 km/h. Traffic Calming Assessment 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. The minimum threshold is 70% 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 and the road grade 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 1,500 vehicles per day. Page 444 of 458 June 10, 2025 3 of 5 Report No. PDS25-057 The subject locations have satisfied warrant no. 1 and warrant no. 2. Traffic data was collected at the subject locations over a seven-day period to complete the analysis on warrant no. 3 (Table 1). Based on the requirements outlined in the Traffic Calming Policy, traffic calming measures are not warranted at the subject locations on Heathwood Heights Drive and McClenny Drive. Table 1: Traffic Calming Warrant Analysis Summary (Warrant no. 3) Locations Requirements Yes / No Minimum Speed (85th Percentile Minimum 15 km/h Over Posted Speed Limit) Minimum Volumes (Between 1,500 and 8,000 Vehicles Per Day) Heathwood Heights Drive Heathwood Heights Drive east of Williamson Terrace 8 km/h Over Posted Speed Limit 728 Vehicles Per Day No Heathwood Heights Drive east of Meadowood Drive 7 km/h Over Posted Speed Limit 229 Vehicles Per Day No McClenny Drive McClenny Drive north of Henderson Drive 7 km/h Over Posted Speed Limit 470 Vehicles Per Day No McClenny Drive south of Willis Drive 7 km/h Over Posted Speed Limit 347 Vehicles Per Day No Based on the requirements outlined in the Traffic Calming Policy, traffic calming measures are not warranted at the subject locations on Heathwood Heights Drive and McClenny Drive. Advisory Committee Review At its meeting on May 28, 2025, members of the Active Transportation and Traffic Safety Advisory Committee (ATTSAC) were in support of the recommendation of not proceeding with traffic calming implementation. Page 445 of 458 June 10, 2025 4 of 5 Report No. PDS25-057 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 None. Communications Considerations None. Climate Change Considerations The recommendations from this report does 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 1. That Council provide direction. Conclusions This report presents to Council the results of traffic calming assessment on Heathwood Heights Drive and McClenny Drive (Attachment 1). Page 446 of 458 June 10, 2025 5 of 5 Report No. PDS25-057 Based on the requirements outlined in the Traffic Calming Policy, traffic calming measures are not warranted at the subject locations on Heathwood Heights Drive and McClenny Drive. Attachments Attachment 1 – Subject Locations Previous Reports None. Pre-submission Review Agenda Management Team review on May 22, 2025 Approvals Approved by Marco Ramunno, Director, Planning and Development Services Approved by Doug Nadorozny, Chief Administrative Officer Page 447 of 458 Devins Dr Kemano Rd VANDORF SIDEROAD VANDORF SIDEROAD Poplar Crt Spring Farm Rd Eakins Dr Tonner Cres Tonner Cre Gundy Way River Ridge Blvd Starr Cres Hartwell Way Wallwark St St. Andrew's Crt Treegrove Cir Willow Farm Ln Closs Sq Mark St Alder Gr Blaydon Ln Pedersen Dr Chippingwood Manor Kirkvalley Cres Kirkvalley Cres Skipton Tr Haverhill Terr Birkshire Dr Birkshire Dr Billingham Hgts Limeridge St Woodroof Cres Dovercourt Ln Wat esr o r n McDonald Dr Duncton Wood Cres Evelyn Buck Ln Downey Cir Isaacson Cres Earl Stewart Dr Aspen Leaf Crt Steckley St Bowler St Civic SquareGt M Woodroof Cres Batson Dr Oak Crt Mark St Twelve Buchanan Cres Scanlon Crt Mary St Cousins Dr E Irwin Ave Kennedy St E Church St Cousins Dr Connaught Ave Engelhard Dr Collins Cres Hollingshead Dr Karindon Crt Harrison Ave Timbertrail Cres Hill Dr Illingworth Crt Duncton Wood Cres Autumn Way Kemano Rd Dawson Cres Mendy's Forest ns Boulding Dr Kennedy St W Hillview Rd Hawthorne Ln Dodie St Tyler St Aurora H Cady Crt o Tannery Creek Cres Egan Treegrove Cir Ashford Crt Whitfield Crt Falan HeightsCres d Heigh t s Dr Furbacher Ln Dunning Ave Edward St Fairway Dr Springburn Cres orbet Milgate Pl Wallace Merchant Crt Caruso Gdns a Cranberry Ln h H G ol f Link s D r Mugford Rd HENDERSON DRIVE Wardle Gt e rt L Aur Milestone Cres Tara Hill Cir Wyatt Ln Lewis Honey Dr Masters Row Kane Cres Pattemore Gt Kane Cres Steel Dr Halldorson Ave Ames Cres Martell Gt Barr Cres Rickard St Murray Dr Cres Woodland Hills Blvd Black Crt Sherman OaksCrt Howard Dr Harry Penrose Ave Carisbrooke Industrial Pkwy S Centre St illips Dr D Cr s raa Major Cres Novan Cres Alex Gardner Cir William Heath CrtJohn Bradbury Crt Roy Benjamin Crt Hulse Way Turp Drive Fish Drive Blick Crescent Chas Smith St Old Gate Ln Trio Ln TOWN OF NEWMARKET ST. JOHN'S SIDEROAD WEST ST. JOHN'S SIDEROAD EAST WELLINGTON STREET EAST HEATHWOOD HEIGHTS DRIVE MCCLENNY DRIVE Borealis Ave Reuben St ATTACHMENT #1 SUBJECT LOCATIONS Map created by the Town of Aurora Planning and Development Services Department, April 21st, 2025. Base data provided by Aurora - GIS and York Region. This is not a legal survey. ATTACHMENT #1 0 500 1,000 Metres TRAFFIC CALMING ASSESSMENT LOCATIONS Page 448 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Member Motion Mayor Mrakas _______________________________________________________________________________________ Re: Procedure By-law Review To: Members of Council From: Mayor Tom Mrakas Date: June 10, 2025 _______________________________________________________________________________________ Whereas the current Procedure By-law does not fully align with the Municipal Act, 2001; and Whereas the governance structure and meeting practices of Council have evolved and are not accurately reflected in the existing Procedure By-law; and Whereas it is essential that the Procedure By-law provide a clear, consistent, and legislatively compliant framework for how Council conducts its business, in order to promote transparency, accountability, and effective governance; 1. Now Therefore Be It Hereby Resolved That staff be directed to undertake a comprehensive review of the Procedure By-law; and 2. Be It Further Resolved That the Clerk be directed to update the Procedure By-law to ensure alignment with current legislation, including the Municipal Act, and to reflect the governance structure and meeting practices currently in place; and 3. Be It Further Resolved That the revised Procedure By-law be brought forward to Council for consideration and ratification by the end of 2025. Page 449 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Member Motion Councillor Gallo _______________________________________________________________________________________ Re: Full Accounting of 15157, 15165, 15171 Yonge Street To: Members of Council From: Councillor John Gallo Date: June 10, 2025 _______________________________________________________________________________________ Whereas the Town of Aurora purchased the properties located at 15157, 15165, and 15171 Yonge Street on July 30, 2020; and Whereas transparency and accountability in municipal acquisitions and asset management are critical to informed decision-making and public trust; 1. Now Therefore Be It Hereby Resolved That Council direct staff to prepare a comprehensive report outlining: • The full acquisition costs for each of the properties located at 15157, 15165, and 15171 Yonge Street, including purchase price, legal and professional fees, due diligence costs, and any other associated acquisition-related expenditures; and • Any rental income received to date from tenants occupying the properties since the date of acquisition; and • All operating and maintenance expenses incurred for each property since acquisition, including but not limited to utilities, insurance, repairs, and property management; and • Any capital investments made to date in relation to these properties; and • An overview of the current occupancy status and any leasing arrangements in place; and • A summary of the net financial position (i.e., income vs. expenses) of the properties since acquisition, and 2. Be It Further Resolved That the report be presented to a Committee of the Whole meeting no later than the end of the third quarter (Q3) of 2025. Page 450 of 458 100 John West Way Aurora, Ontario L4G 6J1 (905) 727-3123 aurora.ca Town of Aurora Member Motion Councillor Gallo _______________________________________________________________________________________ Re: 2026 Budget To: Members of Council From: Councillor John Gallo Date: June 10, 2025 _______________________________________________________________________________________ Whereas many residents and small businesses in the Town of Aurora continue to face significant financial challenges due to inflation, rising interest rates, and cost-of-living pressures; and Whereas municipalities have a responsibility to support their communities during difficult economic times by practicing fiscal restraint and ensuring affordability; and Whereas the unemployment rate in Ontario has recently increased to 7.8%; and Whereas an estimated 33,000 Ontario jobs have been lost as a result of tariffs; and Whereas unemployment leads to reduced consumer spending, which results in reduced Provincial revenue and therefore reduced Provincial funding to municipalities and ultimately uncertainty/risk in municipal budgets; and Whereas a 0% tax increase for the 2026 fiscal year would provide much-needed relief to households and help local businesses stabilize in a still-recovering economy; and Whereas it is essential to maintain core services and infrastructure while finding innovative ways to reduce costs, defer non-essential capital projects, and increase operational efficiency; 1. Now Therefore Be It Hereby Resolved That the Mayor be requested to prepare the draft 2026 operating and capital budgets based on a 0% municipal property tax increase; and Page 451 of 458 2026 Budget June 10, 2025 Page 2 of 2 2. Be It Further Resolved That the Mayor be requested not to reduce service levels in the 2026 Budget; and 3. Be It Further Resolved That the request to the Mayor also include the one percent increase for fiscal strategy, which funds capital reserves, be funded from the Tax Rate Stabilization Reserve (estimated to be $630,000); and 4. Be It Further Resolved That the Mayor, as part of the 2026 Budget, requires that staff identify and recommend; • Temporary cost-containment measures, including reduced discretionary spending and hiring freezes; and • Phased or deferred capital projects that will not compromise safety or core service delivery, and can be responsibly postponed; and • Opportunities for grant funding or cost-sharing with other levels of government to offset planned expenditures; and • Increased operational efficiencies through technology, interdepartmental collaboration, and service delivery reviews; and • A review of existing reserves and reserve fund allocations to ensure financial flexibility while maintaining long-term sustainability; and • Options for engaging the public to gather feedback and priorities, ensuring transparency and community alignment in budget decisions; and 5. Be It Further Resolved That Council affirms its commitment to fiscal responsibility and economic support for residents, and that this motion be circulated to the Minister of Municipal Affairs and Housing and the Association of Municipalities of Ontario (AMO) for their awareness. Page 452 of 458 1 Tuesday, June 3, 2025 York Regional Council – Thursday, May 22, 2025 Live streaming of the public session of Council and Committee of the Whole meetings is available on the day of the meeting from 9 a.m. until the close of the meeting. Past sessions are available at york.ca/CouncilAndCommittee $7.4 ELOOLRQIRU<RUN5HJLRQ3XEOLF:RUNVLQIUDVWUXFWXUHVXSSRUWVJURZWKDQGGDLO\OLIHௗ York Regional Council received an update on how roads, water and wastewater capital infrastructure projects are keeping people and goods moving, maintaining and improving water networks and HQDEOLQJIXWXUHJURZWKௗௗ Updates from roads and water and wastewater FDSLWDOLQIUDVWUXFWXUHSURMHFWVLQFOXGHௗ x Investing $2.7 billion in road projects and $4.64 billion in water and wastewater projects for growth and asset management under the 10-\HDU&DSLWDO3ODQௗ x Planning for 29 active Roads Capital Program growth projects and 172 active asset management projects for 2025; work includes widening roads in the most congested urban areas and near new development, mid-block crossings over 400-series highways, improved intersections, new multi-use SDWKVDQGVWUHHWVFDSLQJௗ x Maintaining 166 active projects for the Water and Wastewater Capital Program; work focuses on building the regional trunk system, keeping infrastructure in a state of good repair and managing V\VWHPULVNDQGUHVLOLHQF\ௗ x Advancing key water and wastewater projects in the 2025 10-Year Capital Plan, including the provincially mandated York Region Sewage Works Project, along with other critical upgrades to the York Durham Sewage System, servicing in City of Vaughan and Township of King, facility improvements in the Town of Georgina and environmental studies for MZO lands in the City of Markham and Town of Whitchurch-6WRXIIYLOOHௗ York Region is expected to grow to over two million people and over 900,000 jobs by 2051. York Region’s Transportation Master Plan and Water and Wastewater Master Plan guide infrastructure investments to ensure services meet the needs of growing communities. York Region Transit enhances safety and security amid record ridership in 2024 Regional Council received an update on the 2024 York Region Transit (YRT) Enforcement and Security Report. The report highlights ongoing efforts to ensure public safety across the YRT transit system while providing a convenient and comfortable experience for travellers. Ridership reached a record of nearly 24 million trips in 2024 as more people choose to use YRT to get to work and school, shop or visit. Page 453 of 458 2024 YRT Enforcement and Security highlights include:ௗ x Engaging 19,000 customer service interactions, primarily answering questions related to serviceௗ x Collaborating and participating in anti-human trafficking eventsௗ x Participating in the annual Cold Weather Response Plan and Heat Relief Strategy for people experiencing homelessness; transit officers are equipped with heat/cold relief packages for distribution for people at risk of or experiencing homelessnessௗ x Reporting an 18% increase in assistance or aid to the public related to YRT, including supporting those at risk of or experiencing homelessnessௗ YRT Enforcement reported over 15,200 safety and security events in 2024. There was a reduction in safety and security incidents reported for 2024, including a 15% decline in both disorderly conduct and crimes against property and a 1% decline in trespassing. Learn more at yrt.ca/Enforcement <RUN5HJLRQJURZVDJUHHQHUIXWXUHZLWKQHZWUHHVDQGVKUXEVSODQWHGLQௗ The Regional Municipality of York’s 2024 Greening Strategy achievements showcases York Region’s collaborative efforts with partners and local cities and towns in helping safeguard our natural HQYLURQPHQWௗ The 2024 Greening Strategy surpassed expectations across multiple key areas, contributing to a JUHHQHU<RUN5HJLRQLQFOXGLQJௗ x Becoming the first municipality in the world to achieve certification under the Sustainable Forestry Initiative Urban and Community Forest Sustainability Standards as certified by Preferred E\1DWXUHGHPRQVWUDWLQJOHDGHUVKLSLQIRUHVWU\DQGVXVWDLQDELOLW\PDQDJHPHQWDQGEHVWSUDFWLFHVௗ x Planting 123,823 trees and VKUXEVௗLQVFKRRO\DUGVEDFN\DUGVSDUNVSULYDWHIRUHVWVFRQVHUYDWLRQ areas, along streets and in the York Regional Forest; up by over 7,600 trees and shrubs from ௗ x Celebrating the 100th year anniversary of the York Regional Forest, marking York Region’s VWURQJFRPPLWPHQWWRSURWHFWLQJDQGUHVWRULQJWKHQDWXUDOHQYLURQPHQWௗ x Taking part in 159 outreach eventsௗDQGHQJDJLQJௗ16,752 participantsௗWRIRVWHUHQYLURQPHQWDO VWHZDUGVKLSDQGDFWLRQௗ x Maintaining over 77,000 trees along Regional roads and recently acquiring the 65-hectare (161- acre) Sylvestre Woodlands in the Town of East Gwillimbury to grow public green VSDFHVௗ Regional Council approved a new Street Tree Removal Offsetting Policy to support sustainability goals and standardize offsetting practices. The number of replacement trees is determined based on size, KHDOWKFRQGLWLRQDQGVSHFLHVRIWKHUHPRYHGWUHHௗ ௗ Learn more about York Region’s Greening Strategy at york.ca/Greeningௗ York Region using collaborative project delivery model for Sewage Works Project to increase LQQRYDWLRQDQGIOH[LELOLW\ௗ Regional Council approved the ‘Construction Manager at Risk’ (CMAR) contract model to deliver components of the York Region Sewage Works Project. The CMAR approach assists with meeting the 2028 implementation timeline by supporting overlapping design and construction phases and allowing FRQVWUXFWLRQWRDGYDQFHZLWKHDUO\PDWHULDOSURFXUHPHQWௗௗ Twenty-two project components are identified in the York Region Sewage Work Project Report for the York Durham Sewage System North Expansion. Traditionally, York Region would use a Design-Bid- Build (DBB) contract to deliver most small-scale infrastructure projects; however, larger scale infrastructure projects in the Region’s 10-Year Capital Plan pose an opportunity to explore more LQQRYDWLYHDQGFROODERUDWLYHFRQWUDFWLQJPHWKRGVOLNH&0$5ௗௗ Page 454 of 458 The York Region Sewage Works Project will expand and improve the existing York Durham Sewage System, including new or expanded wastewater sewers, pumping stations and enhancements to the Duffin Creek Water Pollution Control Plant on the shore of Lake OntarLRLQWKH&LW\RI3LFNHULQJௗௗ Learn more about the York Region Sewage Works Project at york.ca/SewageProjectௗ Economic Development Action Plan continues strengthening York Region business community Regional Council received a 2024-2027 Economic Development Action Plan update, highlighting the activities and outcomes throughout 2024 to support York Region businesses. The plan focuses on business support, building innovation, talent attraction and marketing and awareness. 2024 achievements and initiatives underway include: x Supporting businesses through business advisory services, engaging more than 900 stakeholders including over 450 targeted consultations through the York Small Business Enterprise Centre x Strengthening agri-food, automative, information and communications technology and life sciences sectors through business advisory, partnerships, research and participating in events such as the Afri Future Tech Summit, Collision Conference, MedTech, ventureLAB HardTech Conference and Site Selectors Guild x Being named one of Canada’s Best Locations to invest and supporting local cities and towns with foreign direct investment efforts and activities x Growing innovation through partnerships including allocating $1.08 million from the Innovation Investment Fund for York University’s Project JumpSTART, renewing ventureLAB funding to support hundreds of innovative businesses x Leveraging programs like the Hardware Catalyst Initiative and York Region’s Entrepreneurship and Innovation Fund to support entrepreneurs and growing companies x Engaging with the business community and achieving more than 3.5 million views on York Region’s economic development digital marketing platform, York Link While actions in the Council-approved plan are progressing well, York Region continues to adapt to changing economic conditions and incorporate tailored business supports in collaboration with local municipalities and industry partners. This includes reestablishing the Business Recovery Support Partnership, delivering a range of tariff and trade supports and continuously building resources at YorkLink.ca/Trade Key facts about York Region’s economic landscape: x Ontario’s third largest manufacturing hub; 5th largest in Canada x Three of GTA’s five largest corporate Research and Development investors x Canada’s largest independent auto parts and electronics manufacturing industry cluster x One of Canada’s largest technology sector hubs with over 4,900 Information and Communications Technology companies x Ontario’s second largest food and beverage processing sector and fourth largest in Canada For more information on local business supports and resources, supporting the local economy and navigating the economic impacts in response to tariffs, visit york.ca/Tariffs For more information on economic development in York Region and available resources to grow a business, visit YorkLink.ca Page 455 of 458 Year 2 Strategic Plan Progress Report shows positive results Regional Council received the Year 2 (2024) Progress Report on the 2023 to 2027 Strategic Plan. The report shows 71% of performance measures are trending in the desired direction, reflecting strong progress in advancing Council’s four priority areas: Economic Vitality, Healthy Communities, Sustainable Environment and Good Government. Key Strategic Plan achievements include record-high transit ridership, advancement of 675 new community housing units, planting over 122,000 trees and shrubs and recognition by Forbes as one of Canada’s Best Employers for the fourth consecutive year. To support long-term planning, Council also approved a Special Meeting on Council’s Vision for September 4, 2025, which will help shape the next Strategic Plan for 2027 to 2031. Collection of Provincial Offences Fines Update Regional Council received an update on the collection of defaulted fines under the Provincial Offences Act. Key highlights include: x By improving processes and enforcement options, York Region successfully collected $7.4 million in default fine revenue in 2024, a 10% increase in default fine revenue x Throughout 2025, York Region will continue advancing modernization strategies to further optimize the collections program; this includes a more targeted approach to collection practices, improving defendant contact information and further streamlining enforcement processes x Effective January 1, 2026, York Region’s default fine fee will increase by $23 to support collections program cost recovery; this adjustment will bring York Region’s total default fine fees to $88, which includes the Provincially legislated $40 default fee and aligns with the fee structures of several other Provincial Offences Act courts across Ontario The Provincial Offences Act gives defendants charged with an offence three options: pay the fine, dispute the charge through walk-in guilty process or request a trial. If a defendant fails to choose one of these options or fails to pay the fine imposed by the court, the fine goes into default. In rare instances – and in accordance with Ministry directives and guidelines – certain defaulted fines may be deemed uncollectable and appropriate for administrative write-off. In such cases, a defendant is never absolved from the requirement to pay a fine as debts to the Crown are owed in perpetuity. Accordingly, collection activities related to written-off accounts can be reinstated if conditions change. Information regarding the payment of fines can be found online at york.ca/Courts York Region approves property tax policies to help address housing affordability Regional Council received the 2025 Property Tax Policy Report and approved the following changes to help address housing affordability challenges in York Region: x Introducing 35% municipal tax rate discount for new multi-residential/purpose-built rental developments x Eliminating the municipal property tax rate discount for vacant and excess properties to support development objectives and improve tax equity x Updating the property tax deferral program eligibility for low-income seniors and low-income persons with disabilities to better align with other municipalities and legislated requirements Page 456 of 458 Visit york.ca/DevelopmentChargeImpacts for more details on how York Region is working to support housing affordability initiatives. York Region considering allocation of additional $25 million for York University School of Medicine Regional Council received an update on the York University Markham Campus following the Region’s initial funding commitment of $25 million, authorized in 2014. Through the update, Dr. Rhonda Lenton, York University President and Vice-Chancellor, shared this potential added investment would be allocated to support the York University School of Medicine, opening by 2028. This additional funding in the York University School of Medicine would help encourage expansion of health care, specifically in the primary care area. Funding would support the training and supply of physicians and expand research, training and technological innovation, contributing to the vibrant economy and work force in York Region. The York University School of Medicine is also collaborating with hospital partners, including the Cortellucci Vaughan Hospital, to produce the next generation of health care talent. York Region will consider the investment contribution as part of the 2026 budget and business planning process. Mackenzie Health and Cortellucci Vaughan Hospital update Regional Council received an update from Mackenzie Health, which operates Mackenzie Richmond Hill Hospital and Cortellucci Vaughan Hospital. Both hospitals have experienced high volumes during the recent respiratory season with 14,500 more emergency department visits this respiratory season compared to last year. First opened in 2021, Cortellucci Vaughan Hospital is currently experiencing the second highest emergency department volumes in the province. Mackenzie Health continues to build capacity to support growing communities, including: x Supporting a Family Practice Navigation clinic, which connects hundreds of patients with family doctors x Making progress on seniors’ village, including a 256-bed long-term care home x Launched a community stroke rehab program x Opened a 12-bed transitional care unit x Sharing Epic electronic medical record expertise CEO and president, Altaf Stationwala, also announced he will be leaving his role after 14 years of dedicated and transformative work at Mackenzie Health to join Unity Health in the City of Toronto as CEO. Mary-Agnes Wilson will act as Mackenzie Health’s interim President and CEO. To date, York Region has contributed $109.2 million to the Cortellucci Vaughan Hospital project. Paramedic Services Week 2025 Paramedic Services Week, May 18 to 25, 2025, recognizes the critical role paramedics play across Canada to care for people in their communities. This year’s theme is “We Care for Everyone.” In addition to Paramedic Services Week, York Region Paramedic Services is celebrating its 25th Anniversary. Following the provincial download of land ambulance services to upper-tier municipalities Page 457 of 458 in 2000, York Region consolidated the six previously independent and government-run ambulance services into a unified system. Today, York Region Paramedic Services employs nearly 800 staff members, including 550 frontline paramedics, community paramedics and special operations paramedics, who have demonstrated bravery, dedication and service to the Region’s communities during times of emergency or crisis. York Region Extends Condolences Following Vancouver Tragedy Regional Council recognized the tragic events that occurred at Vancouver’s Lapu Lapu Day Festival on April 26, 2025, where a vehicle attack claimed 11 lives and injured many others. In emphasizing its unwavering commitment to fostering inclusive and safe communities where cultural celebrations can be enjoyed without fear, Regional Council also extended condolences to the victims, their families and the Filipino community in York Region, Vancouver and across Canada. May Observances Regional Council recognized the following observances in May 2025: x Jewish Heritage Month x Asian Heritage Month x Emergency Preparedness Week – May 4 to 10, 2025 x North American Occupational Health and Safety Week – May 5 to 10, 2025 x National Nurses Week – May 12 to 18, 2025 x National Accessibility Week – May 25 to 31, 2025 x National Physicians Day – May 1, 2025 x First Responders Day – May 1, 2025 x Red Dress Day – May 5, 2025 x Personal Support Workers Day – May 19, 2025 Next meeting of York Regional Council The next Meeting of York Regional Council will be held on Thursday, June 26, 2025, at 9 a.m. in the York Region Administrative Centre Council Chambers, located at 17250 Yonge Street in the Town of Newmarket. Both meetings will be streamed on york.ca/Live The Regional Municipality of York consists of nine local cities and towns and provides a variety of programs and services to over 1.25 million residents and 57,000 businesses with more than 629,000 employees. More information about York Region’s key service areas is available at york.ca/RegionalServices -30- Media Contact: Barbara Schnier, Corporate Communications, The Regional Municipality of York Cell: 905-505-5775 I barbara.schnier@york.ca Page 458 of 458