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AGENDA - General Committee - 20200204 General Committee Meeting Agenda Tuesday, February 4, 2020 7 p.m. Council Chambers Aurora Town Hall Public Release January 28, 2020 Town of Aurora General Committee Meeting Agenda Tuesday, February 4, 2020 7 p.m., Council Chambers Councillor Thompson in the Chair 1. Approval of the Agenda 2. Declarations of Pecuniary Interest and General Nature Thereof 3. Community Presentations 4. Delegations (a) David LeGallais, representing Aurora Seniors Association Re: Item R1 – PDS20-003 – John West Way Traffic Calming Measures Feasibility Review (b) J.B. (Brad) Watson, Resident Re: Noise By-law Prohibitions 5. Consent Agenda 6. Advisory Committee Meeting Minutes 7. Consideration of Items Requiring Discussion (Regular Agenda) General Committee Meeting Agenda Tuesday, February 4, 2020 Page 2 of 3 R1. PDS20-003 – John West Way Traffic Calming Measures Feasibility Review Recommended: 1. That Report No. PDS20-003 be received; and 2. That staff continue to monitor the traffic operations on John West Way as a result of the speed limit reduction. R2. PDS20-004 – Centre Street Existing Traffic Calming Measures Review Recommended: 1. That Report No. PDS20-004 be received for information. R3. PDS20-010 – Economic Development Strategic Plan – Implementation Strategy 2020 Recommended: 1. That Report No. PDS20-010 be received; and 2. That Council endorse the attached Economic Development Strategic Plan – Implementation Strategy 2020 as presented by the Aurora Economic Development Board; and 3. That Council approve funding in the amount of $50,000 from the Economic Development Reserve Fund to hire a consultant to undertake a Target Sector Analysis Study. R4. CMS20-003 – Request for Lease Extension and Amendment – Central York Fire Station – Regional Municipality of York – Paramedic Services Recommended: 1. That Report No. CMS20-003 be received; and 2. That a further extension and amendment to the lease with the Regional Municipality of York for Paramedic Services located at 220 Edward Street General Committee Meeting Agenda Tuesday, February 4, 2020 Page 3 of 3 be approved for a five-year term, with an option to extend for two further five-year periods. R5. PDS20-009 – Budget Request for Capital Project No. 31217 – Construction of a Median at Ridge Road and Yonge Street Recommended: 1. That Report No. PDS20-009 be received; and 2. That Capital Project No. 31217 – Construction of Median at Yonge Street and Ridge Road be approved; and 3. That a total budget of $150,000 be approved for Capital Project No. 31217 to fund $135,000 from the Services Related to a Highway Development Charge Reserve and $15,000 from the Growth and New Reserve. 8. Notices of Motion 9. New Business 10. Public Service Announcements 11. Closed Session 12. Adjournment General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Page 1 of 1 General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (b) Page 1 of 1 Town of Aurora General Committee Report No. PDS20-003 Subject: John West Way Traffic Calming Measures Feasibility Review Prepared by: Michael Bat, Traffic/Transportation Analyst Department: Planning and Development Services Date: February 4, 2020 Recommendations 1. That Report No. PDS20-003 be received; and, 2. That staff continue to monitor the traffic operations on John West Way as a result of the speed limit reduction. Executive Summary As directed by Council at its meeting on June 11, 2019, this report reviews the existing traffic control and safety concerns on John West Way. The report can be summarized as follows: • The existing road conditions of John West Way and Amberhill Way are generally consistent with the Town’s design standards; • All-way stop control installation for the intersection of John West Way and Amberhill Way is not warranted and therefore it is not recommended by staff; and, • Staff are not recommending implementation of traffic calming measures on John West Way at this time and will continue to monitor the traffic operations. Background On June 11, 2019, Council passed the following motion: “That the speed limit on John West Way be reduced from 50 km per hour to 40 km per hour to match all residential streets in the Town of Aurora; and, That staff bring a report on options to address additional safety and sightline issues on that part of John West Way such as a three-way stop at Amberhill Way.” General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 1 of 9 February 4, 2020 Page 2 of 8 Report No. PDS20-003 A by-law to amend By-law 4574-04.T was enacted by Council on October 8, 2019 to reduce the speed limit on John West Way from 50 km/h to 40 km/h. Subsequently, staff have installed and/or replaced the “Maximum Speed” signs to reflect the new “Maximum Rate of Speed” on John West Way. In addition, staff have notified York Regional Police by email on November 18, 2019 regarding the new speed limit on John West Way. The subject area is illustrated in Figure 1. Analysis The existing road conditions of John West Way and Amberhill Way are generally consistent with the Town’s design standards John West Way: is a two-lane major collector road with single lane per travel direction. It has an urban cross-section with curbs and sidewalk/trails on both sides of the road. The existing pavement is measured 11.0 metres wide with a planned 23 metres ROW width. In accordance to the Town Zoning By-law No. 4574-04.T the posted speed limit is 40 km/h. Amberhill Way: 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. Sidewalk is provided on the north side of the road and the existing pavement is measured 8.0 metres wide with 18 metres ROW width. In accordance to the Town Zoning By-law No. 4574-04.T the posted speed limit is 40 km/h All-way stop control installation for the intersection of John West Way and Amberhill Way is not warranted and therefore it is not recommended by staff Under existing conditions, John West Way and Amberhill Way is a controlled intersection with a Stop sign approaching from the east (i.e. Amberhill Way). Traffic data was collected on November 6, 2019 at the subject intersection and no collisions have been reported for the past five years. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 2 of 9 February 4, 2020 Page 3 of 8 Report No. PDS20-003 a) OTM Book 5 Criteria In accordance to Ontario Traffic Manual (OTM) Book 5: Regulatory Signs, installation of All-way Stop control can be considered if one of the following warrants (i.e. volume or collision) are met: Volume Warrant: • Total vehicle volume on all intersection approaches exceeds 350 for the highest hour recorded; and, • Vehicle volume split does not exceed 75/25 for three-way control or 65/35 for four-way control. Details are provided in Table 1 based on the above noted requirements. Table 1 – OTM Book 5: Volume Warrant (All-way Stop) Warrant Criteria Peak Hour (7:45 to 8:45 AM) Minimum Threshold Recorded Volumes Warrant Warrant 1: Total vehicle volume on all intersection approaches exceeds 350 350 Vehicles 820 Vehicles Yes Warrant 2: Volume split does not exceed 75/25 for three-way control 25% Split 7% Split No Both Warrants Satisfied No Collision Warrant: • For the purposes of this warrant, a high accident frequency is an average of four collisions per year over a three-year period. Only those accidents susceptible to relief through multi-way stop control must be considered (i.e. right angle and turning type collisions). Based on the information provided by York Regional Police, no collisions have been reported at the intersection of John West Way and Amberhill Way for the past five years. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 3 of 9 February 4, 2020 Page 4 of 8 Report No. PDS20-003 OTM Book 5 Warrant Summary: Based on the requirements outlined in the OTM Book 5, installation of All-way Stop control is not warranted. b) Town of Aurora Policy No. 4 – Multi-Way Stop Installation Criteria As stipulated in the policy, installation of multi-way stop sign control can be considered if one or more of the following conditions are met: Volume Warrant: • The total volume entering the intersection from all approaches must average at least 350 vehicles per hour for any 8 hours of an average day, and the combined vehicular and pedestrian volume from the minor street or highway must average at least 120 units per hour for the same 8 hours. Details are provided in Table 2 based on the above noted requirements. Table 2 – Town Policy No. 4: Volume Warrant (All -way Stop) Warrant Criteria Peak Hour (7:45 to 8:45 AM) Minimum Threshold Recorded Volumes Warrant Warrant 1: Total vehicle volume on all intersection approaches exceeds 350 350 Vehicles 820 Vehicles Yes Warrant 2: The combined vehicular and pedestrian volume from the minor street exceeds 120 120 Units 58 Units No Both Warrants Satisfied No Collision Warrant: • An accident problem exists, as indicated by three or more reported accidents of a type susceptible to correction by the installation of multi-way stop sign control in a 12-month period. Such accidents include right-turn and left-turn collisions as well as right-angle collisions. Based on the information provided by York Regional Police, no collisions have been reported at the intersection of John West Way and Amberhill Way for the past five years. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 4 of 9 February 4, 2020 Page 5 of 8 Report No. PDS20-003 Sightline Warrant: • A restricted view problem exists. A “restricted view problem” shall normally be considered to exist when the sight distance from a vehicle at the intersection on the minor approach (i.e. - Stop street) is less than the required stopping sight distance along the major road (i.e. - existing through street). The required sight stopping distances are based on the requirements set out in the Transportation Association of Canada Geometric Design Guide for Canadian Roads Manual (TAC Manual), September 1999, or latest version thereof. The existing posted speed limit is 40 km/h (recently reduced) and the assumed design speed is 50 km/h (i.e. industry standard of 10 km/h above posted speed). Details are provided in Table 3 based on the above noted requirements. Table 3 – Town Policy No. 4: Sightline Warrant (All-way Stop) Direction (at Amberhill Way) Sightline Design Speed (50 km/h) Available Sightline Warrant John West Way – north approach 60-65 metres 100 metres No John West Way – south approach 105 metres No Town of Aurora Policy No. 4 – Multi-Way Stop Installation Warrant Summary: Based on the requirements outlined in the Town’s Policy No. 4, installation of All-way Stop control is not warranted. c) Inappropriate Use of All-way Stop Control As outlined in the OTM Book 5, Stop signs are not intended to be used as speed control devices and their usage should be limited to the control of right-of-way conflicts. All-way Stop control should not be used under the following conditions: • Where the protection of pedestrians, school children in particular, is a prime concern. This concern can usually be addressed by other means; • As a speed control device; • At intersections that are offset, poorly defined or geometrically substandard; • Where traffic would be required to stop on grades; or, General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 5 of 9 February 4, 2020 Page 6 of 8 Report No. PDS20-003 • As a means of deterring the movement of through traffic in a residential area. Some common concerns regarding installation of unwarranted All-way Stop control includes: low level of compliance particularly on major street, increases travel speed at upstream and downstream of intersection, increases noise and/or air pollution, and increases the potential of rear-end collisions. Staff are not recommending implementation of traffic calming measures on John West Way at this time and will continue to monitor the traffic operations As stated previously, By-law 4574-04.T was recently amended to reduce the “Maximum Rate of Speed” on John West Way from 50 km/h to 40 km/h. Staff are recommending to monitor the level of compliance and evaluate if additional measures are required. However, should Council direct staff to proceed with implementing additional measures on John West Way, staff recommends that a Traffic Calming Study be undertaken by an external traffic engineering consultant and this will require Council to approve a capital budget to fund the study. The Traffic Calming Study should at a minimum include the following components: • Assess existing conditions (including vehicular volumes and travel speed) to validate the needs of traffic calming measures; • Determine the feasibility from a technical perspective, specifically related to municipal right-of-way, grades and road drainage; • Evaluate the overall effectiveness; • Provide the key advantages and disadvantages; • Review the potential impact on neighbourhood and provide possible mitigation measures; • Consult with emergency services; • Cost estimates of construction; and, • Organize public open house to gather inputs and comments. Advisory Committee Review None. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 6 of 9 February 4, 2020 Page 7 of 8 Report No. PDS20-003 Legal Considerations None. Financial Implications There are no direct financial implications associated with this report. However, should Council decide to proceed with the installation of All-way Stop control at the intersection of John West Way and Amberhill Way and/or a Traffic Calming Study, the estimated costs are provided below: 1. Installation of All-way Stop at the John West Way and Amberhill Way intersection: Approximately $800 and the necessary funds are available from the Town’s Operations Department Operating Budget; and, 2. John West Way Traffic Calming Study: Approximately $35,000 including the cost of survey, detailed design, public open house and draft/final study. This will require Council to approve a capital budget to fund the study. Communications Considerations The area residents and Aurora Seniors Centre were notified by mail on January 21, 2020 that this staff report is to be presented to the General Committee meeting of February 4, 2020. 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 to the Recommendation 1. That Council provide direction. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 7 of 9 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 8 of 9 Hollidge Blvd Hollandview Tr John West Way Hydro CorridorHydro CorridorAurora Town Hall Seniors' Centre John West WayHollandview TrMugford Rd Hollidge B l v d Wyatt LnOchalski Rd Evelyn Buck Ln Luxton AveCivic Square Gate Woodroof Cres Carriage WalkWalter Dove Crt WELLINGTON STREET EAST BAYVIEW AVENUEA m b e r h i l l W a y Woodroof Cres Sandlewood CrtMap created by the Town of Aurora Planning and Development Services Department, December 12th, 2019. Air photos taken Spring 2018 © First Base Solutions Inc., 2018 Orthophotography. Base data provided by York Region and Aurora - GIS. This is not a legal survey. 050100 Metres SUBJECT LOCATION MAP JOHN WEST WAY TRAFFIC CALMING MEASURES FEASIBILITY REVIEW PDS20-003 Figure #1 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R1 Page 9 of 9 Town of Aurora General Committee Report No. PDS20-004 Subject: Centre Street Existing Traffic Calming Measures Review Prepared by: Michael Bat, Traffic/Transportation Analyst Department: Planning and Development Services Date: February 4, 2020 Recommendations 1. That Report No. PDS20-004 be received. Executive Summary As directed by Council at its meeting on September 10, 2019, this report is intended to review the existing traffic calming measures on Centre Street and address the traffic issues raised by the residents specially related to traffic infiltration and non-compliance of the one-way street. The report can be summarized as follows: • The existing road conditions of Centre Street is generally consistent with the Town’s design standards; • A poll was initiated in February 2019 by staff to gather opinions from residents and the results are generally in support of Option no. 1 “Do Nothing”; and, • Staff are recommending to maintain the existing traffic calming measures on Centre Street and continue to monitor the traffic operations. Background On September 10, 2019, Council passed the following motion: “That staff report back on mitigation strategies for the traffic issues on Centre Street.” As part of the approved Northeast Quadrant Traffic Calming Plan completed in 2007, the following traffic calming measures were implemented on Centre Street: • One-way westbound operation between Spruce Street and Wells Street; General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 1 of 9 February 4, 2020 Page 2 of 6 Report No. PDS20-004 • Two sets of speed humps installed between Wells Street and Walton Drive; and, • Two sets of speed cushions installed between Walton Drive and the railway track. The Town has received multiple requests from area residents to evaluate the effectiveness of the existing one-way section of Centre Street, particularly related to vehicles traveling the wrong way. The subject area is illustrated in Figure 1 and the existing traffic calming measures in this area are illustrated in Figure 2. Analysis The existing road conditions of Centre Street is generally consistent with the Town’s design standards Centre Street: is a two-lane local road with single lane per travel direction. It has an urban cross-section with curbs and sidewalks on the north side of the road. The existing pavement is measured 7.5 metres wide with a 14.0 metres ROW width. In accordance to the Town Zoning By-law No. 4574-04.T the posted speed limit is 40 km/h. A poll was initiated in February 2019 by staff to gather opinions from residents and the results are generally in support of Option One “Do Nothing” In response to complaints received from residents on Centre Street, staff have reviewed the existing traffic calming measures on Centre Street as well as the recommendations provided in the “Northeast Quadrant Traffic Calming Post-Implementation Monitoring Study” prepared by Dillon Consulting Limited, dated October 2008. A letter dated February 12, 2019 was sent to the residents (the general boundary is illustrated in Figure 3) and a poll was initiated with the following options: Option One: “Do Nothing” Maintain the existing traffic calming measure on Centre Street and staff will continue to request York Regional Police to monitor and enforce non-compliances. Option Two: “Lengthen One Way Section” Extend the one-way section to Walton Drive providing approximately 275 metres of one-way operation (existing one-way section is approximately 75 metres) to discourage vehicles driving General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 2 of 9 February 4, 2020 Page 3 of 6 Report No. PDS20-004 the wrong way. Option Three: “Remove One Way Section” Remove the existing one-way section on Centre Street, monitor the condition and implement other suitable traffic calming measures accordingly, subject to further study. A follow up letter was sent on April 18, 2019 providing the poll results, which is summarized in Table 1. Table 1 – Poll Results Summary Streets Options Total Received Total Sent Response Rate One: Do Nothing Two: Lengthen One Way Three: Remove One Way Centre Street 13 2 1 16 58 28% Catherine Avenue 2 0 4 6 26 23% Wellington Street 0 1 5 6 33 18% Yonge Street 1 1 7 9 106 8% Spruce Street 1 1 0 2 9 22% Wells Street 0 0 0 0 1 0% Walton Drive 2 0 0 2 7 29% Industrial Parkway 0 0 0 0 1 0% Total Number 19 5 17 41 241 17% Percentage 46.3% 12.2% 41.5% 100.0% - Less: Undelivered - 15 - Net Total - 41 226 18% A total of 41 responses were received (or approximately 18% response rate). Approximately 46.3% of the 41 responses selected Option One “Do Nothing”. As noted above, the results are generally in supportive of Option One “Do Nothing”, particularly residents on Centre Street with over 80% prefer to maintain the existing one-way section on Centre Street. In addition, York Regional Police installed the armadillo tracker for a period of 18 days from February to March of 2019 and on average only 13 vehicles per day were recorded traveling the wrong way. No concerns were expressed by the York Regional Police regarding this issue. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 3 of 9 February 4, 2020 Page 4 of 6 Report No. PDS20-004 Staff recommends to maintain the existing traffic calming measures on Centre Street and continue to monitor the traffic operations Given the opinions gathered from the residents coupled with the traffic data provided by York Regional Police, staff are recommending to maintain the existing traffic calming measures on Centre Street and continue to monitor the level of compliance and evaluate if addition measures are required. However, should Council direct staff to proceed with implementing additional measures on Centre Street, staff recommends that a Traffic Calming Study be undertaken by an external traffic engineering consultant and this will require Council to approve a capital budget to fund the study. The Traffic Calming Study should at a minimum include the following components: • Assess existing conditions (including vehicular volumes and travel speed) to validate the needs of additional traffic calming measures; • Review possible options that can be considered on Centre Street; • Evaluate the overall effectiveness; • Provide the key advantages and disadvantages; • Review the potential impact on neighbourhood and provide possible mitigation measures; • Consult with emergency services; • Provide cost estimates of construction; and, • Organize public open house to gather inputs and comments. Advisory Committee Review None. Legal Considerations None. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 4 of 9 February 4, 2020 Page 5 of 6 Report No. PDS20-004 Financial Implications There are no direct financial implications associated with this report. However, should Council decide to direct staff to advance with retaining a consultant to undertake a Traffic Calming Study, the estimated cost is approximately $35,000 which includes the cost of survey, detailed design, public open house and draft/final study. This will require Council to approve a capital budget to fund the study. Communications Considerations The area residents were notified by mail on January 21, 2020 that this staff report is to be presented to the General Committee meeting of February 4, 2020. 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 to the Recommendation 1. That Council provide direction. Conclusions Based on the information presented in this report, area residents are generally in supportive of maintaining the existing one-way section on Centre Street, particularly those residing on Centre Street. In addition, York Regional Police did not express any concerns regarding the existing operations. Therefore, staff are recommending to maintain the existing traffic calming measures on Centre Street and continue to monitor the level of compliance and evaluate if addition measures are required. Should Council direct staff to proceed with the implementation of additional traffic calming measures on Centre Street, staff recommends that a Traffic Calming Study be initiated and undertaken by an external traffic engineering consultant. This will require Council to approve a capital budget to fund the study. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 5 of 9 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 6 of 9 Industrial Pkwy N CENTRE STREETCENTRE STREETIndustry StMosley StRailway/GO Transit LineRailway/GO Transit LineCENTRE STREETMosley StWalton DrWells StMaple StBerczy StVictoria StLarmont StIndustrial Pkwy SSpruce StFleury StCatherine AveScanlon CrtBirch CrtCentre Cres (Pr)Wells St NSpruce StCatherine AveYONGE STREETWELLINGTON STREET EASTMap created by the Town of Aurora Planning and Development Services Department, December 20th, 2019.Air photos taken Spring 2018 © First Base Solutions Inc., 2018 Orthophotography. Base data provided by York Region and Aurora - GIS. This is not a legal survey.050100MetresSUBJECT LOCATION MAPCENTRE STREET TRAFFIC CALMINGMEASURES FEASIBILITY REVIEWPDS20-004Figure #1General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 7 of 9 Map created by the Town of Aurora Planning and Development Services Department, December 20th, 2019.Air photos taken Spring 2018 © First Base Solutions Inc., 2018 Orthophotography. Base data provided by York Region and Aurora - GIS. This is not a legal survey.050100Metres(;,67,1*75$)),&&$/0,1*0($685(6,17+($5($CENTRE STREET TRAFFIC CALMINGMEASURES FEASIBILITY REVIEWPDS20-004Figure #General Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 8 of 9 Industrial Pkwy N Industry StMosley StRailway/GO Transit LineRailway/GO Transit LineCentre StCentre StCentre St108a1816Mosley StWalton DrWells StMaple StBerczy StVictoria StLarmont StIndustrial Pkwy SSpruce StFleury StCatherine AveScanlon CrtBirch CrtCentre Cres (Pr)Wells St NSpruce StCatherine AveYONGE STREETWELLINGTON STREET EAST40141362012432263312858785486679074393822195873827210201361561205294717411223923788808682817660108104148144144251506863615993774583418589868278545024229498416498514255587934815572707046451525533156668116113145271527764626015011688969290154281381421401181121101620671471015461716964777515263916365959793Map created by the Town of Aurora Planning and Development Services Department, December 20th, 2019.Air photos taken Spring 2018 © First Base Solutions Inc., 2018 Orthophotography. Base data provided by York Region and Aurora - GIS. This is not a legal survey.050100MetresPOLL BOUNDARY MAPCENTRE STREET TRAFFIC CALMINGMEASURES FEASIBILITY REVIEWPDS20-004Figure #Residents In Poll Boundary AreaGeneral Committee Meeting Agenda Tuesday, February 4, 2020 Item R2 Page 9 of 9 Town of Aurora General Committee No. PDS20-010 Subject: Economic Development Strategic Plan – Implementation Strategy 2020 Prepared by: Nick Kazakoff, Economic Development Officer Department: Planning and Development Services Date: February 4, 2020 Recommendation 1. That Report No. PDS20-010 be received; 2. That Council endorse the attached Economic Development Strategic Plan – Implementation Strategy 2020 as presented by the Aurora Economic Development Board; and 3. That Council approve funding in the amount $50,000 from the Economic Development Reserve Fund to hire a consultant to undertake a Target Sector Analysis Study Executive Summary The purpose of this report is seek Council approval of the attached Economic Development Strategic Plan – Implementation Strategy for 2020 as presented by the Aurora Economic Development Board. • The AEDC Board of Directors prioritized the top ten action items from the Economic Development Strategic Plan for 2020 • Funding is required to support the development of a target sector analysis study Background In July 2019, Council approved the Economic Development Strategic Plan prepared by McSweeney & Associates and presented by the Aurora Economic Development Corporation. The report recommended staff to report back to Council with an Implementation Strategy for the Economic Development Strategic Plan for 2020. The Town of Aurora Economic Development Strategic Plan focuses on four goal areas: Targeting Growth Sectors & Attracting New Investments; Creating a Competitive General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 1 of 42 February 4, 2020 Page 2 of 6 Report No. PDS20-010 Business Climate that Supports Existing Business; Establishing Downtown Aurora as a Destination and Focal Point for the Community; and Improving Quality of Life through, Heritage, Arts, Culture, Tourism and Community Engagement. In addition, the plan identifies 42 action items for implementation over the term of the Plan, 2019-2023. In order to focus the approach to implementation, the Aurora Economic Development Corporation Board of Directors conducted a prioritization exercise that identified the Top 10 priority Action Items to be implemented in 2020. Staff developed an Implementation Strategy that prioritized the Top 10 action items and identified the necessary staffing and funding resources, needed to implement the recommended actions. The proposed approach for implementation is described in the attached Economic Development Strategic Plan Implementation Matrix 2020. Analysis The AEDC Board of Directors Prioritized the Top Ten Action Items The Aurora Economic Development Corporation Board of Directors conducted a prioritization exercise that identified and ranked the following Top 10 Action Items for 2020. 1. Undertake a target sector analysis to identify potential growth sectors including, but not limited to Healthcare (Southlake Regional Healthcare Centre) and the Food and Beverage Sectors. 2. Develop a business mix strategy to determine the type of retail and commercial businesses that could be attracted to downtown Aurora. 3. Partner with area sporting groups and organizations to develop a Sports Tourism Strategy to determine the viability of sports tourism in Aurora. 4. Work with Magna to retain their permanent Head Office in Aurora 5. Continue to work closely with York Region Economic Development and neighbouring municipalities as an approach to tapping into business attraction opportunities and identify spillover opportunities from neighbouring business communities that would be suitable for Aurora General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 2 of 42 February 4, 2020 Page 3 of 6 Report No. PDS20-010 6. Launch the new Aurora economic development/ investment attraction focused website with current and relevant investment information. 7. Capture and capitalize on the entrepreneurial spirit in Aurora by: a. Identifying co-working spaces and incubation services located in Aurora b. Continuing to work with entrepreneurs to assist with their site selection process by targeting entrepreneurs that need a physical location to establish their business in the Town. c. Partnering with Aurora Chamber of Commerce and innovation centres, such as the Canadian Food and Wine Institute and YSpace, to bring programs to Aurora that supports entrepreneurship such as a satellite location. 8. Create a sub-committee of the Aurora Economic Development Corporation to lead a program aimed at building relationships and networks with C-Suite (top senior staffers including CAOs, CEOs, CFOs) residents living in Aurora. The goal of the program is to uncover business attraction and investment opportunities through connections with C-Suite residents 9. Continue strengthening the local workforce by: a. Engaging Aurora’s business community (through the Business Visitation Program) to determine their workforce needs and help to provide opportunities to attract and retain employment. b. Develop a strategy to target highly educated, high-income commuters to better match the existing resident base talent with existing gaps and opportunities within Aurora’s businesses and industries. c. Facilitating relationships with local schools (private and public) and business, in an effort to tap into the students, alumni and their families to engage and build their connectivity to Aurora 10. Examine opportunities to provide incentives for new office development in downtown Aurora and the employment lands. The attached Implementation Matrix identifies the leading and supporting organizations in fulfilling the actions items. The matrix also identifies the estimated staffing and financial resources required as well as performance measurements and timing. The Implementation Matrix allocates staffing resources based on the current compliment. The recommendations arising from the Target Sector Analysis and Downtown Business General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 3 of 42 February 4, 2020 Page 4 of 6 Report No. PDS20-010 Mix Strategies proposed in the matrix will create additional actions to be prioritized in the 2021 Implementation Strategy on top of the remaining action items from the Economic Development Strategic Plan. Advisory Committee Review The Aurora Economic Development Board oversaw the Economic Development Strategic Plan’s Implementation Matrix process. The Implementation Matrix has been reviewed and recommended for Council to endorse by the Board. Legal Considerations None Financial Implications Funding Required to Support the Development of a Target Sector Analysis Study The AEDC Board and Staff are requesting funding to hire a consultant to undertake a Target Sector Analysis Study in the amount of $50,000 using funds from the Economic Development Reserve Fund. The Target Sector Analysis has been identified as the first priority as part of the Implementation Plan. In 2020, additional funds may be required for completing the Business Mix Strategy and Sports Tourism Strategy Action Items identified in the Implementation Strategy. Staff will report to Council once those projects have been further scoped with the appropriate funding requests. These three major studies are anticipated to generate significant additional action items that staff will need to implement going forward as part of the overall Economic Development Strategy. Communications Considerations Following the endorsement of the Implementation Strategy, staff will provide quarterly updates on the overall implementation of the Economic Development Strategic Plan for the Aurora Economic Development Corporation Board of Directors. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 4 of 42 February 4, 2020 Page 5 of 6 Report No. PDS20-010 Staff will report back to Council in the first quarter of 2021 with an update on the progress of the 2020 Implementation Strategy and present the 2021 Implementation Strategy for endorsement. Staff will also work with the Town’s Corporate Communication Branch to develop Communication Plans for major programs and studies to ensure the appropriate engagement with the business community and community stakeholders. Link to Strategic Plan The creation of the Economic Development Strategic Plan – Implementation Plan supports the Strategic Plan goal of Enabling a Creative, Diverse and Resilient Economy 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 in accordance with the Work with the Aurora Economic Development Corporation to create, implement and regularly update a community wide Economic Development Strategic Plan action item. Alternative to the Recommendation 1. That Council provide direction. Conclusions The development of the Economic Development Strategic Plan Implementation Strategy process was overseen by the Aurora Economic Development Board and is recommended for endorsement by Council. Of the 42 action items identified in the Economic Development Strategic Plan, the Board has ranked and prioritized the top ten for implementation in 2020. In addition, the Board is requesting funding of $50,000 from the Economic Development Reserve Fund to conduct a Target Sector Analysis Study as identified as the top priority action in the 2020 Implementation Strategy. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 5 of 42 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 6 of 42 McSweeney & Associates 201-900 Greenbank Road | Ottawa | ON | 1-855-300-8548 | consult@mcsweeney.ca | www.mcsweeney.ca General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 7 of 42 McSweeney & Associates 201-900 Greenbank Road | Ottawa | ON | 1-855-300-8548 | consult@mcsweeney.ca | www.mcsweeney.ca General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 8 of 42 June 2019 Table of Contents PROJECT CONTEXT ...................................................................................................................................... 1 1.1. Purpose for a Strategic Plan ................................................................................................................................... 2 UPDATE PROCESS ......................................................................................................................................... 4 TOWN OF AURORA’S PRIORITY ACTIONS .......................................................................................... 6 TOWN OF AURORA’S ECONOMIC DEVELOPMENT STRATEGIC PLAN .................................... 7 3.1. Goal #1 – Targeting Growth Sectors and Attracting New Investment ................................... 9 3.2. Goal #2 – Creating a Competitive Business Climate that Supports Business ................ 10 3.3. Goal #3 – Establishing Downtown Aurora as a Destination & Focal Point for the Community ................................................................................................................................................ 11 3.4. Goal #4 – Improving Aurora’s Quality of Life through Heritage, Arts, Culture, Tourism and Community Engagement ............................................................................... 12 3.5. Implementation ............................................................................................................................................................. 13 APPENDIX 1. STAKEHOLDER CONSULTATIONS ............................................................................. 15 APPENDIX 2. A SNAPSHOT OF TOWN OF AURORA ...................................................................... 18 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 9 of 42 | 1 June 2019 PROJECT CONTEXT The Town of Aurora, population of 58,618, is centrally located in York Region, in the Greater Toronto Area (GTA). York Region is home to 1.2 million residents, 660,000 jobs and 52,000 business establishments. As part of the GTA, Aurora has access to a workforce of 2.6 million people. Aurora is known as a community of affluence and is home to many top senior executives including CAOs, CEOs, and CFOs. Situated in the rolling hills of the Oak Ridges Moraine, housing prices average close to $1 million, supported by more than half of the population with household incomes of over $100,000. Aurora’s largest employers include Desjardins Insurance, Magna International, TC Transcontinental Printing, York Catholic District School Board, York Regional Police, York Region District School Board, Genpak LP, Bunn-O-Matic, and St. Andrew’s College. Aurora has room to grow its economic base and add new jobs to the community and has many of the key elements for continued and sustained growth. Based on the Town of Aurora’s Situational Analysis, it was uncovered that: Aurora has large labour surpluses in occupations related to management, business, finance, and natural and applied sciences. Many C-suite (top senior staffers including CAOs, CEOs, CFOs) residents with the skills and talent to work in these occupations are leaving to work in other communities. Aurora primarily attracts labour from Toronto, Newmarket and Richmond Hill. In total, the labour shed available to support businesses in Aurora has approximately 2.5 million employees. From these, the following are a subset of the key occupations identified in the labour shed (those that are growing, emerging, and concentrated), which can be leveraged for labour-based investment attraction including information systems analysts, financial and investment analysts, computer and information systems managers, and business development officers. Emerging sectors for the joint economy of Aurora and Newmarket, include management of companies, healthcare, and social assistance, and professional, scientific and technical services. Based on employment and exports tales, metal and motor vehicle/parts manufacturing remain important economic drivers. There may also be an opportunity to attract small businesses or contractors within management, scientific and technical consulting, business support services and specialized designs industries, as these types of small businesses are growing and can be supported by the skills of the labour shed. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 10 of 42 | 2 June 2019 As part of the process to develop the Strategic Plan, over 120 individuals were consulted to provide feedback on the emerging economic trends in the area. This analysis highlighted the following trends for consideration and further exploration: 1. Southlake Regional Health Centre is located in Newmarket, 6 kilometres north of Aurora’s northern boundary. The hospital is a newly built, regional infrastructure piece that could likely be leveraged to create additional business development opportunities in the health sector. 2. The emerging food and beverage sector has been growing organically, with little involvement from the Town, and could be seen as a significant opportunity to help to expand the local economy. With a core number of businesses currently located in Aurora and the region, the food and beverage sector needs to be further explored. 3. There is a critical role in the economy for volunteerism and philanthropy to support the community. Aurora has a strong culture of volunteerism and philanthropy and in turn, the town has been able to benefit through additional programs made available to the community while improving the quality of life for the local residents. 4. The community currently has a vibrant and growing arts and culture sector. With the Town of Aurora developing Library Square and the cultural precinct, there is continued opportunity to expand on the arts and culture. Concurrently Aurora has a long history with sports tournaments and there is a strong will in the community to explore the viability of focusing on sports tourism. 5. Being competitive means having the infrastructure and technology in place to support business requirements in the digital economy. Aurora should investigate the requirements needed to become a Smart City (i.e. infrastructure, technology, etc.). 1.1. Purpose for a Strategic Plan An economic development strategic plan sets priorities and directs the efforts of the municipality in order to help grow the local economy. The Town of Aurora approved an Economic Development Strategy in 2003 and has approved Economic Development Action Plans to guide economic development thereafter. As such, the Town has been effectively guiding economic growth over the past 15 years. It is an accepted best practice to routinely refresh economic development strategic plans to re-establish priorities for economic development with the objective of responding to the changes that have taken place and servicing the current needs for the business community. The 2019 Economic Development Strategic Plan will continue to provide a roadmap for sustainable employment growth for Aurora by focusing on the growth of specific target sectors/industries, including the health sector and food processing. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 11 of 42 | 3 June 2019 Aurora will understand the key points of its value proposition to attract targeted industries and understand the target markets from which investment will be attracted and how to attract those investments to the town. The value proposition will also provide the foundation to develop a clear and distinct positioning of Aurora within its broader market context. The 2019 Economic Development Strategic Plan will continue to provide a roadmap for sustainable business and employment growth for Aurora. The Strategic Plan identifies top priority economic actions for the Town and includes: the identification of priority areas of focus that will sustainably and successfully generate wealth, investment and employment and enhance the viability of existing business, expand existing business operations and attract new investment and businesses; and short, medium and long-term actions identifying innovative strategies, projects, programs and activities necessary to exploit Aurora’s strengths, competitive advantages and priority opportunities, as well as address any challenges. The Strategic Plan also: is focused on supporting and retaining existing businesses and jobs in Aurora, leverages assets where it makes send to do so. encourages greater investment and job growth in Aurora; aims to attract new businesses and industry to Aurora; identifies business sectors that will complement and support existing businesses that Aurora should work to attract; and helps Aurora to achieve long-term employment growth. The Town of Aurora’s five-year Economic Development Strategic Plan (2019-2023) builds on the achievements of the previous Economic Development Strategy and provides new initiatives to move Aurora forward into the future. The new Strategic Plan aligns with York Region Economic Development Strategy, Aurora’s Corporate Strategy, Province of Ontario’s Places to Grow, and the Oak Ridges Moraine Conservation Plan. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 12 of 42 | 4 June 2019 UPDATE PROCESS The process followed to create the Town of Aurora Economic Development Strategic Plan consisted of a document review, statistical analysis of the economy and workforce, and a comprehensive community and economic development partner consultation. The process was complemented with a community tour of Aurora which gave the project team an understanding of the uniqueness of the community, after which a thorough consultation process was followed that included: A series of one-on-one interviews with businesses and economic development stakeholders; Focus group sessions with representation from the Chamber, Aurora Business Improvement Association, senior Town of Aurora staff, York Region staff, Aurora Economic Development Corporation Board, and from Tourism, Arts, Culture, Heritage and Business; An online survey; and A working session with key stakeholders. This process led to the creation of a set of detailed realistic and doable immediate, short and long-term action items for the next five years with an aim of: Supporting and retaining existing businesses and jobs in Aurora. Encouraging greater investment and job growth in the community. Attracting new businesses and industries to Aurora. Identifying business sectors that will complement and support existing businesses that the Town of Aurora should work to attract and identify target sectors/industry cluster investment opportunities. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 13 of 42 | 5 June 2019 Helping the Town of Aurora achieve long-term employment growth. Providing solutions to overcome any investment readiness or development challenges, and to maintain and improve Aurora’s overall competitive business environment for the benefit of all firms large and small. The Economic Development Strategic Plan is based on a comprehensive understanding of Aurora, its economy, businesses, and stakeholders, as well as their collective aspirations. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 14 of 42 | 7 June 2019 TOWN OF AURORA’S PRIORITY ACTIONS Creating a Competitive Business Climate that Supports Existing Business General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 15 of 42 | 7 June 2019 TOWN OF AURORA’S ECONOMIC DEVELOPMENT STRATEGIC PLAN The following action areas have been derived through a rigorous process that included a thorough study of the town’s economic base analysis, a target sector review, a full consultation and stakeholder engagement exercise and the town of Aurora’s SCOARTM. These strategic areas of focus, not weighted and in no particular order, are where the Town of Aurora should center their economic development resources. It’s all about Place… x Targeting Growth Sectors and Attracting New Investment x Creating a Competitive Business Climate that Supports Existing Business It’s all about People… x Establishing Downtown Aurora as a Destination and Focal Point for the Community x Improving Aurora’s Quality of Life through Heritage, Arts, Culture, Tourism, and Community Engagement BUILDING A DIVERSIFIED ECONOMY FOR THE FUTURE Targeting Growth Sectors and Attracting New Investment Creating a Competitive Business Climate that Supports Existing Business Establishing Downtown Aurora as a Destination and Focal Point for the Community Improving Quality of Life through Heritage, Arts, Culture, Tourism and Community Engagement General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 16 of 42 | 8 June 2019 MISSION STATEMENT: Building a Diversified Economy for the Future Having a diverse economy means that a community can be resilient through downturns in the economy. The advantage of a diversified economy is that a community isn’t tied to one specific sector and thereby remains flexible and sustainable through various economic cycles. This mission is achieved through four goals that have been identified in the Plan. These goals are illustrated in Figure 2 and include: Targeting Growth Sectors and Attracting New Investment Creating a Competitive Business Climate that Supports Existing Business Establishing Downtown Aurora as a Destination and Focal Point for the Community Improving Quality of Life through Heritage, Arts, Culture, Tourism, and Community These goals ultimately support the overall mission of Building a Diversified Economy for the Future. Figure 2 Creating a Competitive Business Climate that Supports Existing Business General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 17 of 42 | 9 June 2019 Strategic Actions 3.1. Goal #1 – Targeting Growth Sectors and Attracting New Investment Growing the economy through new investment is essential to sustaining long term viability for the community. Determining target sectors provides strategic direction on where to direct resources in order to support new investment. Building a foundation for investment attraction strengthens the opportunity for Aurora to attract high-quality businesses. 1. Create a sub-committee of the Aurora Economic Development Corporation to lead a program aimed at building relationships and networks with C-suite (top senior staffers including CAOs, CEOs, CFOs) residents living in Aurora. The goal of the program is to uncover business attraction and investment opportunities through connections with C- suite residents. 2. Undertake a target sector analysis on potential growth sectors including, but not limited to Health Care (Southlake Regional Healthcare Centre) and the Food and Beverage Sector. 3. Continue building the ‘Why Aurora’ value proposition as the foundation for the Aurora Business Attraction Strategy for the Town of Aurora. 4. Continue to work closely with York Region Economic Development and neighbouring municipalities as an approach for tapping into business attraction opportunities and identify spillover opportunities from neighbouring business communities that would be suitable for Aurora. 5. Connect with GO Train commuters to provide them with information about business development opportunities in Aurora. 6. Capture and capitalize on the entrepreneurial spirit in Aurora by: a. identifying co-working spaces and incubation services located in Aurora. b. continuing to work with entrepreneurs to assist with their site selection process by targeting entrepreneurs that need a physical location to set up their business in the Town of Aurora. c. partnering with the Aurora Chamber of Commerce and innovation centres, such as the Canadian Food and Wine Institute and YSpace, to bring programs to Aurora that support entrepreneurship such as a satellite location. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 18 of 42 | 10 June 2019 7. Work with regional, provincial and national partners to ensure Aurora is promoted as a preferred location for investment. 8. Leverage partnerships with local boards, Chamber of Commerce, Business Improvement Association and business organizations to promote Aurora as a preferred location for business. 9. Work with the Northern 6 York Region municipalities to investigate the opportunity to develop a program for investment attraction strategy, with the Town of Aurora as a lead. 10. Examine opportunities to provide incentives for new office development in the downtown core and in employment lands. 3.2. Goal #2 – Creating a Competitive Business Climate that Supports Business The majority of investment and business development opportunities will come from businesses already operating in the community. Creating a competitive business climate is a process of forming a secure and cost-effective environment for businesses to remain in or expand in Aurora. This means understanding the needs of the business community while ensuring that the community offers a competitive, business-friendly environment. 1. Launch the new Aurora economic development/investment attraction focused website with current and relevant investment information. 2. Continue to implement the Business Concierge Program and build on its success. Include early identification of issues and engagement, early coordination of approval agencies and an agreed upon timeline schedule. 3. Continue to implement and build a formalized business visitation program with a tracking system that helps to engage businesses directly and understand needs with proactive issue resolution support. Ensure sufficient resources are in place to expand the program. 4. Review existing planning policies to ensure Aurora has the proper policy framework in place to encourage and protect the types of land uses envisioned to be of high development priority. 5. Examine high-speed internet infrastructure in the Hallgrove Business Park to ensure that there is connectivity for local businesses. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 19 of 42 | 11 June 2019 6. Develop a Smart Cities Infrastructure Plan. 7. Strengthen the Town’s value proposition and support programs to spotlight business in Aurora through video, website, brand awareness and by supporting the industry awards hosted by the Chamber of Commerce through the Business Excellence Awards. 8. Work with Magna to retain their permanent head office in Aurora. 9. Continue to work with post-secondary partners to attract additional post-secondary programming in Aurora at a strategic location. 10. Continue strengthening the local workforce by: a. engaging Aurora’s business community (through the Business Visitation Program) to determine their workforce needs and help to provide opportunities to attract the workforce. b. developing a strategy to target the highly educated, high-income commuters to better match the existing resident base talent with existing gaps and opportunities within Aurora’s businesses and industries. c. facilitating relationships with local schools (private and public) and business, in an effort to tap into the students, alumni and their families, and to engage and build their connectivity to Aurora. 11. Work with the business community and York Region to examine and implement solutions aimed at providing transportation options to allow staff to easily commute to businesses located in employment areas currently not well serviced by public transit. 12. Work with the Northern 6 York Region municipalities to examine the feasibility of a medium-sized enterprise centre located in Aurora that assists local business to support the transition from small to medium-sized business. 3.3. Goal #3 – Establishing Downtown Aurora as a Destination & Focal Point for the Community Downtowns are often the centres of the community acting as public meeting spaces and commercial centres. Economically vibrant downtowns are the heart and soul of the community, provide an identity for the Town, and should be a point of pride for the community. 1. Develop programs to maximize the existing and planned parking supply in the downtown. 2. Develop and implement a marketing strategy to encourage the use of available parking in the downtown. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 20 of 42 | 12 June 2019 3. Continue to implement the Aurora Promenade Downtown Revitalization Plan that is currently in place. 4. Continue to support and work closely with the newly formed Aurora Business Improvement Association. 5. Develop a plan to implement the Aurora Promenade Streetscape plan. 6. Establish and implement a wayfinding signage program for downtown Aurora. 7. Develop a marketing and communications strategy along with programming to inform, attract and direct local residents to downtown. 8. Continue to support residential intensification in the appropriate locations in the Aurora Promenade. 9. Develop a business mix strategy to determine the types of retail and commercial businesses that could be successful in downtown. 10. Examine the feasibility of providing a bike share/e-bike program to downtown Aurora. 11. Examine opportunities for the Town to actively promote downtown revitalization through the redevelopment of private and public property. 3.4. Goal #4 – Improving Aurora’s Quality of Life through Heritage, Arts, Culture, Tourism and Community Engagement Heritage, Arts, Culture and Tourism Tourism is a broad industry based around the attraction of people into a specific area. The sector encompasses local and regional activities and attractions such as food, accommodations, retail, festivals, sporting activities, arts, culture and heritage. To best benefit from tourism, there needs to be a plan to ensure that it grows and develops based on the community’s vision. 1. Partner with local sporting groups and organizations to develop a sports tourism strategy to determine the viability of sports tourism in Aurora. 2. Develop a Cultural Masterplan. 3. Work with Aurora’s community partners to highlight and promote business opportunities in and around the cultural precinct and library square. 4. Develop a program to encourage residents to connect with Aurora’s history and heritage. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 21 of 42 | 13 June 2019 5. Work with the development community to explore the feasibility of building artist live/work studio units. 6. Complete a business case for the development of small, accessible, inclusive space for community art-making and artist rehearsal space. Community Engagement Community engagement is about showing loyalty and having an attitude and willingness to give back to the community. Philanthropy and volunteerism are important ways to engage residents and businesses and make them feel a part of the community. 1. Work closely with community partners to understand the Community Volunteer Network in Aurora and if necessary, work to find solutions to continue to promote volunteerism. 2. Continue to support the celebration and recognition of volunteers. 3. Create an outreach program aimed at educating all residents on the importance of philanthropy and volunteerism in Aurora and provide philanthropic and volunteer opportunities that are available in the community. 3.5. Implementation The first priority of the implementation strategy will be to ensure the most effective and efficient strategic plan implementation, Aurora would benefit from identifying all staffing resources and to have in place adequate resources, both human and financial resources, allocated to Economic Development in order to accomplish the actions. What normally makes a strategic plan successful is the ability and clarity in implementation. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 22 of 42 | 14 June 2019 Following the endorsement of the Aurora Economic Development Strategic Plan, a detailed Implementation Action Plan will be crafted – in collaboration with Town staff – that will outline and prioritize the actions and steps the Town of Aurora will need to take in order to most effectively implement this Strategic Plan. The Implementation Plan will contain the following elements: Name of the strategic theme and accompanying actions; A role and responsibility matrix that outlines: Who has the lead responsibility for implementing the action as well as others that will support the lead during implementation; Identify either current or proposed partnerships and collaborations required to achieve success. Estimated Resources – what are the estimated costs, resources and any assistance required from others to successfully implement the action (human resources, financial resources, other resources); Progress measures – measures and indicators to allow an indication of successful tracking and completion of the actions, and achievement of the intended outcomes on the local economy; and Timeline – when the action starts/be completed in the short, medium or long term. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 23 of 42 | 15 June 2019 APPENDIX 1. STAKEHOLDER CONSULTATIONS Strategic Action Plan Consultation Process Approximately 155 key community and business stakeholders were consulted throughout this process. The consultations consisted of confidential one-on-one interviews, an online survey open to the public, eight focus groups based on key stakeholder groups and a working session with targeted community leaders and economic development stakeholders. Interviews & Online Survey One-on-one interviews were undertaken with economic development stakeholders including members of the Economic Development Board members, senior Town staff, regional partners, the Mayor and Council, and key businesses. As well, there was an online survey posted for the general public to provide input. The same six open-ended questions were used to guide both the interviews and online surveys. These questions probed into the major strengths and challenges of doing business in the town of Aurora and looked forward to helping define future opportunities, aspirations and results. All participants provided feedback on these questions, contributing to a statistically significant result. Focus Groups Eight focus groups were held with representation from key strategic areas including: York Region; Aurora Chamber of Commerce; Aurora Business Improvement Association; Manufacturers, ICI Realtors and Brokers; Arts/Culture; Sports/Tourism; and, the Economic Development Corporation Board. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 24 of 42 | 16 June 2019 Working Session The Working Session was held April 2, 2019, and was attended by approximately 50 participants including representation from the Mayor and Council, the business community, real estate community, arts and culture sector, tourism sector, business associations, York Region, and Town of Aurora staff. The purpose of the Working Session was to bring together economic development, community and business leaders to review the project findings, to get confirmation on the themes that were derived from the research, and to begin strategizing and crafting action items for each of those themes that emerged from the consultation process. Working groups identified actions that would address the challenges and opportunities under each theme. The following four themes brought forward to the Working Session and validated were: Being Business Friendly and Investment Ready Building a Diversified Economy Downtown Aurora as a Destination and Focal Point for the Community Heritage, Arts, Culture and Tourism as Economic Drivers General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 25 of 42 | 17 June 2019 During the Working Session, it was determined that Community Engagement should be considered a key priority for the town as well and was subsequently included in the discussions as a fifth theme. Strategic Planning Session Upon completion of the Working Session, a draft set of strategic economic development directions and actions were prepared and provided to the Economic Development staff for review in order to ensure that the actions aligned with the town of Aurora’s aspirations and vision, a strategic planning session was held with the Town’s key Economic Development staff. Working through the Strategic Planning Session, McSweeney & Associates and Aurora’s Economic Development staff were able to reflect collaboratively on the directions and actions and derive a set of agreed-upon strategic initiatives that are doable and realistic for the Town of Aurora over the next five years. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 26 of 42 | 18 June 2019 APPENDIX 2. A SNAPSHOT OF TOWN OF AURORA All data are estimates from Manifold SuperDemographics 2018, except population levels from the census between 2006 to 2016 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 27 of 42 | 19 June 2019 All data are estimates from Manifold SuperDemographics 2018 and EMSI 2018.Q4 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 28 of 42 | 20 June 2019 Executive Summary of the Situational Analysis POPULATION Aurora has a fast-growing population (16% growth over the past 2 census periods), with most of its growth concentrated in young people (less than 30 years old) and mature adults (45 or older). It is an affluent community with average employment incomes 23% higher than those in the rest of the Greater Toronto Area (GTA). This is partly due to a highly educated resident base, where nearly half (47%) of residents between the ages of 25 to 64 have completed a university education at the Bachelor level or above. Residents primarily hold post-secondary degrees or diplomas in the fields of ‘Business; management, marketing or related’, or ‘Engineering and related technologies’. WORKFORCE & LABOUR FORCE The local workforce in Aurora boasts higher participation and employment rates compared to Newmarket and the GTA as a whole. However, when examining the local labour force by age and gender, men ages 15 to 24 were found to have by far the highest unemployment and lowest participation rates. Thus, men in this age group remain an underutilized/underemployed labour group within Aurora. The municipality has large labour surpluses in occupations related to management, business, finance; and natural and applied sciences. Many residents with the skills and talent to work in these occupations are leaving to work in other communities. Resident labour primarily commutes to Toronto, Newmarket and Markham. Conversely, the municipality primarily attracts labour from Toronto, Newmarket and Richmond Hill. EMERGING OCCUPATIONS In total, the labour shed has approximately 2.5 million employees available to support businesses in Aurora. From these, the following are a subset of the key occupations identified in the labour shed (those that are growing, emerging, and concentrated), which can be leveraged for labour-based investment attraction: Information systems analysts, Financial and investment analysts, Computer and information systems managers, and Business development officers General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 29 of 42 | 21 June 2019 EMERGING SECTORS In order to better understand the trends in the local economy, the economic base analysis looked at the joint economies of Aurora and Newmarket, as they share consumers, producers and workers. In terms of industry performance for the joint economy of Aurora plus Newmarket, the area had 9% job growth between 2013 and 2018, and a total of 84,800 jobs, approximately. Emerging sectors for the joint economy include management of companies; healthcare and social assistance; and professional, scientific and technical services. Based on employment and exports sales, Metal and motor vehicle/parts manufacturing remain important economic drivers and core sectors of the economy. There may be an opportunity to further develop the Transportation equipment manufacturing industries given the existing employment concentrations in supporting industries. Lastly, there may also be an opportunity to attract small businesses or contractors within management, scientific and technical consulting; business support services; and specialized designs industries, as these types of small businesses are growing and can be supported by the skills of the labour shed. POTENTIAL AREAS OF INTEREST Food and Beverage Sector The emerging food and beverage sector has been growing organically, with little involvement from the Town, and could be seen as a significant opportunity to help to expand the local economy. With a core number of businesses currently located in Aurora and the region, the food and beverage sector is one that needs to be further explored. Health Sector The Southlake Regional Health Centre is located in Newmarket, 6 kilometres north of Aurora’s northern boundary. The hospital is a newly built, regional infrastructure piece that Aurora would like to leverage to create additional business development opportunities in the health sector. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 30 of 42 | 22 June 2019 Strengths, Challenges, Opportunities, Aspirations and Results (SCOARTM) The following comprehensive SCOARTM (Strengths, Challenges, Opportunities, Aspirations, Results) Analysis was prepared by analyzing the current statistics and data, a document review plus the feedback from elected officials, staff, community stakeholders, and residents engaged in the consultation. To best explain the process, the themes are a result of the information collected through quantitative and qualitative analysis. Using the quantitative data from the Situational Analysis and the qualitative research from the stakeholder consultations (online survey, one on one interviews, focus groups, and working session), document review and internal staff knowledge, the strengths, challenges and opportunities are consolidated. Based on the strengths, challenges and opportunities, strong aspirations came out of the process, which in turn produced the desired results. It is out of the results that the themes and strategic actions are developed. supportive Mayor, Council, Staff and Economic Development Corporation financially affluent, educated resident population small town feel, safe place to live and work a historic downtown area with a newly established Business Improvement Area good location in the Greater Toronto Area with strong connections to the 400 series highways, Toronto and Pearson International Airport GO Train accessibility that connects to Toronto access to a labour shed of 2.5 million with a large pool of highly skilled workers existing machine manufacturing expertise found locally and regionally existing transportation equipment and motor vehicle manufacturing supply chains found in the region growing population within a growing York Region existing concierge program in place to guide investment (commercial/industrial) and support development applications General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 31 of 42 | 23 June 2019 private educational facilities such as St. Andrews College that attracts international students strong relationship/identity with Magna and the Magna brand Southlake Regional Health Centre is located in the region no central location in the community for residents to congregate for events, etc. a downtown that is disconnected, lacking a good mix of business, events, etc. to draw people to the area low vacancy rate for industrial/commercial properties fibre/broadband/connectivity lacking in employment areas (i.e. Hallgrove Business Park) limited amount of serviced available land cost of housing is significant making it unaffordable for most lack of diversity in housing stock makes it difficult for lower paid workers/people to live here public transit gaps in employment areas (24/7 manufacturing f acilities) attracting lower skilled and entry-level workers matching workforce with Aurora businesses cost of doing business (i.e. trucks getting to the 400 series highways circuitous routes through town) some of the current employment lands (industrial areas) are not strategically located within the town lack of east-west connections restrictive land use planning and zoning limits business growth 75% of persons that commute into Aurora, the majority are lower paid, whereas 76% or residents commuting out of Aurora, the majority are educated, high-income residents perceived lack of connection between the residents of old Aurora vs new Aurora Southlake Regional Health Centre is located in Newmarket and not in Aurora define employment lands and market them plan and develop a successful downtown that is a meeting place and destination for the community support industry clusters already embedded in the local economy and promote a business climate that helps them flourish. Ex: food manufacturing; transportation equipment and machine manufacturing; financial investment, computer systems, and design. determine types of businesses that are best suited for the employment lands and reach out to those businesses that would be suitable continue to develop relationships with York Region to ensure that Aurora attracts their share of business better communicate the Aurora message General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 32 of 42 | 24 June 2019 identify and work with the executives living in Aurora to determine if there are any opportunities to bring their business to Aurora so that they can live and work in the same community support the new Business Improvement Association’s initiatives to build the downtown increase the sports tourism opportunities in Aurora build a health hub to complement the Southlake Regional Health Centre 1. To have a vital, vibrant downtown that is a destination for the community. 2. To have a diversified economy along with available lands and properties that are ready for business to locate. 3. To capitalize and build on the cultural, heritage and arts sector. 4. To be the best municipality for existing business, for attracting new business and for business start-ups. 1. To have a vital, vibrant downtown that is a destination for the community. Downtown Aurora will be a vibrant destination with a good mix of exciting businesses (restaurants, unique shops, high-end shops) that residents and tourists visit and support. 2. To have a diversified economy along with available lands and properties that are ready for business to locate. Aurora will have serviced land available. It won’t only be associated with a single industry but will have a broader business base. 3. To capitalize and build on the cultural, heritage and arts sector. Aurora will be known as a cultural and arts centre, with a strong heritage component that connects the community. 4. To be the best municipality for existing business, for attracting new business and for business start-ups. Aurora will be known as the best place to have a business in York Region. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 33 of 42 | 25 June 2019 STRENGTHS, CHALLENGES AND OPPORTUNITIES FOR DOWNTOWN AURORA Strengths small town feel loyal customers assets include churches, farmers’ market, town park, historic buildings, library, street sales, Christmas parade, Aurora Cultural Centre, residential all within walking distance new Business Improvement Association with enthusiastic business members new developments and new investment taking place including Library Square, seniors’ centre, Niagara College Challenges lack of parking (reality and perception) conflict over heritage designated area, façade program creating a lengthy process for improvement approvals lack of pedestrian traffic lack of unique businesses such as coffee shops, restaurants, boutiques to draw people to the downtown large turnover of businesses lacking downtown signage derelict buildings poor communications within the downtown and to the downtown businesses and residents no opportunity for businesses to bring products, signage onto the sidewalks Yonge Street and Wellington Street have significant traffic and divides the downtown Opportunities the newly renovated Niagara College to become a draw bringing new people and new investment into the downtown opportunities to partner with Niagara College and potential for a food incubator improving the arts and culture sector to be more robust to create more vibrancy in the downtown through a pedestrian friendly opportunity for the newly established Business Improvement Association to lead the coordination of downtown activities General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 34 of 42 1 Economic Development Strategic Plan – Implementation Matrix 2020 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Undertake a target sector analysis on potential growth sectors including, but not limited to Health Care (Southlake Regional Healthcare Centre) and the Food and Beverage Sector. Associated Action Item: Continue building the ‘Why Aurora’ value proposition as the foundation for the Aurora Business Attraction Strategy for the Town of Aurora Aurora Economic Development 1. Hire Consultant to conduct Study 2. AEDC Board Sub-Committee ¼ EcDev FTE for 4 months $50,000 for Study Post-delivery – on going 1/4 staff to be included as part of the investment attraction EDO work to implement action items coming from Target Sector Analysis. Target Sector Strategy including action items delivered to EcDev Staff to implement as part of their business attraction activities Q1 – Q2 2020 Develop a business mix strategy to determine the type of retail and commercial businesses that could be successful in downtown. Associated Action Items: Work with Aurora’s community partners to highlight and promote business opportunities in and around the cultural precinct and Library Square And Develop a marketing and communications strategy along with programming to inform, attract and direct local residents to downtown. Aurora Economic Development 1. Hire Consultant to conduct Study 2. AEDC Board Sub Committee 3. BIA 4. Aurora Chamber of Commerce ¼ EcDev FTE for 4 months Study costs to be determined based on size of the study area and scale of the project. Post-delivery – document will support ongoing EcDev work along with cooperation with BIA to attract new business downtown. A business mix strategy delivered to EcDev Staff to be implemented as part of the targeted investment attraction activities for the downtown and cooperation with the Downtown Aurora BIA. Q1 – Q2 2020 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 35 of 42 2 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Partner with local sporting groups and organizations to develop a sports tourism strategy to determine the viability of sports tourism in Aurora. Community Services & Economic Development 1. Sports Groups and Other Organizations Using assets the Town currently has as well as planning for the next 10 years Study costs to be determined based on project scope. A Sports Tourism Strategy delivered to the community to be implemented by the Town’s Community Services, Economic Development Divisions and sport organizations Q2 2021 Work with Magna to retain their permanent head office in Aurora Associated Action Item: Continue to Implement and build a formalized business visitation program with tracking systems that helps to engage business directly and understand needs with proactive resolution support. Ensure sufficient resources are in place to expand the program. Mayor’s Office Aurora Economic Development Staff N/A N/A Ongoing General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 36 of 42 3 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Continue to work closely with York Region Economic Development and neighbouring municipalities as an approach for tapping into business attraction opportunities and identify spillover opportunities from neighbouring business communities that would be suitable for Aurora Associated Action Items: Work with regional, provincial, and national partners to ensure Aurora is promoted as a preferred location for investment. And Leverage partnerships with local boards, Chamber of Commerce, BUA and business organizations to promote Aurora as a preferred location for business And Work with the Northern 6 York Region Municipalities to investigate the opportunity to develop a program for investment attraction strategy with the Town of Aurora as a lead Aurora Economic Development 1. York Region Economic Development Department 2. Neighbouring Municipal EDOs 3. Toronto Global EcDev Staff Time – Moderate - N6 Investment Attraction Leadership - York Region EDO Meetings - Quarterly Toronto Global Updates Ongoing activity as part of the Town’s investment attraction efforts 1. Number of leads sourced by partner organizations 2. Number of leads converted to investments in Aurora 3. N6 Investment Attraction body embedded in YorkLink office. Ongoing General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 37 of 42 4 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Launch the new Aurora economic development/ investment attraction focused website with current and relevant investment information Associated Action Item: Strengthen the Town’s value proposition and support programs to spotlight business in Aurora through video, website, brand awareness and by supporting the industry awards hosted by the Chamber of Commerce through the Business Excellence Awards. Aurora Economic Development Town of Aurora’s Corporate Communications ¼ EcDev Staff FTE – ongoing Additional part-time marketing staff could be used to develop on-going web and social media content and marketing materials as part of business attraction action items and programming. 1. Keep information on website up to date 2. Track number of visitors and engagement on the website Completed / Ongoing Capture and capitalize on the entrepreneurial spirit in Aurora by: a. Identifying co-working spaces and incubation services located in Aurora b. Continuing to work with entrepreneurs to assist with their site selection process by targeting entrepreneurs that need a physical location to set up their business in the Town of Aurora. c. Partnering with the Aurora Chamber of Commerce and innovation centres, such as the Canadian Food and Wine Institute and YSpace, to bring programs to Aurora that support entrepreneurship such as a satellite location Aurora Economic Development 1. York Region Small Business and Enterprise Centre (YSBEC) 2. Aurora Chamber of Commerce 3. Canadian Food and Wine Institute 4. YSpace York University ¼ EcDev Staff FTE - ongoing a. Up to date co-working spaces and incubation services listed on Aurora EcDev Website and Yorklink’s website b. Track number of engagements with entrepreneurs and investments into physical locations in Town. c. The establishment of a satellite location for entrepreneurship program in Aurora Ongoing General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 38 of 42 5 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Create a sub-committee of the Aurora Economic Development Corporation to lead a program aimed a building relationships and networks with C-suite (top senior staffers including CAOs, CEOs, CFOs) residents living in Aurora. The goal of the program is to uncover business attraction and investment opportunities through connections with C-suite residents Aurora Economic Development Board 1. AEDC Board Sub-committee 2. EcDev Staff 3. Aurora Chamber of Commerce 4. Service Organizations - Board time and availability - CRM Cost - Staff Support 1. Sub-committee established 2. Program developed 3. Number of relationships build 4. Number of opportunities 5. Number of investments resulted Q2 2020 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 39 of 42 6 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Continue strengthening the local workforce by: a. Engaging Aurora’s business community (through the Business Visitation Program) to determine their workforce needs and help to provide opportunities to attract the workforce. b. Develop a strategy to target highly educated, high-income commuters to better match the existing resident base talent with existing gaps and opportunities within Aurora’s businesses and industries c. facilitating relationships with local schools (private and public) and business, in an effort to tap into the students, alumni and their families to engage and build their connectivity to Aurora Associated Action Item: Work with business community and York Region to examine and implement solutions aimed at providing transportation options to allow staff to easily commute to businesses located in employment areas currently not well serviced by public transit Aurora Economic Development 1. Aurora Chamber of Commerce 2. RNC Employment Services (Employment Ontario) 3. Workforce Planning Board of York Region 4. SAC 5. York and York Catholic School Boards ¼ EcDev FTE Staff - Ongoing a. Track number of business visitations and flag workforce issues that can be addressed via partner organizations b. Establish strategy to convert commuters into live-work residents - Long term monitoring of the Town of Aurora’s workforce export / import figures c. Establish relationship and programing with schools and their alumni to build their connection with Aurora Ongoing General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 40 of 42 7 Action Item Lead/ Facilitate Support Estimated Resources Required Progress Measurements Timing Examine opportunities to provide incentives for new office development in the downtown core and in employment lands. Aurora Economic Development 1. Hire Consultant to conduct study ¼ EcDev FTE for 4 months Project to follow completion of Community Benefits Charge Study Study costs to be determined based on scale of project. Post-delivery – Work will be included as part of the ‘Business Concierge Program’ for incentivizing development. Report with Recommendations to Council Q1 2021 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 41 of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xpenditures (VWLPDWHG([SHQGLWXUHV &2168/7,1* Expenditures Total Funding 6SHFLDO3XUSRVH5HVHUYH)XQGV (&2120,&'(9(/230(17 Funding Total Total Over (Under) Funded General Committee Meeting Agenda Tuesday, February 4, 2020 Item R3 Page 42 of 42 Town of Aurora General Committee Report No. CMS20-003 Subject: Request for Lease Extension and Amendment – Central York Fire Station - Regional Municipality of York - Paramedic Services Prepared by: Doug Bertrand, Manager Facilities Management Department: Community Services Date: February 4, 2020 Recommendation 1. That Report No. CMS20-003 be received; and 2. That a further extension and amendment to the lease with the Regional Municipality of York for Paramedic Services located at 220 Edward Street be approved for a five-year term, with an option to extend for two further five- year periods. Executive Summary This report is seeking Council approval to proceed with an agreement to extend the term of the lease and amend other provisions with the Regional Municipality of York for the Paramedic Services (PS) located at 220 Edward Street. The agreement is proposed to commence on January 1, 2020, and will expire on December 31, 2024. Since the original lease did not include a further extension period, Council approval is required to extend the lease for a further term. In addition, amendments will be made to the basic rent clause and other clauses that are no longer applicable. • York Region Paramedic Services and Central York Fire Services are vital services for the Town of Aurora and are suitably located together at 220 Edward Street • The amending agreement will be a standard lease format with 3% annual basic rent escalation Background The Town currently provides the Fire Hall located at 220 Edward Street for use by Central York Fire Services. It also leases a portion of the building to the Regional Municipality of York for PS to use as an Emergency Medical Services Station. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R4 Page 1 of 5 February 4, 2020 Page 2 of 5 Report No. CMS20-003 The original Lease with Regional Municipality of York PS commenced January 1, 2008 for one year, with an option to extend for two additional one-year periods (the “Lease”). The Regional Municipality of York exercised each of the option years. In 2010, Council approved a second amendment to the Lease with the Regional Municipality of York for a further five-year term, with the option to extend for an additional five-year term. The first five-year term commenced on January 1, 2010 through December 31, 2014. The second five-year term was exercised and commenced January 1, 2015 and expired on December 31, 2019. The Region has requested an extension to the term of the Lease that is proposed to commence on January 1, 2020 and expire on December 31, 2024. The proposed agreement is subject to all the same terms and conditions as the previous agreements, except for some amendments to the basic rent clause and other clauses that are no longer applicable. Staff met with the Region in the fall of 2019 to review the extension request. Analysis York Region Paramedic Services and Central York Fire Services are vital services for the Town of Aurora and are suitably located together at 220 Edward Street York Region’s paramedics are dedicated to providing the highest quality of care to patients in Aurora and all other eight municipalities within York Region. They respond to emergency and non-emergency calls, are available to provide standby service for special events and give presentations about health and safety topics. Central York Fire Services is supportive of the proposed agreement and Community Services has confirmed that the Town does not have any short or long-term plans for this municipal facility, other than for the provision of Fire and Paramedic Services. The amending agreement will be a standard lease format with 3% annual basic rent escalation The proposed agreement is a standard format that is used across the Region in various municipalities. The proposed agreement is used for all leased Region PS locations including the previous leases for the 220 Edward Street location. The proposed five-year agreement would operate from January 1, 2020 until December 31, 2024 and includes a General Committee Meeting Agenda Tuesday, February 4, 2020 Item R4 Page 2 of 5 February 4, 2020 Page 3 of 5 Report No. CMS20-003 3% increase in basic rent in each year of the agreement. The agreement will also amend the Lease by removing certain clauses that are no longer applicable, such as landlord construction obligations. Advisory Committee Review Not applicable Legal Considerations The Lease, as in most leases, contains a provision that permits York Region to continue to occupy the premises on a monthly basis on the same terms and conditions of the lease, even though the current term of the lease has expired. Financial Implications As a result of the annual 3% increase in basic rent, the Town will receive monthly lease instalments of: Term Monthly Annually January 1, 2020 to December 31, 2020 $2,142.80 $25,713.66 January 1, 2021 to December 31, 2021 $2,185.66 $26,227.93 January 1, 2022 to December 31, 2022 $2,229.37 $26,752.49 January 1, 2023 to December 31, 2023 $2,273.96 $27,287.54 January 1, 2024 to December 31, 2024 $2,319.44 $27,833.29 Currently, the lease payments received by the Region are directed to Central York Fire Services pursuant to the prior 2000 Fire Services Amalgamation Agreement and the 2001 Use Agreement made between the Towns of Newmarket and Aurora. Staff will review this agreement in relation to where the lease payments are directed, but in the meantime, staff are recommending approval of the Lease extension as proposed. Communications Considerations There are no external communication requirements. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R4 Page 3 of 5 February 4, 2020 Page 4 of 5 Report No. CMS20-003 Link to Strategic Plan The proposed lease agreement supports the Strategic Plan goal of supporting an exceptional quality of life for all. Its accomplishment in satisfying requirements in the following key objectives within these goal statements: Strengthening the fabric of our community: • Explore opportunities to further strengthen partnerships with neighboring municipalities. Alternative(s) to the Recommendation 1. Deny the Region of York’s request for a new agreement and direct staff to provide applicable notice to the Region to vacate the premises. This however, would have significant adverse public health and safety consequences as the provision of Emergency Services by the Region has been provided to the community from this location for a number of years. 2. Council can provide further direction. Conclusions The Region has requested the Town’s approval for an extension of a five-year lease agreement to allow PS to remain as a tenant in the Town’s Fire Hall located at 220 Edward Street until the end of 2024. The proposed agreement will have the same terms and conditions as the previous agreement, except for a 3% increase in basic rent and other minor amendments. The agreement also includes a termination clause providing 36 months written notice provided by the Town. Central York Fire Services is supportive of the proposed lease agreement and extension of term and other amendments Staff recommends that Council approve the five-year lease extension as requested by the Region. Attachments None General Committee Meeting Agenda Tuesday, February 4, 2020 Item R4 Page 4 of 5 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R4 Page 5 of 5 Town of Aurora General Committee Report No. PDS20-009 Subject: Budget Request for Capital Project #31217, Construction of a Median at Ridge Road and Yonge Street Prepared by: Anca Mihail, Manager, Engineering Services Department: Planning and Development Services Date: February 4, 2020 Recommendations 1. That Report No. PDS20-009 be received; 2. That Capital Project No. 31217 – Construction of Median at Yonge Street and Ridge Road be approved; and, 3. That a total budget of $150,000 be approved for Capital Project No. 31217 to fund $135,000 from the Services Related to a Highway Development Charge Reserve and $15,000 from the Growth and New Reserve. Executive Summary This report seeks Council’s approval of capital budget allocation for the construction of a median at the intersection of Yonge Street and Ridge Road: • Applications for an Official Plan Amendment (OPA), Zoning By-law Amendment (ZBA), and Plan of Subdivision were approved by Council in 2014 • The Council approved Draft Plan Conditions outlined two transportation solutions for the subdivision • The OMB Minutes of Settlement directed that one transportation solution be implemented, which requires modifications to the Ridge Road/Yonge Street intersection, to restrict turning movements to ‘right-in, right-out’ • The Town is responsible for the cost of the median at Ridge Road and Yonge Street • A total capital budget of $150,000 is requested for the construction of a median at Ridge Road and Yonge Street General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 1 of 8 February 4, 2020 Page 2 of 5 Report No. PDS20-009 Background Applications for an Official Plan Amendment (OPA), Zoning By-law Amendment (ZBA), and Plan of Subdivision were approved by Council in 2014 Planning applications established 29 single detached dwellings, one open space block, one trail block, a public street (Glensteeple Trail) and two open space blocks held in private ownership. The new public street, Glensteeple Trail, connects at the north end, from Ridge Road southerly to Yonge Street, south of the Ridge Road/Yonge Street intersection. The subject lands are located on the west side of Yonge Street, south of Ridge Road (Attachment 1). The Official Plan Amendment and Zoning By-law Amendment were approved by Council in August 2014 and the Draft Plan of Subdivision was approved by Council with Draft Plan Conditions in September 2014. The approval of the Draft Plan of Subdivision was appealed by a private party to the Ontario Municipal Board (Local Planning Appeal Tribunal). In its 2015 decision, the Board allowed the appeal in part, and granted Draft Plan of Subdivision approval subject to the conditions set out in the Minutes of Settlement and amended Draft Plan Conditions of Approval. Analysis The Council approved Draft Plan Conditions outlined two transportation solutions for the subdivision The Draft Plan Conditions required the Owner to agree in the subdivision agreement to either: 1. Construct Glensteeple Trail from Yonge Street to Ridge Road, and remove the Ridge Road access to Yonge Street by installing a cul-de-sac; or, 2. Construct Glensteeple Trail from Yonge Street but to construct a cul-de-sac on Glensteeple Trail before Ridge Road. With this option the Ridge Road/Yonge Street intersection would be restricted to a right-in, right-out. Both options included a full moves access intersection at Glensteeple Trail and Yonge Street. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 2 of 8 February 4, 2020 Page 3 of 5 Report No. PDS20-009 The OMB Minutes of Settlement directed that one transportation solution be implemented, which requires modifications to Ridge Road/Yonge Street intersection, to restrict turning movements to ‘right-in, right-out’ The outcome of the OMB Settlement directed that Glensteeple Trail be constructed between Ridge Road and Yonge Street with a full moves access at Glensteeple Trail and Yonge Street. The cul-de-sac at Ridge Road and Glensteeple Trail option was dropped. Condition 96 was amended to require a median to be constructed at the intersection of Ridge Road and Yonge Street, to restrict access to right-in, right-out only. The Town is responsible for the cost of the median at Ridge Road and Yonge Street Draft Plan Condition 41, which was approved by Council in 2014, the OMB Minutes of Settlement and OMB Decision state that the Town is responsible for the design, financial requirements and construction of modifications to the intersection of Ridge Road and Yonge Street. The design of the median has been included in the Subdivision Agreement approved engineering drawings (Attachment 2). In accordance with York Region’s Draft Plan Condition, securities have been obtained from the Owner for the cost of constructing the intersection improvements and are held by the Town. York Region continues to support the construction of the median as part of the subject development. A total capital budget of $150,000 is requested for the construction of a median at Ridge Road and Yonge Street A total capital budget of $150,000, including taxes and 15% contingencies, is requested to construct the median at Ridge Road and Yonge Street (Attachment 3). Staff recommends that this amount be funded by allocating $135,000 from the Services Related to a Highway Development Charge Reserve and $15,000 from the Growth and New Reserve. Advisory Committee Review Not required. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 3 of 8 February 4, 2020 Page 4 of 5 Report No. PDS20-009 Legal Considerations On April 7, 2015, in accordance with Report LLS15-027, Council authorized the entering into of Minutes of Settlement (the “Minutes”). The Ontario Municipal Board, as it then was, issued an oral order on April 13, 2015, allowing the appeals in part and approving the draft plan of subdivision subject to the conditions set out in the Minutes. The Minutes remain binding upon the Town and failure to comply with the Minutes may result in an order being made against the Town for contempt, costs, or other remedies. Financial Implications A total capital budget of $150,000, including taxes and 15% contingencies, is requested to construct the median at Ridge Road and Yonge Street. Staff recommends that this amount be funded from the Services Related to a Highway Development Charge Reserve and the Growth and New Reserve. Communications Considerations Public notice will be provided to inform all residents on Ridge Road and new residents in the new development on Glensteeple Trail of modifications to Ridge Road and Yonge Street. The notice would include information on the construction timing and effect of the intersection modifications (right-in, right-out turning restriction). Link to Strategic Plan The subdivision will provide a full moves access at Yonge Street and Glensteeple Trail, and a right in-right out restriction at Ridge Road. The construction of a median at Ridge Road and Yonge Street will support effective traffic movements that are coordinated with the future Regional Bus Rapid Transit project. The implementation of the median supports the Strategic Plan goal of “supporting an exceptional quality of life for all” and by meeting the objective of “improve transportation, mobility and connectivity”. Alternative to the Recommendation 1. That Council provide direction. General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 4 of 8 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 5 of 8 GlensteepleTrailStemmleDriveRidge H illRoadSunsetVistaCourtLoraviewLane Butte r n u t R id geTra i l WoodhavenAvenueBeechbrookeWayElderberryTrailSpringmapleC ha sePineHillCrescentHoudiniWay HuntersGlenRoadYonge StreetYonge StreetRidge RoadMap created by the Town of Aurora Planning & Development Services Department, January 7, 2020. Base data provided by York Region & Aurora - GIS.¯0 50 100 150 200MetresLOCATION MAPAPPLICANT: PANDOLFO ET AL.FILE: SUB-2003-02A (Related Files: OPA-2012-03 and ZBA-2003-21)$77$&+0(17 1Subject LandsMedian at Ridge Road & Yonge StreetGeneral Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 6 of 8 Map created by the Town of Aurora Planning & Development Services Department, January 16, 2020. Base data provided by York Region.LOCATION OF THE MEDIAN AT RIDGE ROAD AND YONGE STREETAPPLICANT: PANDOLFO ET AL.FILE: SUB-2003-02A (RELATED FILES: OPA-2012-03 AND ZBA-2003-21)$77$&+0(17 2General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 7 of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xpenditures (VWLPDWHG([SHQGLWXUHV &2175$&76 Expenditures Total Funding 'HYHORSPHQW&KDUJHV5HVHUYH)XQGV 52$'6 5(/$7(''&&217 1 2WKHU)XQGLQJ6RXUFHV *52:7+ 1(:5(6&217 1 Funding Total Total Over (Under) Funded 3URYLGHWKHUHDVRQVWKHSURMHFWVKRXOGEHDSSURYHGDQGZKDWZLOOEHWKHLPSDFWRIWKHSURMHFWWRVHUYLFHOHYHOV ATTACHMENT #3 PDS20-009 General Committee Meeting Agenda Tuesday, February 4, 2020 Item R5 Page 8 of 8 Public Release February 3, 2020 Town of Aurora Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 7 p.m., Council Chambers • Revised General Committee Meeting Agenda Index • Attachment to Delegation (a) – Petition for a Stop Sign on John West Way at Amberhill Way • Delegation (c) Klaus Wehrenberg, Resident Re: Effects on Pedestrian and Cycling Crossings due to GO Expansion • Notice of Motion (a) Councillor Gilliland Re: Update to Tree Pruning/Cutting and Compensation Policy Public Release February 3, 2020 Town of Aurora General Committee Meeting Agenda (Revised) Tuesday, February 4, 2020 7 p.m., Council Chambers Councillor Thompson in the Chair 1. Approval of the Agenda 2. Declarations of Pecuniary Interest and General Nature Thereof 3. Community Presentations 4. Delegations (a) David LeGallais, representing Aurora Seniors Association Re: Item R1 – PDS20-003 – John West Way Traffic Calming Measures Feasibility Review (Added Attachment) (b) J.B. (Brad) Watson, Resident Re: Noise By-law Prohibitions (c) Klaus Wehrenberg, Resident Re: Effects on Pedestrian Cycling and Crossings due to GO Expansion (Added Item) 5. Consent Agenda General Committee Meeting Agenda (Revised) Tuesday, February 4, 2020 Page 2 of 3 6. Advisory Committee Meeting Minutes 7. Consideration of Items Requiring Discussion (Regular Agenda) R1. PDS20-003 – John West Way Traffic Calming Measures Feasibility Review Recommended: 1. That Report No. PDS20-003 be received; and 2. That staff continue to monitor the traffic operations on John West Way as a result of the speed limit reduction. R2. PDS20-004 – Centre Street Existing Traffic Calming Measures Review Recommended: 1. That Report No. PDS20-004 be received for information. R3. PDS20-010 – Economic Development Strategic Plan – Implementation Strategy 2020 Recommended: 1. That Report No. PDS20-010 be received; and 2. That Council endorse the attached Economic Development Strategic Plan – Implementation Strategy 2020 as presented by the Aurora Economic Development Board; and 3. That Council approve funding in the amount of $50,000 from the Economic Development Reserve Fund to hire a consultant to undertake a Target Sector Analysis Study. R4. CMS20-003 – Request for Lease Extension and Amendment – Central York Fire Station – Regional Municipality of York – Paramedic Services General Committee Meeting Agenda (Revised) Tuesday, February 4, 2020 Page 3 of 3 Recommended: 1. That Report No. CMS20-003 be received; and 2. That a further extension and amendment to the lease with the Regional Municipality of York for Paramedic Services located at 220 Edward Street be approved for a five-year term, with an option to extend for two further five-year periods. R5. PDS20-009 – Budget Request for Capital Project No. 31217 – Construction of a Median at Ridge Road and Yonge Street Recommended: 1. That Report No. PDS20-009 be received; and 2. That Capital Project No. 31217 – Construction of Median at Yonge Street and Ridge Road be approved; and 3. That a total budget of $150,000 be approved for Capital Project No. 31217 to fund $135,000 from the Services Related to a Highway Development Charge Reserve and $15,000 from the Growth and New Reserve. 8. Notices of Motion (a) Councillor Gilliland Re: Update to Tree Pruning/Cutting and Compensation Policy (Added Item) 9. New Business 10. Public Service Announcements 11. Closed Session 12. Adjournment Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 1 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 2 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 3 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 4 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 5 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 6 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 7 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 8 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (a) Attachment Page 9 of 9 Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Delegation (c) Page 1 of 1 Notice of Motion Councillor Rachel Gilliland Date: February 4, 2020 To: Mayor and Members of Council From: Councillor Gilliland Re: Update to Tree Removal/Pruning and Compensation Policy Whereas the Town of Aurora declared a climate emergency and recognizes a need to reduce carbon and greenhouse gases (GHG); and Whereas the Town of Aurora acknowledges that every tree in Aurora plays a significant role in sustaining an urban forest; and Whereas there is a need to retain mature trees or replace with more mature trees to reduce carbon, for example, a tree in Aurora that is 65 cm in diameter at breast height (dbh) stores six times more carbon than a tree that is 11 cm in dbh; and Whereas the urban forest study identified that, the proportion of large, mature trees in Aurora is low; approximately 74% of all trees are less than 15.3 cm in dbh, which is recommended at no more than 40% based on a primary age diversity model; and Whereas the urban forest study identified that the greatest proportion of the existing urban forest is located in residential areas of the municipality and that the greatest opportunity to increase canopy cover through tree planting efforts is also found in the residential areas to reduce energy consumption as a result of shading, windbreak effects, and local micro-climate amelioration; and Whereas new infill development in established neighbourhoods replace mature trees using the Aggregate Inch Replacement method, which often results with a greater number of young saplings that will take years to mature, give shade, privacy, conform and have little effect on the current needs of carbon intake or energy reduction; and Whereas new development on meadows and wood lots, where mature trees are removed are replaced with young saplings without considering enough carbon neutral effect; and Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Notice of Motion (a) Page 1 of 2 Notice of Motion Update to Tree Removal/Pruning and Compensation Policy February 4, 2020 Page 2 of 2 Whereas the tree replacement policy does not address carbon intake, size of replacement, or use a primary age diversity model to protect our urban tree canopy; 1. Now Therefore Be It Hereby Resolved That staff immediately amend our Tree Removal/Pruning and Compensation Policy to address carbon neutral effects of our urban forest canopy and strengthen our Policy to ensure a modest balance of mature trees are planted by ensuring the largest trees possible can be planted onsite for compensation for equal or greater carbon loading and CO2 capturing; and 2. Be It Further Resolved That Staff conduct a fulsome review the Tree Removal/ Pruning and Compensation Policy and report back to Council with recommendations not limited to: • Amend the differences in our Tree By-law and the Tree Removal/Pruning and Compensation Policy to align; • Include a carbon loading and CO2 capturing evaluation as part of the compensation package; • That consideration be given to tree species that maximize carbon loading and CO2 capture; and • That consideration be given to utilizing a primary diversity model to protect the future of our urban forest canopy. Additional Items to General Committee Meeting Agenda Tuesday, February 4, 2020 Notice of Motion (a) Page 2 of 2